Creating a new logo is not something you should decide to do lightly. It’s a massive undertaking that will impact your staff, stakeholders, customers and critics alike. We should know, The Mission Control has just helped roll out two global rebrands back-to-back across 50+ countries.
So before starting down the road of change, you really need to justify to yourself why you’re doing it. There are a lot of good reasons to do a rebrand, but don’t let boredom be one of them.
If you are set on rebranding, then there will be a very good reason behind your decision. The most likely reasons in our experience tend to be mergers, acquisitions, changing your core business model or entering new markets.
So where do you start?
Before reaching for the markers and sketchpad, it’s crucial that you get the structural framework in place. Be clear in your own mind what you are aiming to achieve through the rebrand. Preparing a brief will help you clarify these objectives and not just give the agency a launch pad.
We would also recommend conducting a brand audit before doing anything. This will give you an idea of just how many items within your company that will need to change and allow you to work out a schedule for change that is implementable and plan lead-times.
A brand audit is a great way of letting you see just how much branded content you actually have and it can often be the most unlikely of things that make the most use of it. We recently carried out a global rebrand and found that our client had more that 40,000 individual brand assets that would need changed. This included everything from business cards and stationery to forms, livery, uniforms, packaging, signage and exhibition stands. Then there are all of your digital assets, email signature plates, websites and social media platforms, templates and e-shots, not to mention audio-visual components including corporate videos and ads.
You very quickly come to realise the scale of a rebrand – not to mention the cost, as everything needs to be changed.
Naturally – if you’re just evolving your logo as opposed to radically redesigning it, you can for a time allow the old and new to co-exist.
When it comes to rebranding, don’t keep your staff in the dark. By engaging with them early, you control the flow of information and prevent misinformation from taking root.
Your staff will also be the people who are delivering on your brand promise, so involving them in the journey will educate them and give them a stake in the brand culture.
This is one of the most common mistakes companies make. They are so focussed on how customers will react to the new brand that they totally overlook the people who will be living it and delivering it on a daily basis.
Whilst it is important to involve your staff and focus groups can be a great source in intel, you really need to avoid entering into a process of design by committee. This process only ever results in a fundamentally flawed compromise that works for no-one.
In our experience, you need a very open and honest relationship between the strategy team, designers and the senior management. Yes you will have research to refer to, you will have viewpoints to consider, but eventually clear, hard decisions have to be made and that’s where you need to be brave.