Andys Blog
Andy Graham is the founder of One
Brand Group. He's positively brimming
with thoughts and ideas, not just about
B2B marketing, but about other things too.
Have a read, or – if you'd prefer to have a conversation – get in touch.
More thoughts here at Andy's site.
Have a read, or – if you'd prefer to have a conversation – get in touch.
More thoughts here at Andy's site.
Failure is not an option - it is essential
29/07/2010
Recession-proofing the marketing strategy
29/07/2010
29/07/2010
Recession-proofing the marketing strategy
29/07/2010
Brand strategy for new leadership or ownership
Added 05 November 2006
Brands are a mark of ownership so it follows that when this changes, it is time to visit the brand strategy.
Often the acquirer will impose their brand on the company acquired, sometimes without appropriate communication and therefore damaging consequences. Employees and customers are loyal to the original owner - if ownership changes it follows that there needs to be respect shown to the original brand. Replacing one brand with another without communication is discourteous and confusing. This doesn't mean that the original brand needs to be over indulged either. Being decisive and communicating well is often the best policy. Some highly acquisitive companies like GE have developed this process into a fine art.
Sometimes companies will not only merge the business but will merge the brands themselves e.g. LloydsTSB, This is the least satisfactory solution as it is unclear who the true owner is - brand compromises are rarely the best solution.
Without new ownership, new product, or new position there is rarely a reason to dramatically change the brand. When ownership is consistent the brand needs only to be refreshed to keep pace with contemporary style and design. Shell, IBM, Barclays, 3M all have had many iterations in there lifetime. It is advisable to refresh the brand every five years.
Added 05 November 2006
Brands are a mark of ownership so it follows that when this changes, it is time to visit the brand strategy.
Often the acquirer will impose their brand on the company acquired, sometimes without appropriate communication and therefore damaging consequences. Employees and customers are loyal to the original owner - if ownership changes it follows that there needs to be respect shown to the original brand. Replacing one brand with another without communication is discourteous and confusing. This doesn't mean that the original brand needs to be over indulged either. Being decisive and communicating well is often the best policy. Some highly acquisitive companies like GE have developed this process into a fine art.
Sometimes companies will not only merge the business but will merge the brands themselves e.g. LloydsTSB, This is the least satisfactory solution as it is unclear who the true owner is - brand compromises are rarely the best solution.
Without new ownership, new product, or new position there is rarely a reason to dramatically change the brand. When ownership is consistent the brand needs only to be refreshed to keep pace with contemporary style and design. Shell, IBM, Barclays, 3M all have had many iterations in there lifetime. It is advisable to refresh the brand every five years.