Relaunching old brand and

reconsidering brand assets

Prepared by- Shruti Bose (MBAPH018001)

Subject- New product launch

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What is Rebranding, Brand Refreshing and
Relaunching?
Rebranding and relaunching can take many guises from the complete
wholesale change of a company or product, inside and out, including
name, culture, values, behavior's, tone, visual collateral and all that
entails with no connections to the legacy entity, to something less
dramatic and of a more evolutionary nature in the form of a brand
refresh.
In each instance though, the transformation, to whatever degree,
affects a change in the minds of the target market in terms of their
perceptions of the brand. That change is a process of giving a company,
product or service a new positioning, relative to competitors and image
in order to make it more successful.
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Positioned and developed correctly brands offer a means of generating
sustained growth, enabling companies to charge a premium. Equally,
they also assist a company to resist or bounce back from competitor
attack.
Brands are key to a company’s long-term survival and market
leadership. Accountants and auditors the world over calculate the value
of brands when determining book values on the company balance
sheets. In the case of strong brands, the brand can be 70% – 90% of the
stock market value (intangible assets).
Rebranding is a complex process and should not be engaged lightly. You
should most definitely conduct a brand audit to evaluate your brand’s
weak spots and identify new areas for innovation and growth. Handled
badly, rebranding can be damaging to business. Equally in the words of
a Chinese proverb “if you do not plan for the future, you will get the
one that shows up” and successful rebranding, relaunching and
revitalization adds significantly to a company’s long-term success.
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Why Rebrand, Refresh Your Brand or Relaunch?
The reasons for rebranding and or relaunching a company, product or service are
numerous and should not be taken on lightly without sound strategic reasons for
engaging in the process.
Brands are constantly evolving to ensure they keep abreast of changing needs in
the market place. It’s the level of change required that is the critical issue. A brand
audit and market research will help assess the rate of change required amongst
other things.
Even some of the greatest brands in the world need rejuvenation. Brands like
Guinness, Coca-Cola and Kellogg’s are iconic, global in their status. Yet when you
look at their market leadership over the decades, they have all changed even if it
has been in a more evolutionary sense over time, rather than radical overhauls.
However, some branding does require an extensive change in order for the
business to achieve the required regeneration for growth and profitable returns.
Revitalisation maintains and celebrates the history and heritage of the brand but
shows its target audience (current and future) that you are adaptive to change.
Change is necessary to stay relevant to the times in which a brand exists and to
ensure its future success.
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Some of the reasons for rebranding, relaunching
and revitalizing a brand include the following:
1. Relevance
Brands need to stay relevant to their target market, to keep up with the times and keep
pace with changing customer needs (e.g. services, accessibility, convenience, choice,
changing trends, technology). A brand that has become old-fashioned in the eyes of its
audience is in danger of stagnation if not already in a state of erosion and loss of market
share.
2. Competition
In a fast moving environment with aggressive competition, rebranding may be required to
change the offering to the market in order to create a more compelling reason to buy in
the minds of the target audience. Rebranding can be used as a means of blocking or
outmaneuvering competitors or a way of handling increased price competitiveness.
3. Globalization
Sometimes rebranding is required because of globalization where the same product sold
across multiple markets is inconsistent or different e.g. Marathon’s change to Snickers,
Opal Fruits change to Starburst, Jif’s change to Cif.

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4. Mergers & Acquisitions
When two entities combine there are typically two unique audiences left to communicate with.
Sometimes this can require a rebrand or relaunch in a way that will appeal to both. In other cases
one of the brands may be more dominant requiring more of a revitalization or refresh with it
becoming the sole dominant player.
5. Innovation
Technology is constantly evolving and the rate of change often exponential. If a brand is technology
related e.g. internet, software, hardware and the product offering constantly innovating then a
rebrand frequently follows the natural and fast rate of change. Rebranding or revitalization becomes
an outward expression of the companies evolution and ensures the brand’s change hungry
customers keep coming back to see “what’s new”.
6. Repositioning
Taking a brand to a new position is an involved process e.g. from an economy price fighter to
premium position, and invariably requires a rebrand to signal a change in direction, focus, attitude
or strategy to its target market. Also again rebranding used as a means of blocking or
outmaneuvering competitors or a way of handling increased price competitiveness.
7. Rationalization
Rebranding can be used to decrease business development and operational costs, or a way of
countering declining profitability or consumer confidence. It can also be used where there are
complex and sometimes confusing mixes of product portfolios which frequently undermine the
brands impact, (along with considerable advertising, branding clutter and media proliferation) all of
which causes brand incongruence and audience fragmentation and consequently badly needs
consolidation through rebranding to achieve brand impact and strong growth again.
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8. Outgrowth
When small companies grow into bigger entities they and/or their products
frequently require a rebrand or revitalization to meet the needs of the bigger
business. Typically smaller companies start with more modest brand offering, due
to budget restrictions, which are inadequate to meet the needs of a bigger more
sophisticated business and a rebrand is required.
9. Legal Requirements
Occasionally legal issues may arise that require a company to make changes to their
branding such as copyright issues or bankruptcy e.g. similarities between naming
and designs. For example The Jelly Bean Factory became The Jelly Bean Planet in
Ireland to ensure differentiation from the USA brand Jelly Belly.
10. Morale & Reputation
If a company brand has demoralized employees or confused customers then a
rebrand may required. A thorough rebrand process will work to unearth the issues
that need addressing and could be solved through key changes, including a
completely new look and feel to the organization. A rebrand in this instance can
improve a brand’s competitiveness by creating a common sense of purpose and
unified identity, building staff morale and pride, as well as a way of attracting new
customers, enhancing relationships with existing customers and attracting the best
talent to the business.
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 The Different Aspects of Rebranding
Rebranding, a brand refresh and brand revitalization can be as small scale as some subtle changes to the company or product graphics e.g. brand identity, packaging
tweaks, sales literature updates, vehicle livery, staff uniforms and website refresh or as major as a full blown positioning, name and culture change affecting both the
intangible and tangible aspects of the brand. Rebranding or brand revitalization can be categorized to include one or a combination of all the items listed:
Brand positioning
Brand strategy development
Brand hierarchy / brand architecture
New brand name
Brand identity, brand logo, trademark, tagline or slogans
Graphics, brand imagery, online presence i.e. website, Facebook pages etc.
Marketing campaigns
Company or product livery, uniforms, stationery, digital presentations
Packaging
Product displays, exhibition stands, signage & way-finding systems
Exterior and interior design
Advertising, on and offline
Movies, videos and show reels
New product launches, differentiations, extensions or enhancements
A change in brand profile, purpose, vision, values, mission, goals, story, message, promise, offerings, personality, emotion, behaviours, tone of voice, culture, brand
experience, customer care and so forth.
Potential changes in some of your target market and re-evaluating purchaser personas, also known as buyer personas

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 What’s Involved in the Rebrand Process?
When considering a rebrand you typically need to include:
1. Rebrand planning, a brand audit health check, research and
recommendations
2. Brand strategy re-evaluation and update
3. Application design for all touch points
4. Brand implementation, launch and rollout
5. Internal brand launch, team brand induction and brand champion
training
6. External communications of rebrand to all relevant stakeholders;
customers, media and shareholders
7. Measure of impact and commercial return
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A high-profile rebranding initiative can transform a healthcare company, outlining a new way forward, boosting
company morale, and helping to better serve the needs of the community. It can also be a complete fail. In
what follows, we’ll look at nine examples of healthcare rebranding. Six are initiatives that knocked it out of the
park; three are illustrations of what not to do. Each is instructive in its own way, and some will go down in
history as a testament to the power of branding, for better or—sometimes—much, much worse.
Healthcare Rebranding Successes
CVS Pharmacy Becomes CVS Health
At the start of 2016, CVS, the company known for its huge nationwide chain of pharmacies, became CVS
Health. The organization restructured itself into four separate and distinct brands: CVS Pharmacy, CVS
Specialty, CVS Minute Clinic, and CVS Caremark, each offering customers products and services in a different
area of personal wellness. Prominently featuring “CVS” in the names of these new sub-brands allowed CVS
Health to expand the scope of their offerings while leveraging the equity of their trusted, existing master
brand. The sub-brands in the CVS family also utilized the well-known typography and color of the original CVS
Pharmacies, proving that a company doesn’t always need a complete overhaul of its identity for a rebrand to
be successful. Sometimes a simple restructuring and a fresh approach to what already works is enough to get
the job done.

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Catholic Healthcare West is Reborn as Dignity Health
In 2015, multi-state healthcare system Catholic Healthcare West
changed its name to Dignity Health. The switch gave the company an
opportunity to reposition itself with a new name that had very positive
connotations. “Dignity” is a powerful idea in the healthcare space. It is
the gold standard of patient treatment—to show respect to those you
serve while also providing excellent medical care. By directly
associating the brand with the highest goal of healthcare providers,
Dignity Health tapped into powerful and positive existing perceptions.

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Healthcare Rebranding Fails
Merck’s Confounding New Identity
German pharmaceutical giant Merck unveiled a new identity system in 2015 that was, well,
confusing at best. The firm behind the concept, FutureBrand, found its inspiration “in the infinitely
fascinating world under the microscope.” A press release announcing the new logo went on to say:
“Inspired by this vivid universe, FutureBrand created an ecosystem of elements: striking colours,
expressive cells, energetic strings and experiential macrobes that can be combined to celebrate
Merck’s imagination… All of this is held together with a simultaneously technical and organic
typeface that allows Merck to tell its most colourful stories ever.” The idea of empowering a
pharmaceutical company to tell more colorful stories was a bold one. And most of the colors
themselves are fresh and invigorating. But the custom typeface that comprised the new Merck
wordmark was an unmitigated disaster. It looks as if the name were written with a king-size Sharpie
on a wet cocktail napkin. Generally, if when you present a logo it prompts questions like “did
someone sit on this on the way to the office?” it should not be considered a successful execution.

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The Creepy and Clumsy Siemens Healthineers
Ah, Siemens. The global conglomerate was responsible for one of the most notorious healthcare
rebranding missteps of the 21st century. Certainly the brand had the best of intentions when, in
2016, they abandoned the longtime name Siemens Healthcare and rebranded the company as
Siemens Healthineers. The invented word “Healthineers” was intended to evoke images of people
helping other people achieve good health. Pioneer, engineer, volunteer—they’re all impressive and
inspiring characters. Surely, combining “health” with their common suffix could only result in an
equally impressive and inspiring concept, right? Turns out, wrong. What you get instead sounds like
the moniker for employees at a dystopian theme park. What you also get is global consensus on
how badly your rebrand missed the mark.

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For example, when codeine (as a composition) was banned, companies like Pfizer changed the
cough preparation and relaunched it, but retained the brand name Corex, which has a huge recall.
The government feels retaining the brand name in a new formulation where an ingredient has been
tweaked is misleading and harmful for patients. While companies argue since they have invested in
building a brand and it enjoys loyalty, they should be allowed to benefit from its value. The issue has
been discussed for years now, and was deliberated in several Drugs Consultative Committee
meetings held since 2008. The expert panel was of the view that such medicines, where the
ingredient was tweaked by companies but brand name was retained, is “not only misleading, but
may result in undesirable pharmacological effects” as the consumer would take the formulation,
assuming it as the earlier composition. The problem is mainly with those dose combinations (FDCs)
that are widely used and mainly over-the-counter medications, which may have a huge brand recall,
experts say. Though the practice dates back several years, in 2007 the Drugs Controller General,
worried with proliferation of irrational drugs, asked state regulators to stop granting licences to
manufacturers making FDCs without his approval since there were no mechanism available to test
their efficacy and safety. (An FDC contains two or more drugs combined in a fixed ratio of doses, and
available in a single-dosage form.) Over three years ago, the government finally banned over 340
FDCs, after which the ban was legally contested with the matter still pending in the courts. The
banned FDCs included popular, widely-selling cough & cold syrups, painkillers, flu medicines and
skin medication, after an expert panel, Drug Technical Advisory Board said they were “irrational and
harmful”. FDCs comprise around 50% of the over Rs 1.3-lakh-crore domestic retail market, but only
a few are “irrational and harmful”.
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 RECONSIDERING BRAND ASSETS

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 Thankyou

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