Why Re-Branding Often Fails?



Lack of True Change

Sure, sometimes rebranding is done solely to sharpen the image of a company or brand; periodically, things need to be freshened up. However, unless you operate in the world of packaged goods, don’t expect great things from launching some new designs and fresh copies.



Making Too Big a Leap

Corporate insiders often lose touch with reality and begin to believe their visions of market dominance. When rebranding, keep your primary focus on the achievable, not the aspirational. If you make too big a leap, your market won’t believe you.



Lack of Internal Alignment

If rebranding is an initiative implemented solely by the Marketing Department, it’s likely to fail. As noted above, rebranding should signal change, and that change should be evidenced throughout the organization and conveyed through every brand touch point.



Failure of the CEO to Champion Rebranding

The CEO is the only one that can drive change in all functional areas of the enterprise. As the chief branding officer, the CEO needs to set the vision and lead the change, ensuring that products, services, people, and resources are aligned to deliver on the promises implied in the rebranding.



Failure to Clarify Positioning

Use rebranding as an initiative to force you to focus, to better define and support your expertise in a clear and compelling manner. When rebranding, if it doesn’t scare you, it probably won’t create meaningful change in your organization or in the marketplace.