Replacing a brand with which employees, suppliers and customers have lived for many years with another request for diplomacy.


Indeed, it will either be unknown to them, or they may perceive it as hostile, coming in some way to steal a part of themselves. This is where the narrative of this change takes on its importance. Not only is it necessary to place it in the company's history, but it must be seen as a continuity that does not deny the past. There must be no doubt in the minds of employees about the outcome of their work. A brand will disappear to be replaced by another.


However, it is first and foremost the role of the manager, often the CEO, to show the way and the importance of the brand change project. If it is perceived as secondary (behind quarterly results or the launch of a marketing offer), when it should be a priority due to its long-term impact, you will not bring the teams with you.


Worse, the message that will be retained by your Executive Committee (ExCom) is “we are obliged to do so, but focus your efforts and those of your teams on results”. With such an approach, the rebranding project is likely to fail or at least become a subject of little interest without scope. Its success is compromised.


So you lose all the power that a rebrand gives to an organization when done the right way. The teams responsible for supporting change will not be able to do their job effectively.

A completely different approach is to present the brand change as a fantastic opportunity to achieve objectives and results.


The most important role of the CEO is to place this project at the right level, i.e.

priority over other actions within a precise timetable, to set the objectives and the main orientations.


With his team (Pilot, Steering Committee, Stream Leaders, Codir*), he will have to arbitrate the order of completion of other projects or their postponement over time. For example, it could delay the launch of a new offer by two months to coincide with the arrival of its new brand. Thus, it will have a greater impact and strengthen the image of its brand by associating it with innovation.


The manager will show his interest throughout the project by participating in start-up meetings and speaking at important moments.


He must create the necessary momentum so that his teams put all their efforts into achieving this rebrand without abandoning their other daily activities.