Unlocking Transformative Rebranding: Strategies and Trends with Jim Heininger

Unlock the secrets of transformative rebranding with Jim Heininger, the "rebrand man" from Rebranding Experts. A brand goes beyond a name and logo—it encompasses the entire customer experience. In this discussion, we explore when businesses should consider rebranding, the differences between B2B and direct-to-consumer strategies, and how to effectively communicate value propositions to stand out in a crowded market.

We also address the logistical and financial challenges of rebranding, emphasizing leadership support and organizational alignment. From HR's role in recruiting talent that aligns with the brand identity to involving financial teams early, we offer a roadmap for a cohesive internal narrative. Learn to balance costs with benefits, from updating uniforms and signage to ensuring a sustainable rebrand.

Stay ahead of the curve with trends like simplifying company names and digital marketing alignment. Through compelling case studies, we underscore the importance of leadership involvement and securing employee buy-in to successfully navigate internal culture shifts. Join us for a deep dive into positioning your business for success through rebranding.

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Guest Contact Information: 

LinkedIn:  https://www.linkedin.com/in/jimheininger/

Website: https://www.rebrandingexperts.com/

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The Unknown Secrets of Internet Marketing podcast is a podcast hosted by Internet marketing expert Matthew Bertram. The show provides insights and advice on digital marketing, SEO, and online business. 

Topics covered include keyword research, content optimization, link building, local SEO, and more. The show also features interviews with industry leaders and experts who share their experiences and tips. 

Additionally, Matt shares his own experiences and strategies, as well as his own successes and failures, to help listeners learn from his experiences and apply the same principles to their businesses. The show is designed to help entrepreneurs and business owners become successful online and get the most out of their digital marketing efforts.

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Chapters

• 0:14 The Importance of Rebranding in Marketing
• 13:42 Challenges and Costs of Rebranding
• 19:08 Navigating the Rebranding Process
• 27:23 Trends in Rebranding and Digital Marketing

Transcript

Speaker 1: 0:14

Howdy. Welcome back to another fun filled episode of the unknown secrets of internet marketing. I am your host, matthew Bertram. As you can see if you're watching this on YouTube, matthewbertramcom is a. I just bought my domain. I've been building out my site. Go check it out. Tell me how bad it is. I would appreciate any feedback and and with that being said, I have a great guest for you because, well, rebranding and branding is critically important.

Speaker 1: 0:43

I shared on a previous podcast that I canceled out of an equity deal that I was getting involved in because the owner didn't believe in the power of branding and I just felt like I was operating on a different wavelength and didn't feel that it was a good relationship, even though I thought the deal was good. I felt like we were going to run into trouble and I feel like anytime you get involved with business, you got to be on the same page, because when you're doing equity, you know you're in business together. It's not someone's paying you for marketing and um and so. So that happened and I thought it'd be good. Um, uh, buddy, jim, uh, jim, I say your name wrong. How do you say your last name? I don't even want to, I don't want to slaughter it.

Speaker 2: 1:27

I apologize.

Speaker 1: 1:28

Heininger. Um, he is known as the rebrand man, uh and with rebranding experts, and he has worked with a long list of impressive companies. Uh, some of the ones you might've heard of, uh Blue Cross, blue Shield, mcdonald's, wendy Uh, sounds like you've done some stuff with Ogilvy. I'm certainly a student of everything that he did and I believe that traditional space has started to be cannibalized by the digital space, and I really wanted to get you on and talk through. As a lot of listeners know, our agency went through a rebrand recently from eWebResults to EWR Digital. We did the KFC thing as well, as I'm about to rebrand this podcast, and so I thought it was good timing personally to have you on and to review your methodology.

Speaker 1: 2:28

Uh, and, and I think that there are a lot of businesses out there with, um, the way the economy is, uh, trying to figure out how, how can I position myself in the space, how can I cut through the noise with my, my messaging, my unique selling proposition, how do I compete? And the answer is not always to just go dump a bunch of money in paid ads. Okay, that's not always the answer, and it has to be part of a broader strategy and it really starts with how you're communicating your value proposition right. And so, jim, thank you so much for coming on. If there's anything more you would like to share to credentialize yourself with your background, it's super impressive. I would love to kind of set the table for the conversation.

Speaker 2: 3:18

Oh, thank you, Matthew. I lead the rebranding experts. We've been in business about eight years now and focus solely on rebranding organizations. That's all we do, and we developed a methodology that you talked about. That's kind of the end to end process for how an organization should do it successfully.

Speaker 1: 3:41

So let's cater this conversation. Maybe we can even break it into two parts. We can say one part specifically talking to, let's say, small business owners or even marketers working with small businesses, because sometimes they're running campaigns or they're doing SEO or they're doing well, social media and digital PR is quite big, but, man, you got, you got to have your your branding on point. Okay, you got to have your uh target persona. Um, you need to speak, your messaging needs to be there. There's a lot of things that go into that and then maybe talk to, maybe bigger organizations. They could be, um, direct to consumer or even, uh, uh, b2b organizations. A lot of people that have started to listen to me are in a B2B setting and they're two different animals, and bigger companies can do more things than smaller companies, right, and I think a lot of times the smaller companies say we don't have the money for a rebrand. Why should we rebrand? You know what should we do? So let's start the conversation with well, who should rebrand and why.

Speaker 2: 4:51

Yeah, good place to start, and I'm actually even going to back it up a little bit just to kind of make sure I have my perspective of what a brand and what a rebrand is.

Speaker 2: 5:01

So you know, people oftentimes think that their brand is just their name and their logo and that that represents them out in the business world. It's so much more than that. You know. Your brand is the total collection of experiences that someone has with your organization. So it has to do with you know, when they pick up the phone and call customer service, how they're treated, when they see your product or your service out in the market, how does it feel to them, and so we look at it from that very kind of broader perspective of all those pieces need to be put together to really create a brand in people's minds. And remember the brand is up in their minds. It's how they perceive you, but you can influence it through all the marketing that we're talking about.

Speaker 2: 5:51

So, if you think about what is a rebrand, a rebrand is standing up an entirely new brand. It's orchestrating an overhaul of what your brand is out in the marketplace and everything from that name and that logo to you know, to the customer service approach. You know how people are treated. How do you, how do you deliver on the online experience?

Speaker 1: 6:15

How does it make them feel right? People buy based on emotions. People associate with brands, people connect and they buy because of the way it makes them feel right. I think, that's really what it comes down to.

Speaker 2: 6:28

Absolutely so. Then now to the question of why would somebody rebrand? We kind of look at it as there's two buckets of reasons that you would rebrand. Oftentimes you need to rebrand You've acquired a company, you've gone through an acquisition, you've hired a company, you've gone through an acquisition, you're merging two companies or you've run into issues that could be kind of crisis related, that you're needing to leave that old brand behind and start a new one. So those are kind of structural reasons why you would rebrand.

Speaker 2: 6:58

The other bucket is opportunity, and that is that you are running into barriers to growth, for example, and need to reposition yourself on the marketplace in a way that's going to attract the kind of customers that you want. You're introducing a new product or service that greatly opens up new markets for you. Maybe you're going into new geographic markets very strategic growth kind of opportunity that you're wanting to rebrand the organization to enable you to go out face forward into the future and be able to grow your business in the way you want it to. So need or opportunity are really the two reasons people rebrand.

Speaker 1: 7:36

I love that. I think that a perfect example of maybe someone listening is like I want to get more enterprise level clients and.

Speaker 1: 7:47

I'm currently working with um. You know homeowners, if, if they're in a service-based industry, um, or like small businesses as their client and they position themselves in a way where they service that category and they're known for that and and like, how much can you pour in to change the conversation to inch towards what you're trying to do? Versus how about we create a new brand to target that that can create that message from the beginning of what, what we need to do and where we need to go? And I like the, the things that you said.

Speaker 1: 8:25

I'm dealing with a couple of companies that, uh, just made an acquisition, right, and they're like okay, we have different brands. Do we, do we merge them? Um, do we keep them separate? Uh, do we create a whole new brand? Uh, like what? What are what are we doing? How? How do we approach? It's really like a almost not a full go to market strategy, but it's a go to market strategy of how you know people are going to view us and how we want to be viewed and what is our value proposition. To get that message tight and aligned.

Speaker 2: 8:57

well, Absolutely yeah. You often find in smaller companies or companies where there was an entrepreneurial founding of it, that they didn't spend as much time on developing their brand as they did building the business basics so that they could scale it. And now they're several years into operation and they look back at that brand and say, OK, that really is not representing us well. Or we've grown and we're offering more services or products than what that original name that we came up with defined. That's when you need to rebrand. That's when you need to reposition yourself in the marketplace.

Speaker 1: 9:35

Man. I hear this in terms a lot with clients that start looking at their website. Hey, I need a new website. It was built five years ago, whatever, and all the case studies or all the information on it's just old. It's not who they are anymore. The website should be constantly maintained and updated and revalued when you're doing that. So I hear it a lot in that context. Now just one more kind of definitional thing before we get into, it is a brand refresh thing. Before we get into it is a brand refresh? Right Is also another thing that people talk about a lot. Where is the line between a?

Speaker 2: 10:12

brand refresh and a rebrand, and I'm even going to put into the definition there repositioning, because that's kind of in the middle of those two.

Speaker 2: 10:18

So a brand refresh is? We view that as kind of a. It's a facelift, it's a visual makeover of the company that you would use in your marketing efforts. It's perhaps a new logo, a new color palette, maybe some new language that you're going to use to go out and position yourself. When Pepsi puts a new you know logo on their can, that's a refresh. That's not a rebrand. That's a refresh because it's the brand is. That's a refresh because it's the brand is still the same. It's just the visual presentation of it that's going to be different.

Speaker 2: 10:49

Now in the middle you've got repositioning, which kind of goes to that point of expanding your marketplace, new customer base. You know that you're wanting to market to in a way that you haven't in the past and you're needing to reposition your company to make it fit their needs or to show how you can meet their needs. But it doesn't change the name of the company and it doesn't change the DNA of the company. It's pretty much the same company but you're just kind of repositioning yourself to a new or broader audience. A rebrand is all those things pulled together where you are actually going to go in and change the DNA of your organization. You're going to put a new name out there, leave the past behind and do all that repositioning and refresh as part of it. So it's the comprehensive overhaul of your brand to be able to go into the future in a new way of your brand to be able to go into the future in a new way.

Speaker 1: 11:44

Now, rebrands and we've gone through one that I've been through internally here is a lot of work, okay, so what are the things that Someone needs to consider? If they're listening to this show and say, okay, maybe I need a rebrand, how should they be looking at it? And then, also, coupled with that, I think it's really have a facilitator and someone guiding you. Uh, like yourself, but, man, like it's not easy.

Speaker 1: 12:15

It's a lot of work, depending on on on where the layers are and and make sure that what you're doing, where you're going to end up. You need to make sure that's aligned on the beginning and that's where you need the most help, because if you don't know what you want to be when your brand grows up or whatever, then you could get into a lot of trouble and you could do a lot of work and that work could be put somewhere else or doing something more productive for the company. So you got to make sure that this is the right fit for you and then you need to make sure you're aligned with what your goals are and also you need to have somebody that's done it before. That keeps you out of the ditch.

Speaker 2: 13:00

Yeah, I greatly appreciate that support, and the very first question that we start out with in any engagement is why? Why are we doing this? What are we hoping to achieve? Because that becomes your reason for as you progress down the journey, to keep reminding people, and informing people is why you're doing this rebrand. It needs to be super clear. We break the methodology up into about four different parts, and the first is really discovering what that new brand is going to be. And so, based upon your research, based upon your understanding of stakeholders and how they perceive the company, your vision, your future, of where you're wanting to go and how you're wanting to expand the business, we articulate that new brand. So that articulation is the first step to make sure that everyone is comfortable and aligned behind that, especially leadership, because they're going to have to embody that new brand as you go down this journey a little bit further. Then you've got that whole kind of alignment piece behind it where you're making sure that your internal organization is in support of what that new brand is and making sure that every employee can tell the new story, that they know how to represent the new brand, that HR is brought into the equation, to make sure that their whole you know recruiting of people is for the new brand and that their performance management of people supports that new brand. So making sure all those pieces are in place while you're a. If you have, you know locations out in the public uniforms, you know a variety of different materials and pieces that need to be updated so that when you go to launch that new brand and activate it in the marketplace, everything looks seamless and that you present it in one single you know go to market day or every you know you launch the new brand, customers see it unveiled, the new website goes live, the new behaviors that your employees are going to display you know are activated on that particular day, and that that kind of sequencing of it, of making sure that you've got every step checked off before you go to market with it, is critically important. What are some of the biggest challenges to your questions? Well, first of all, it's getting leadership support and making sure leadership is aligned behind it, because if they're not, if in deciding what that new brand is, they're going to keep questioning it. You want them to have ownership of it from the start and have a piece of stake in it, so that they then can focus their energies on encouraging employees and conveying it to customers when the time is right.

Speaker 2: 15:50

Most people don't understand the complexity of it, you know, which is why we built this methodology that has all these different steps that we follow in it to make sure it's done properly. You know, sometimes we get clients that will come in and want to jump to you know further down the road and we say, uh-uh, we're not doing that. You know, we're going to go back and do it right. That's why you came to us is. You know, because we're experienced in this. We're going to do it right so that you don't find yourself later having holes or gaps in this new brand and not being able to deliver it successfully.

Speaker 2: 16:22

Another big challenge is it costs money to do this, you know, and there's our costs in the whole process. But then if you're an organization that has locations across the country, you've got employees across the country. All those require more costs. So if it's signage in those restaurants or in those real estate offices that you own, those don't need to be updated. That takes time, that takes money to do that. Uniforms for people If you have vehicles out there, if you're an airline rebranding.

Speaker 2: 16:56

every plane has to be repainted, so you've got to account for that in your overall timeline and in your cost and your investment in the whole effort. So those tend to be the biggest challenges is leadership, support, time, energy because of the complexity of it, and then the costs.

Speaker 1: 17:12

So question for you on the quantitative side, okay, like you talked about some big brands and you've worked with some big brands, like when they're thinking about doing a rebrand and you're talking about, okay, airline, okay, I mean like that's a lot of um assets that have to be repainted or color scheme change or whatever, um, when they're doing like a cash outlay right Of, like what this is going to cost versus the market opportunity of what they're going after, how, how are they figuring it out and how is it getting past? Like the financial team, like where, what are those models look like? To project that to say, this should bring us in X amount if we do all this right, or can you just speak to that in some way, because I'm just curious how those conversations are going, which is why you don't see major companies with a lot of trucks on the road or planes on the road or locations rebranding that frequently Because if you do it right it should last you a period of time.

Speaker 2: 18:22

That frequently because if you do it right it should last you a period of time and you don't want to encounter those kinds of costs if it's not necessary. So you know a lot of those kinds of things can be amortized, which is what makes the financial people happy If it's any kind of hard asset that's got to, you know needs to be remade. But it goes back to that original question of why are we doing this and making sure the financial people are in on that discussion so that they see that there's an overriding rationale for doing this, that then they can base their financial projections on and their handling of the costs. If that CFO isn't involved in those original discussions, they are going to say wait a second, why are we spending so much money on this and create bumps in the road that you don't want? So getting leadership involved from the beginning is critical.

Speaker 1: 19:11

Yeah, you know, at the smaller companies I can see you know there might be a limited number of stakeholders that are making that decision. And you know what I see on the campaign side of things. Right, because a campaign could be like a smaller rebrand or a messaging and targeting that you're testing out. Man, I see a lot of times there's campaigns out there that are absolutely working, fantastic, right, based on the sales cycle, based on bringing on new customers, like it's working. And then you know what Leadership's just like. We need something new.

Speaker 2: 19:47

We need something fresh.

Speaker 1: 19:49

I am sick of looking at it and and I I think that you know that that's where data comes in and and and going back to like, okay, why are we trying to do this? What are we trying to do this? And getting that quantitative piece to focus on, okay, like, here's the new market. If we go into this market and we position ourself this way and we run these ads and we can predict out kind of what that's going to look like to capture that revenue, then you have a strong business case that you can hand to somebody. Have a strong business case that that you can you can hand to somebody.

Speaker 1: 20:24

Um, I wanted to see if you'd be willing to share any of the case studies, uh, for some of these bigger brands of of things that you've done for them, and kind of talk through it like, um, presenting the case study of, like what the problem was. You know why, hey, brew branding, we thought to do this. You know what you looked at, what you did and like the results. I don't know if there's any of those you can share. I'd love to go through some of that so people can kind of see the methodology and how it works.

Speaker 2: 20:49

Right. So you know, one project that's currently in process that kind of really demonstrates why a company would rebrand is a credit union. You know, if you think of credit unions, they were all originally named for whatever employee group that they supported the teachers or the employees of a particular business in a town, and they established that and they're named after that. Well, that's not going to attract any new customers that don't work for that company. So as they try to serve more, you know, offer more financial services to a broader group, or they're wanting to expand into different geographics, they need a new name and they need an orientation of their service and their products that meet the needs of all your banking type customers as opposed to just the ones of that particular employer that started them. So that's an example of one that we were seeing work that I think people can clearly understand. Another one you know is we had a merger of three companies that were all in the hospitality space, so they serviced kind of high-end luxury hotels with things like linens and restaurant supplies and so forth and forth and things that you would find in your room at a luxury hotel.

Speaker 2: 22:05

Three of them merged together. It was private equity and they clearly had a strategy of wanting to add more companies to this portfolio over time that all served the same customer base, and so we, you know we were stuck with, you know, three names that kind of just were very specific to what those companies did, couldn't broaden them out, couldn't give them any more elasticity that was needed to serve that role. So we went back to a real naming process and we found what was consistent across the way these three companies worked and it was all that they really. They treated their customers, the high-end hotels, as almost their concierge kind of service in terms of what they needed to make their customers feel the best, the guests at the hotel. So we named that particular company One Concierge and that gave that large umbrella for the private equity company to add other businesses underneath it.

Speaker 2: 23:09

It was very much concierge, just shortening the word concierge to concierge and being number one just really kind of positioned them in the marketplace that all their customers were like, delighted, thought it was great, like the simplicity of it, and then we were able to go out and market them as in a new way, that then what they had done in the past, as being a provider to all the hotel needs that you've got that example is is really highlights the fact that why you should do where you should combine, versus just create multiple different brands right For different segments, when you, when you have that larger opportunity and and really you're merging those companies because there's issues with merger and acquisition company culture, yeah, company culture and stuff like that.

Speaker 1: 24:02

And I would even I would just throw into it, just add to it.

Speaker 2: 24:06

What's important about that particular example, too, is that you had legacy employees of three different companies that were, you know, all kind of vying for wanting their name to be the brand that was yeah.

Speaker 2: 24:17

But coming out with a new name that was neutral and, you know, and nobody, nobody had that kind of ownership claim to it. We were able to better persuade those long-term legacy employees that this was the good for all and that this was, you know, the way that we wanted to go forward to market that was going to benefit them better, and so it was able. It gave us that internal kind of communications and engagement plan that we were able to get everybody on board before we went to market with it. So a good way, too, of realizing.

Speaker 2: 24:48

You know, one of the challenges in a rebrand is your employees have to be a part of it, and if you're changing a name for somebody that you know, somebody's worked there 40 years, they suddenly feel like, well, what was all that 40 years? For what kind of equity have I built? It's now gone because you just changed the name, and so I got to be connected to that new brand if I'm going to continue to work hard for it. So it shows you yet another challenge in rebranding that has to be addressed.

Speaker 1: 25:16

So you're getting the buy-in, you're getting their input. The company culture is so critically important. I was even thinking management of assets, right, and I think a lot of people don't think about the cost savings, right If you're managing three different websites, three different set of campaigns, all the different social media accounts associated with it, all the PR like it's. You know, agencies have processes and abilities to to manage multiple accounts, but that can never compete with a singular focus, right, and having some something internal and and you can bring everybody together, focus on one message, one set of platforms, one set of campaigns, like it simplifies the process. So, so there's even cost savings when you look at it from that standpoint.

Speaker 1: 26:10

Um because, like if they just kept buying companies and then every single. I did this project for a candy company that bought um, their candy division from Nestle and they had like 12 or 14 different brands. Like 12 or 14 different brands, different agencies, different platforms, different, everything, right, right. And so it's like the shape of all these different accounts, based on whatever that business did previously, is all this legacy stuff. That many times you got one corporate person or two or three corporate people that are like all right, here's 16 different brands to manage all of them and here's a list of all the different agencies, the different logins to the websites, the different social media. It becomes a huge task, a Herculean task, to be able to manage that man. It makes perfect sense hey, we're going to keep adding companies to this. We need something that's inclusive of all of this, and and then, and then our team. We can streamline it and be super effective on getting our messaging correct and and and reaching the right people. So I love that. Okay, so we touched on this a little bit. Okay, we touched on this a little bit.

Speaker 1: 27:23

The two things that I do want to cover, if we still have time, are let's talk a little bit more. Who starts the process of the rebrand? Okay, like, is it the CEO? Is it the C-suite, is it the marketing director? Is it the sales director? Like, how does the coalescence of the stakeholders that are involved in it decide that that's coming from? Or is it messages from the employees? Is it investors? Like what are you seeing when people are like, yeah, they're calling you, we need a rebrand? Like how did that conversation start? I'm just curious.

Speaker 2: 27:58

Well, and it's interesting because when we get the initial outreach for companies, it's usually in a very stealth manner. You know they've been thinking about this and they've maybe looked at their current agency and you know, to evaluate whether they have the capabilities to do this. They know that it's a much bigger lift than just changing your name and logo, you know, and they want to make sure that they're doing it right. It's usually the CEO that reaches out first to us and says I, I, I want to rebrand my company. I understand that. You know that I I've got challenges that I can't overcome with their current brand. I've got bold ambitions that I want to achieve and I know my brand is what needs to be fixed, and so we usually get it from the very top of the house. Um, sometimes it will be a marketing person that will reach out, but they have also already had those C-suite conversations and they're just representing it. But there's not a lot of convincing that we have to do.

Speaker 2: 28:58

It's the right thing. We just want to make sure they understand what a rebrand entails. That's where we focus kind of our education efforts.

Speaker 1: 29:05

Yeah, and then the last question I really was curious about is what are the trends that you're seeing happening with rebranding of companies? Like you saw the meta Facebook right.

Speaker 1: 29:18

Which I think that there I know what's kind of going on with the tech brands for the most part I follow that pretty closely. But I'm just curious, just like general trends and rebranding, you know, shortening of names, seeing it with some oil companies they've changed their name or there's mergers, just you know, you have a broad perspective of kind of what's happening. What are the things that you're seeing as it relates to that kind of what's happening? What are the things that you're seeing as it relates to that? And then if you could couple that at the end with maybe any trends that you're seeing on brand promotion, brand building as it involves with digital marketing, we have a lot of listeners that are very strong digital marketers or work with a lot of different companies to try to get them into the right mindset of what they should be looking at, what they're seeing from your perspective.

Speaker 2: 30:10

So some of the different trends and first of all, one of the things I always kind of start with is the misuse of the term rebranding. You know, you always see people saying, oh, we're rebranding, well, they just changed slightly their logo or something like that refreshed it. That's not a rebrand. You know they use the term rebrand because it attracts more attention than to say you refreshed it. So that's one of the trends that we wish would stop. You know, this time of year you always see a lot of higher education institutions rebranding. You know, university of Tampa that went by UT just said we're going to change our brand and make it UTampa now because UT can be confused with Texas.

Speaker 1: 30:55

I love Southwest Texas to Texas State.

Speaker 2: 30:58

Okay.

Speaker 1: 30:59

Like you don't want to be a directional school. I think is kind of the trend yeah.

Speaker 2: 31:04

So you see a lot of those you know right now, just because of timing and the fall, start of school season and so forth. One of the biggest trends is the shortening of names. You know it's realizing that people, when they originally created their brand, added so much descriptive language to it that you know to kind of establish themselves in their market and they don't need that anymore and they're able to shed that now. Campbell Soup is just the latest example of that. They're dropping soup from their formal name and they're just going to be Campbell's and it's a way of not letting your name define you too tightly. But but you simplifying it so you can broaden out and you can be appreciated for more things. Dunkin' Donuts did the same things.

Speaker 2: 31:54

You know we still are kind of, you know, puzzled a little bit by why Weight Watchers went to WW several years ago and then changed back to Weight Watchers. They're now using Weight Watchers. You don't see WW anymore. It was just kind of an odd rebrand. I don't think it wasn't in consumers' best interest. It was in what they thought was their best interest.

Speaker 2: 32:15

It just doesn't make sense, and so they're back to Weight Watchers again. So the shortening of names and, you know, because everybody likes one word names anymore too it looks good on a. You know, a tile on a smartphone. It's just easier to remember than a whole bunch of different names. You know the spinning off of companies. You know Kelanova is the latest. You know it was a Kellogg's spinoff and now it's being acquired by Mars. You know, because it was. It's such a nice tight positioning and and financially successful business.

Speaker 2: 32:51

So breaking companies up and and that rebranding of different divisions into standalone companies but keeping a little bit of a heritage link to the original brand, is a trend that we're seeing as well too.

Speaker 2: 33:02

So when it comes to that whole digital piece, you know, whenever you introduce a new brand and you rebrand, you have to change up your website as well too and all your digital marketing, and that's a very kind of complex process and I'm not the real expert on it, but I know from our team that you know you really have to look at the advanced work that needs to be done to make sure that you've got everything in place to design the new website that's going to then be able to launch, and that kind of migration effort is critically important to make sure that you don't lose traffic in the process and then, and if anything, you're opening the doors to be able to attract new customers that you never had in the past.

Speaker 2: 33:46

I think that's the. You know it's a big piece of anything is how do you appeal to more people on that digital platform? How do you make sure that those folks that you know that you need for your ambitious growth plans are being attracted to the brand? That there's, there's, there's, there's the digital hooks that are going to pull you into that. That there's the digital hooks that are going to pull you into that, love it.

Speaker 1: 34:06

I would just double down on the migration effort.

Speaker 1: 34:08

I have seen very sad stories of companies that have rebranded or changed their domain and have not mapped correctly the migration of all the work that they've done online, mapping back to it with 301s and how they're transferring over the website, and that carry forward needs to happen or you could just destroy so much work, and Google is not as forgiving as it used to be with the proliferation of information. All right, jim, I know we're getting to time here to wrap up. Jim the rebrand man, I love it with rebranding expertscom.

Speaker 2: 34:50

Also follow us on LinkedIn too because we do post and share a lot of content on there that we write for Forbes about all the different you know challenges and pieces of the rebranding process, so we'd look forward to hearing from anybody.

Speaker 1: 35:18

Awesome, and if you've stayed around to this point and you are enjoying this kind of topics, please leave me a review, let me know. Please subscribe and follow. It really helps the algorithm and I can get better guests and more people. Jim, I love having you on. I was excited to get you on. I think a lot of people going into the end of the year are looking to rebrand their company and are on the fence about it, so I really wanted to get you on. So thanks so much for making time Until next time, everybody. Bye, bye for now.