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.
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Rebrand Project Plan
Monday, January 4, 2016|James Burn
Successfully getting the approval for a rebranding program by the board and or leadership team may depend entirely on how the costs affect fiscal-year operating income. If a CMO goes into a board meeting and proposes a multimillion dollar rebranding budget with the entire cost hitting the P & L in the current fiscal year, it may be much more difficult to get approval than if he or she takes a financial planning stance that spreads the costs over a number of fiscal periods.
With the flood of change in healthcare today, you could forgive consumers if they cited “confusion” rather than “clarity” to describe how they feel about the future of their insurance coverage. With the constant reshaping of plans and programs, patients easily get disoriented, whether before, during, or after a trip through the system. This is especially true if they or their loved ones are medically stressed or handicapped.
We all know about Murphy’s Law: “Anything that can go wrong, will.” In the course of many rebrandings, we’ve uncovered a few examples. In one case, just before the grand opening of a new location—at which a new sign was to be unveiled at just the right moment—the sign vendor shipped the wrong sign cover.
At its core, logistics is the careful planning towards anticipated outcomes, as well as the resolve and experience to still achieve those outcomes when the unexpected occurs. Given this is a piece about risk, lets dispose the first part of that definition referring to the ideal projects where perfect planning leads to excellent results, and recognize that complex projects are laden with risk. So, in that context how do you test the mettle of people managing the logistics of a rebranding? You see how they expect the unexpected. You see how their experience and grasp of the situation has led to back-up planning, creative problem solving, and the ability to call upon the data and past experience to continue to keep the train on the rails.