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There’s nothing like a rebrand effort to make you appreciate the extent of your branded assets.

Planning for the rollout of a new identity demands an accurate inventory and accounting of each and every instance of your company name, logo and colors across your portfolio. Your team must think beyond the obvious digital and physical marketing collateral — signage, fleet, badges, uniforms and more, depending on your industry.

Our competitive global economy — ripe for major transactions including mergers, acquisitions, splits spin-offs and affiliations — means every chief marketer can expect to manage a complex, large-scale rebranding at some point in his or her career. However, it is common for executives charged with leading a brand change to lack a clear line of sight into the financial and operational implications involved in these complex projects — even with a great depth of knowledge about the company and industry.

When we work with clients during a rebranding, we often evaluate three different approaches, each with increasing cost and impact: “bronze,” “silver,” and “gold.” But you probably wonder: How often does a client choose just one of these options for all branded assets? Almost never.

With M&A volume setting new records—over $5 trillion in deals in 2015, according to Dealogic—many branding, marketing, and communications professionals will be charged with implementing a rebranding project during their careers. Executives often ask me what the key is to setting up for success of a rebranding implementation. My answer is straightforward: Explore rebranding implications as soon as regulatory oversight and review of the deal begin.