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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.