Logos are more than just a badge. They’re a statement about the quality of your goods. What does your logo stand for?
Your brand is a powerful tool. It will help you fulfil your dreams and aspirations. It will take your organisation from where you are now, to where you want to be – if you use it well. So, where do you start? The simple answer is, you start at the end: Where do you want to be? What’s your goal?
It doesn’t matter what your goal is, but it needs to be something you can measure, so you can gauge whether you’re making progress, or not. (If you’re not making progress something isn’t working, so you need to change it). Your goal might be a financial one – a certain level of income or a specific profit margin. Or it could be something like market share, or the number of customers you have each month, both tangible figures that are easy to measure, but not financial.
To do that you need to take a look at your organisation and consider two things: the internal perspective and the external perspective.
Once you know where you’re going, you can begin to plan your journey. To complete your journey in the most efficient way, and make the best use of your resources, be sure to build the right brand for your business. To do that you need to take a look at your organisation and consider two things: the internal perspective and the external perspective.
The internal perspective will help you to identify the purpose and values at the heart of your organisation; what it is that drives you. The external perspective will give you insight into your customers and your competitors; the people who will help you to achieve your goal (your customers) and those organisations that could slow your progress (your competitors).
When you have taken your organisation through this process you are in a position to start brand building – to build a brand that captures the personality of your organisation. The more clearly you are able to communicate this, the easier you will find it to appeal to your target audience and stand out from your competitors. It’s this clarity of communication that will help you to reach your goal and turn your passion into success.
So what do you need to do next?
At a recent McQueenie Mulholland away day, we were asked to think about one brand that we’d love to work with – a fantasy client. Answers from our team were really varied, from Ecover to Land Rover and a good mix in-between, but one answer that stood out was from Sue McQueenie who would love to work with…Lego.
Why would somebody want to work with a business that is so well known and established?
Well, as we’ve been finding out, this hasn’t always been the case.
We often work with companies who are going through, or are thinking about going through a re-brand, or are diversifying their product range in some way. We’d probably ask them a number of questions to ascertain how much they know about the market that they have, and the new market that they’re hoping to move in to.
And from now on, we’ll also be likely to refer them to The Guardian article, “How Lego clicked: the super brand that reinvented itself” as seen in the paper on 4 June.
The article discusses that as recently as 2003, Lego, the internationally renowned Danish toy manufacturer was reporting a 30% loss year on year and was £800m in debt. Fast forward to 2015, and the company overtook Ferrari to become the world’s most powerful brand. So what happened between those years to change the fortune of Lego?
Consultant Vig Knudstorp was bought in to turn things around. According to the Guardian article:
“He slashed the inventory, halving the number of individual pieces Lego produces from 13,000 to 6,500 … He also encouraged interaction with Lego’s fans, something previously considered verboten”
So, rather than adding to its product portfolio, Lego started by taking things away, by simplifying it. And they also talked to their customers. They used the time to find out what worked and what didn’t.
This resulted in a clearer focus – on making the things that they knew they were good at, and that set them apart from other toy manufacturers. But they expanded this existing product range, to include ranges for girls, and for adults, instead of just those primarily aimed at boys. Another key success was partnering up with those who are also very good at what they do – an example being the films and TV programmes that grace screens worldwide on a daily basis.
The result? Lego has just announced the highest revenues in its 85-year-history. We’ll certainly be using them as one of the best examples of a company turnaround that we’ve come across and we hope they continue to do well for many years to come.
We’re currently working with one of our charity clients on a rebrand. In this blog we explore some of the challenges organisations can face when rebranding and have come up with eight top tips to help smooth this transition.
So to give one example from our work, a client we are working with has spent a lot of money on research and developed an exciting new brand which is ready to be introduced. The concept behind the new brand is that it will make the public understand them better and improve their profile in the community. The question is, how do we help them roll it out in a timely and effective way.
And it’s not just a matter of introducing a new look. How do you liaise with the media to tell them about your change? What does it mean to your clients or customers?
If re-branding is something you are considering for your organisation a strategy is essential - here are our eight top tips:
- Set up a steering group and identify a project manager to oversee the rebrand, as well as a couple of brand champions from different departments within your organisation.
- Involve an outside agency or expert to work alongside you through the process. Even branding experts bring in people from outside to advise them on a rebrand.
- You will need to carry out inventories of all the places your brand appears. These will be the ‘physical’ items like letterheads, leaflets and signage, and digital platforms like your website, social media and email signatures. Involve your steering group in working through these.
- Talk to your stakeholders, if you are a charity it will be your trustees, about why you are rebranding. Ensure that everyone who needs to be is ‘on message’ about the brand’s new values.
- Remember this process will not happen overnight. The bigger the organisation and the more established the brand, the longer it will take.
- Give yourself plenty of time to roll out the changes. Some organisations find a phased roll out with targets to be met by key dates is the most effective way to complete a rebrand.
- Plan a detailed media campaign to support you as you roll out your new brand. Use this rebrand as a chance to gain coverage in the media and raise the profile of your organisation.
- And, importantly, tell your staff. Tell them why it is happening and when it is happening. The re-brand of the client I mentioned above involves a name change, it can take a long time to break habits, so make sure people have plenty of warning.