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It’s interesting how many major healthcare systems participate in the annual Healthcare Marketing Communications Benchmarking Study conducted by Gelb Consulting and Cleveland Clinic. Recently, I took a look at this trove of rich, industry-specific data on annual marketing budgets, spending, and staffing levels. I’m seriously impressed by how much healthcare marketers manage to accomplish despite their resource constraints.

Rebranding can help a business expand markets and profits. But without careful planning and stewardship, the rebrand implementation portion of the branding process could easily morph into one of those unfortunately notorious projects. You know, the kind that makes a marketer wince for years to come. Costs spiral over budget and the internal reputation of the marketing department drops a notch. 

Marketing and communications staff and executives often find a corporate rebranding initiative daunting. That holds true for both those who have experienced the complexities of rebrand implementation before, and those who contribute to a strategic rebranding for the first time. And it’s no wonder: These initiatives require a unique blend of strategic, analytical, and tactical skills. They cost a lot of money. They’re very high profile. Succeed, and everyone will know. Fail, and the same will hold true.

Following a large uptick in technology mergers, acquisitions, and rebrands over the past few years such as the split of HP, Dell/EMC, Western Digital/Hitachi and others, I found myself contemplating the complexities of these conversions. At first glance, rebranding implementation at tech companies might seem like a breeze as most assets seem to be digital.  Marketers focus on rebranding websites, social media, sales, marketing materials and IT assets and systems to reflect the new brand. At first take, these kinds of tasks seem to lie squarely in the wheelhouse of many tech companies.

If your energy firm is like most, it’s structured as a B2B enterprise. Management emphasizes sales and building relationships with a core set of customers. Brand often takes a back seat. So, when the business needs to rebrand because of a transaction or new business strategy, brand marketers can find it difficult to convey the strategic and financial value of brand and the need to properly fund brand conversion. Those marketers who can put rebranding implementation into financial terms, addressing cost management and ROI, have a head start. They can turn brand change into an opportunity to move forward with strategic brand priorities.