Rebranding has become an increasingly popular strategy to put a jetpack on a business or an organization to revive its growth trajectory.

On a daily basis now, businesses, charities, college and professional sports teams, and even communities, announce that they are changing their names or at least their visual identities in an attempt to be more relevant to stakeholders.

But rebranding can be a time- and resource-intensive effort.

Gaining leadership support and financial investment for a rebrand requires careful preparation of a rebranding business case that clearly outlines the need, the opportunity, the risks, and the cost of not rebranding.

Rebranding must be viewed as a strategic growth accelerator. It is an investment in your future, much like the commitment to building new facilities or branching into a new business line. It should result in enterprise-wide benefits from a clear understanding of your business proposition, support for growth into new business categories, and employee alignment behind a common service promise.

Big changes should deliver big outcomes, and it's important to present the investment within the potential ROI.

Rebranding Should Open New Doors

We recently rebranded a senior healthcare organization. Its 90-year-old brand made it challenging to grow revenue in an increasingly regulated and margin-strained industry.

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ABOUT THE AUTHOR
image of Jim Heininger

Jim Heininger is founder of Chicago-based Dixon|James Communications. Its Rebranding Xperts team specializes in comprehensive rebranding initiatives across multiple industries and nonprofit organizations.

LinkedIn: Jim Heininger