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Corporate rebrand may seem like a natural way to refresh your company’s image or redefine the market placement. However, rebranding can be a risky decision, especially if your company has an employed gap in experience.
The gap of employee experience happens when employees see their organizations differently from the way their employers do. And this mismatch can derail even the most interesting rebrands because the employed holds the support and enthusiasm needed to succeed.
Rebrand from 2023 Twitter-to-X is an example of a rebrand that has not “approached”, partly because it is not allowed to work. Rebrand came to the heels of a well -documented Ultimatum employee by CEO Elon Musk to go “hardcore” with Twitter 2.0 or resign. The ultimatum left workers who felt admitted, undervalued and angry. After the ultimatum came some drastic cuts on the number of employees that continued to rattle the company’s internal teams. Before the Rebrand on X was announced, many remaining employed have undergone an insignificant experience that did not convince them as a corporate cheerleader.
Although the X rebrand was crushed according to the gap from the experience of the company’s employees, he did not receive a positive printing or failing to meet the consumer commitment. At this point, the public still applies to the platform according to the form name and reports show that X and wiring X dropped by 30% between 2023 and 2024. This is a signal with certainty that the rebrand has at least failed.
Dunkin ‘Donut’ Donut ‘Rebrand, on the other hand, brings a much warmer public and welcomed by employees. For sure, support for sales of hot coffee and pastry is controversial than renaming the social media channel. However, food rebrands are not guaranteed. As a result, Dunkin stands out for its ability not only to reform the identity of its company, but to bring employed to rebrand as a critical part of the experience.
For example, Dunkin ‘promised $ 100 million to ensure that its rebrand included the necessary training and resources of workers. Finally, Dunkin ‘did more than just shorten your name and release the updated logo. Business has taken steps to ensure that the minimum friction used during the rebrand.
If you are considering rebrand, read further and learn the main reasons why rebrands are struggling with a gap from employees, as well as how to avoid them.
Related: When to know if rebranding for you the right move – and what you should focus on when the time is time
Problem 1: The brand is changing but corporate culture does not
Ideally, rebranding should be considered an opportunity to make a holistic change rather than a deep skin. Too often, however, leaders see rebranding in superficial light and focus their attention on improving the external appearance of their society. But they don’t look deeper – and only later find that updated logos and digitally advanced websites cannot rewrite the effects of outdated culture in the workplace.
According to Hoot Design Company, rebranding campaigns should always be anchored by a component of cultural change. The agency recommends starting all rebrands by moving between a methodology focused on a culture that gives a bonus to an employee’s obligation. By ensuring that its employed feels connected by AS by the intended mission and purpose of the company, the rebranding company can prepare for resistance and growth.
For example, before rebranding, your company could clarify its mission, vision and purposes using your workforce. Adding this kind of introspection with high learning to your rebranding encouraging alignment of employees-employment employment and helping to reduce future gaps in employed experience and blocks of injury. It also gives you a chance to identify any challenges related to the culture that deserves to be the right before the start of the rebrand.
Problem 2: Employed has no vote during planning
When workers are caught from rebrand, they can be skeptical or openly hostile. And it is easy to understand why: From their point of view, the leadership did not care enough to bring them to the discussion. As a result, they can negatively speak of their employment and rebrand, causing Rebrand’s momentum to stop.
Communication in advance about the rebrand for workers is crucial. However, it may be difficult to know exactly when to tell employees about a rebrand who is not prepared for the public. At that time, it could be appropriate to apply for advice from human resources. HR management can help determine exactly how and when to tell employees to start rebrand. When starting with a limited HR role and functions, this liability may fall to individuals responsible for the employed wellness. (Sometimes it is a founder in an early phase!) The aim is to use the long -term used now in the overall rebranding plan.
Nevertheless, it cannot be an overseas in overseas that the leaves used in any role during the rebrand. Employees should have fundamental responsibility in rebranding to feel a sense of ownership of any changes, such as the offer of beta feedback on new logo designs or becoming a brand ambassador to customers on social media.
Related: When to consider rebrand (and how to do it correctly)
Problem 3: Rebrand will not solve known shortcomings of customers
Listing a new name on an existing problem will not solve the problem. It’s just masking. And employees (especially customer -oriented employees) do not appreciate this when their job spends money on rebranding and not for well -known defective processes.
The rebrand should not come at the expense of fixation systems that are broken. On the contrary, the rebrand may be a good time to add and fix the problem to employ “work”. In accordance with this, employees should feel better about rebrand, because they will be able to perform their work confidently and more efficiently.
If there is one thing that a great resignation has taught the world, it is that the employed leaves if they use support. In a survey of 2021 Pew Research, a survey of 57% of workers who left the work quoted that they were disrespect for work as a reason. Expectations that workers will do the maximum without the help that will be interpreted.
Rebrands can be complex. If you are considering one, be sure to close any staff experience. Being proactive removes one of the largest obstacles to the successful management of the changes you are looking for.
(Tagstotranslate) Business cultivation