Magazine article Marketing

OPINION: Marketing Society - Rebranding Has to Attain Buy-In from Entire Firm

Magazine article Marketing

OPINION: Marketing Society - Rebranding Has to Attain Buy-In from Entire Firm

Article excerpt

Last year will undoubtedly be consigned to the history books as the year in which rebranding programmes peaked.

Corporations from all sectors embarked on the holy grail of repositioning in 2002. Yet very few emerged unscathed. They were falling down at the first hurdle or blasted by damaging media coverage and cynicism from all quarters.

So what's gone wrong? As many marketers and senior managers are now discovering to their cost, rebranding is a long-term, high-risk strategy that takes guts, commitment and buy-in from stakeholders. Very often, such programmes fail to get off the ground, as not enough attention is paid to embedding the brand - and getting this right internally before even thinking about how the brand is portrayed externally.

Sadly, far too many professionals lose track of that and mystify the concept of branding by turning it into a marketing term.

Brand is not the province of the marketing department. Good branding must have the buy-in and involvement of everyone within an organisation - from the chief executive right down to the receptionist.

From my own personal experience of rebranding programmes within the financial services sector, I can say that value programmes will not work if they are imposed on people from the top or if they are not integrated into the business.

Everyone within the organisation needs to be engaged in the business, yet it's a fine line between providing enough structure and allowing flexibility and scope in the structure to give staff the freedom to live in their roles. …

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