Personal branding forms unbreakable bonds

Personal Branding

Personal BrandingPersonal branding is the most overused and most misunderstood of all the branding jargon I come across in my job title (Brand Strategist).

Luckily I have never been asked to work on a personal brand in my professional career.

The whole idea of personal branding caused Google to reconfigure the search engine dynamics of my branding category about four years ago.

Too many of the so called brand companies that specialized in personal branding were practicing what the industry calls black hat SEO.

This means they were using less than respectable practices to score higher in Google searches.

Like the snake-oil salesman of years ago, these personal branding charlatans took peoples hard earned cash for little or no return.

However, the idea of personal branding is not completely stupid

I try to help companies understand their brand equities by using VERY personal examples. I have been known to ask CEOs of fortune 100 companies to “pretend for just a moment that your brand was a person and not a corporation. How would you describe that person?”

Personal brandingIt is an important realization exercise because I want business executives to understand the emotional fabric of their brands.

When you bring a person to mind, it is not just a list of attributes that define that image in your mind’s eye. It is mostly a rag-tag conglomeration of feelings that color and form that memory.

Go ahead for just a moment and visualize your grandmother. When her image comes to mind do you FEEL more or THINK more? Proves my point.

Brand is an emotional connection that defies dissection in a rational manner. Personal branding, as it turns out, is the foundation of all branding. It is how we feel about everything in our lives.

The picture of personal branding is an intricate oil painting

The painting is created by a renaissance master. You.

So many corporate and product brands fail to see this that my work docket is always full. Sure, we talk to our clients about stealing market share and how their brand is the permission-switch that persuades the target audience that their brand is important (and therefore takes and grows market share).

Personal brandingBut, while we all are able to tap our imagination when thinking about personal branding we remain relatively blind when thinking about product and corporate branding.

Corporations are so sold on the rational benefits of their product or service that they can’t get out of their own way. When asked to talk about their own mother Chief Marketing Officers will freely admit that their moms are angels of love.

They describe them as beautiful (even if they were as ugly as a barn door). They attribute to her emotional ideas like caring, loving, considerate, gentle, self-sacrificing and tender. Even if they jokingly speak about her shortcomings they are emotional attributes like angry or formidable.

They NEVER list rational attributes like height, weight, eye color or dress size.

Corporate Brands

Personal brandingBut, contrast that with their business brands and most times all they can list is product attributes and measurable words.

Words like effective, better, new, revolutionary and the new term of the day— disruptive technology is about all they can think of.

So I remind them that the people, music, ideas, books, thoughts, beliefs and even loves in their life are ALL emotional connections. They are NEVER rational.

You might be willing to switch soap powders (read about packaged goods here), even if you are convinced that your first choice cleans better, for another cheaper brand.

But you would NEVER be willing to switch families no matter how dysfunctional yours might be. Emotional bonds are forever.

Emotional brand bonds last forever and can be stretched and contorted beyond belief but they seem never to break. They are self-healing and eternal because we don’t EVER need to think about them. We just KNOW them.

Personal Experiences Recalls Personal Branding

Personal experiences often give us glimpses into personal branding. When I heard that Leonard Cohen had died at age 82 on November 10th 2016 I was sad. Like all of his fans. Was I sad because I knew I would never have the pleasure of hearing his songs again for the first time?

Personal brandingNope. I was sad for me because someone and something I loved had passed away (you can read my blog on Leonard Cohen’s death here). He was not a songwriter and singer to me. He was a part of me. He was a part of my personal brand. His death was personal to me.

When we think about personal branding we envision a world not unlike our solar system (read an interesting article on Ptolemy here— and alternative theory on the universe).

We are the SUN and everything we hold as important revolves around us. It is the gravity of our nuclear furnace that provides the energy to keep the solar system alive and functioning.

But the SUN as metaphor is greater than the description provided to us through physics.

Personal brandingThe Sun, according to science is just a mass of gasses imploding and creating immense power and light through nuclear fusion.

It is, when described in this way, nothing more than a nuclear power plant like the one at Three Mile Island or Chernobyl. Very inspiring don’t you agree?

But, when you think about the Sun (yourself in my metaphor) How it works is not as important as what it represents. It is the source of life, warmth, and light. It is the promise of a new day and awakening. It IS life.

Rebranding as science

When branding or rebranding a company or product we distill its essence down to those emotional values that are in fact the only immutable values you can ever own.

They form for us the basis of our attachment to things, ideas and people. They defy rational understanding and never ask us to consider the basis for that affection because it is in so many ways unknowable.

We just feel it to be so. That’s plenty enough by the way.

When rebranding is needed. We will remind you that all branding, at the end of the day, is personal branding.

 

 

Rebranding Do’s and Don’ts for marketers

Rebranding is an effort that shouldn’t be taken lightly. That’s why, when the decision to rebrand is made, it should be completed with honesty and no holding back.

Many don’t choose that route, however. Most rebranding is actually just a refreshing of a logo, holding on to sacred cows that may not have any meaning in the marketplace anymore. Brands simply update their logos, refurnish their locations, add a category benefit-defining message and call it rebranding.

RebrandingThat’s not rebranding. That’s spitting into the wind.

The reason you rebrand is because your current brand does not resonate with target audiences. It isn’t helping you steal market share from the competition. Revenues have become static (or are in decline) and you understand that the brand’s meaning has lost relevancy.

Most companies who decide to rebrand understand the reasons why. But few know how to accomplish it successfully, especially when the effort must result in increased market share, an uptick on the bottom line and increased importance to target audiences so they cannot choose anyone else.

Rebranding for the right reasons

Every CMO would agree that rebranding without compromise is the only way to go. But getting there can be difficult. It takes a marketer with a strong spine and backing from the company leaders to get it done. There is simply too much at stake.

If you get the rebrand wrong (or, less than optimum) then you are stuck. Rebranding without truly becoming meaningful drops you into conducting the Burger King approach. You just keep adding meaningless menu items in the hope that something will catch on and give some oomph to the brand.

So what are the pitfalls during the rebranding process? Where are the opportunities to get it right?

Rebranding pitfalls

Let’s start with the pitfalls. To start, throw everything you know about your current brand out the window. While you have knowledge of your industry, that can sometimes be a hindrance to having a truly innovative brand.

Think about it this way. Every industry believes it is unique. There are market forces that exist in your industry that my not live in others. But the end result of any rebranding is still the same: Understanding human behavior. That is even important in B2B businesses where emotional preference often overcomes price.

RebrandingThe auto industry, for example, is one that believes so strongly that its market is unique that it rarely looks outside the industry for help. In fact, an agency must have auto experience in order to work on most auto brands.

Sounds reasonable, right? Well, like many other industries, that means that the players within that industry just trade agencies back and forth, believing that it will someday make a difference. Yet few industries spout such similar messages as automobile manufacturers do and market share stagnates.

Truly rebrand against the competition.

Another pitfall. Listening only to your own customers. The art of rebranding is to steal market share, not just keep the customers you already have. If you have preference with a portion of the audience, that means they have already bought into what your brand. It’s the customers of your competition that you are looking to attract. And, right now, they are ignoring you.

That means you must focus on them. Focusing on your current customers often leads to the stale refresh of a brand rather than something designed to steal market share. That’s how you become stagnant.

Where are the opportunities?

Quantitative research uncovers the main strategies of any rebrand. But there is research and there is research. Most do usage and attitude studies that rarely tell you anything groundbreaking that you already didn’t know. While some of that data is useful, it doesn’t help in the rebuilding of a brand.

There are honest values to test, but they should not be the category benefits of what you offer. “Better technology” or “low prices” are not switching triggers to test because they are simply definitions of what the category offers. The switching triggers to test are often the emotional messages that prompt audiences to prefer you in the face of rational reasons to not.

RebrandingThat’s where precepts come in. Few, if any, advertising agencies or brand companies understand how human behavior works. Our actions as humans are driven by our belief systems. Our wants and needs come from a belief. Most marketing and branding stops at needs and wants, without any understanding of why they are important.

Those belief systems are the emotional triggers to preference. These precepts are first uncovered in behavior modeling, then tested in the research.

Rebranding is difficult because it asks its guardians to take a hard look at what the brand is currently doing in the marketplace – and the news is usually not good. It means letting go of past efforts that are actually holding you back from creating true preference.

The root of emerging with a meaningful brand is understanding the emotional drivers of your target audience’s behavior. The brand is not something you own. It’s something the people you are attracting own. Therefore, a successful rebrand comes from those audiences, not yourself.

Cree LED lightbulbs have lost brand power

Cree LED lightbulbs. An Example of surrendering initiative.

Cree LED Lightbulbs
Cree was a growth stock

For Stealing Share, Cree LED lightbulbs is in our backyard. I follow the company because it is great to see a local company innovate and win.

I remember a few short years ago, Cree was the darling of Wall Street. Charles Swoboda, Cree CEO and President, seemed to be interviewed and featured everywhere.

2012 was a heady time for Cree. In 2013, Cree LED lightbulbs were King of the Hill.

Innovating its way to the top of the class and the news promoting LED bulbs as an eco-friendly and promising technology turned the incandescent bulb market on its head.

Cree LED LighbulbsLED bulbs have low heat, low comparative wattage, long life and more energy efficiency than the florescent bulbs that heretofore dominated the eco section of the market.

Cost and quality of light were the only downsides to LED bulbs. Often as not, they had a white-blue brightness that lacked the warmth of the incandescent bulbs that take history all the way back to Edison.

LED lightbulbs have become mainstream

Cree LED Lightbulbs The holiday lighting market transitioned from incandescent mini bulbs to the eerie, almost alien looking, LED strings of holiday lights just a few Christmas seasons ago.

They caught on despite the cost because of a longer lifetime and the ability to connect so many strings together that Clark Griswold would have lit the entire city without an electrical drain.

The transition to LED Christmas lights is almost complete. It is hard to find the old style mini lights today. The price is still steep, but it is more manageable.

You would think this is all good news for Cree LED lightbulbs. First movers have an advantage and the market now embraces LED lighting.

Just look at the displays at the big box do-it-yourself stores. The LED bulbs are featured more than the rest.

Cree LED lightbulbs have a retailer problem

One huge problem stands in the way of Cree however. Its bulbs are NOT featured at retailers. They are lost among the crowded competitive LED offerings.

What happened?

Cree LED Lightbulbs stock chart
Cree has been in rapid decline since 2014

I quote Mr. Wonderful from Shark Tank as if he was speaking to the engineers who pushed the envelope for Cree LED lightbulbs. “What’s to stop one of the big guys from waking up and crushing you like the cockroach you are?”

It is a fair question to ask in 2013. Today, with the current marketing, you can ask if it is too late?

The Cree advertising is top shelf. Well-produced spots featuring Lance Redick (you might remember Lance as the very deliberate Lieutenant Cedric Daniels from the HBO series The Wire). The problem is that the advertising campaign is fixing the wrong problem.

Watch the above advertisement and ask yourself what the advertising is intending to accomplish? The commercial obviously intends to laud the category transition Cree led. It informs the customer that the Cree LED lightbulbs were on the forefront of this movement.

They want us to know— borrowing from the copy, that the humble LED turns the lighting category on its head and that they (Cree) – told us so a while ago.

Nice clean TV spot. It might even work if being first in the category mattered a jot to the shopper today.

Cree LED lightbulbs need a new rebrand strategy

Stealing Share would not have created this strategy. It is an inside-out view of the market. Looking outside-in is the foundation of most of our business. Companies look at their own stories, decide what they feel is important about their own brands and then force fit that idea into the marketing and advertising.

Cree LED Lightbulbs
Where should Cree position the brand in this crowded space?

It is too late for Cree LED lightbulbs to regain preference? Is it too late for Cree to be doing this? The market is mature. Innovation in LED brightness, longevity or eco-friendly claims do not drive the market. PRICE drives it. Cree needs to rebrand (read a an example of a rebranding strategy for another troubled category here).

The current campaign only helps build the category. It sells the viability of LED lightbulbs. Anyone who has studied advertising communications knows that, in communications that builds the category, the advantage ALWAYS goes to the market leader. Sadly, for Cree, it is not the market leader. Not anymore.

The retail space is full of competitors to Cree LED lightbulbs

Look below at the offerings in LED bulbs from Home Depot and Lowes.  Cree LED lightbulbs is an afterthought. Giants in the industry like GE, Sylvania, and Phillips dominate the shelves. These behemoths not only control the shelf space, they also control the price point.

Cree LED Lightbulbs
Cree is lost in the big box stores

As a consumer decides to choose an LED bulb as a viable replacement item, does Cree believe the customer will have second thoughts about trusting any of the BIG BOY brands? Is there any chance that these name brands are seen as an inferior product? Do consumers care who brought the first viable LED bulb to the market?

Cree LED LightbulbsThe entire Cree LED lightbulbs advertising campaign has only one hope. You must feel so guilty about your preference that you want to switch to Cree.

The campaign asks you to reward the brand that first brought you the LED idea.

Even if the retailer has a smaller selection of Cree products and they might be a few pennies more expensive. Even though the original idea was expensive and the light was blueish.

Any brand named Edison would be an instant winner if that train of thought was correct. There is heritage for you. I’m not claiming to be the smartest guy in the room (research corrects that failing). I don’t know yet what the highest emotional intensity in the category is. I am not sure what incites a shopper to change and prefer the Cree LED lightbulbs.

But I know that the answer is knowable. The entire Stealing Share process aims to discover that trigger and position the brand to own that value. It is HOW you steal market share.

Real lessons here for us all

The lesson here is to not let your engineers dictate marketing and brand strategy. Don’t drink your own Kool-Aid. Don’t take an inside-out view of the market (navel gazing) and never leave the strategic brand point of view to the advertising agency (no matter how talented).

Even if they are good at what they do (and I believe Baldwin& is very good) agencies create advertisements and they don’t create robust brand strategy.

Cree LED LighbulbsThis market is mature and yet is growing at a blazing pace

The sheer power of the competitive set and the gravitational pull of lower pricing outweighs first mover advantage.

An upstart and innovative company is not a place for this strategy. The Cree brand is now outmanned and outgunned.

Today, Cree LED lightbulbs need a message that overcomes those barriers.

Cree. Light a better way (is NOT the answer).

As a symbol of all that is wrong, the theme is clever in its double entendre and  FEELS like an advertising theme-line. As such, it lacks powerful meaning and authority.

Cleverness always seems contrived and cliché.

Powerful brand themes are often a bit awkward because they strike the prospect as important and direct. They are about the customer, not the product. They seem authentic, not clever.

Maybe one of the most powerful brand themes of all time is great advice for Cree. Think different.

Department Store Rebranding: Mandatory

Department Store Rebranding
Merchandise is too crowded

Why talk about department store rebranding? Because the department store market and the retail industry needs a complete reset (read a detailed market study of the entire retail category here). Department store chains are closing stores.

Malls are empty, traffic is down 5.8% from last year nationwide. Consumers spend their money on experiences (hold that thought), such as dining or travel rather than shopping. And too many retailers count on bountiful holiday sales to save their year.

Department Store Rebranding What the retail industry truly needs is clear: Department store rebranding— a complete rethinking of the model.

Department store rebranding is the highest priority. Change is needed. Without change, retailers that depend on sales from their brick and mortar locations are irrelevant.

It is worse and more desperate for major department stores. They will become extinct. This is especially the case for the legacy department stores. In a nutshell this is the entire argument for department store rebranding. Change now or die.

Amazon in particular and the web in general is the new normal for shoppers, dominating the retail industry. Amazon dominates by being an online portal for items ranging from electronics to toys to apparel. You would be hard pressed to find anyone who has not purchased through the online giant.

Department stores. What’s next?

Department Store Rebranding So what are retailers to do? More specifically, what are department stores to do? There are all sorts of tactics they can employ to stem the plunge of market share. But they will fail.

Department store rebranding from the ground-up is a needed strategic decision and not just a tactical one. Without this complete overhaul of department store rebranding initiatives and the total repositioning this means the vaunted old brands are finished.  And finished soon.

We’ve dissected many retailers, including a report written for the Retail Customer Experience which encourages retailers to merge their in-store and online personalities.

We’ve also said “stop trying to be everything to everybody”. But tactical changes won’t save department stores. They need strategic change. They must redefine the value proposition for the target shoppers and convince them that their brands are relevant.

Department store rebranding restores relevancy.

Department Store Rebranding One way you recapture relevancy in a market — and even succeed — is rebranding. Department store rebranding pulls them out of the ditch because, done properly, they are meaningful to target audiences. And the store is more important than simply restating product or category benefits.

Without that preference, no tactic or strategy can ensure the brands future success. If you are a department store, rebranding is the only way you can survive.

Rethinking is more than just rebranding department stores and their messages.

Department Store Rebranding Rebranding department stores is more than just a new name, logo and tag line. It is fundamental change— real changes in operations and structure. Changes implemented to magnify and support the new brand strategy.

Even traditional rebranding does not go far enough. Retailers must rethink everything.

The market, especially those large department stores like Macy’s, Belk’s, JC Penney, Harrods, Bergdorf Goodman, Lord & Taylor, Bloomingdale’s, Sears, Debenhams, Meijer, Von Maur, Boscov’s, The Bon-Ton, and the like, are sliding into irrelevancy and, in many ways, are already irrelevant to the new shopper.

Department Store Rebranding Shoppers vote with their dollars. And the department stores feel like they have passed their own time limit on this earth.

Right?

Probably right. Department stores: Be something different than what you are today. That’s how you survive. The ongoing sales promotions and specials that you rely on don’t do the trick. Black Friday won’t save you.

Their stores are overcrowded with product, there are no sight-lines, crowded shelves does not say variety rather it creates a feeling of being hurried. As a result shopping for apparel is boring at best and harried at its worst.

Department store rebranding for experience.

Department Store Rebranding Remember, earlier on when we spoke about consumers spending money on experiences? Shopping in department stores is mundane and it does not get the pulse rising. Part of department store rebranding is to revitalize the experience and make it deeply personal.

It’s especially problematic for women. There is more selection and yet more difficulty in finding clothes that both fit and are appealing.

Men walk into a store, know their inseam, waist, arm and neck sizes and, voila, there is a suit. As a result, men are free to purchase based on the look, style, price and brand. They find what is available in their size and they buy it. Minor alterations are acceptable and easy to accomplish. Many times, off the rack is a real phenomenon.

Department Store Rebranding
The problems at Macy’s are systematic of the retail space.

Women shop on size and department, which varies by store and by brand. Go into a Macy’s, for instance, and find a size 4 that’s a size 2 at another department store. It’s even worse than that. Shoppers shop in that same Macy’s, find a size 2 that fits and another size 2 that doesn’t.

That variation in experience is confusing and…dull. Women look at overcrowded and jammed racks in poorly set up departments. And all this to find a garment that appeals to them aesthetically.

As a result they are forced to search the jammed racks for that design or style in their size – even though they know that label size is no guarantee of proper fitting. This means they try on everything and sort through all sorts of retail disappointment. This is not an experience. It is a nightmare.

That’s not shopping, either. It does not translate into purchases. That’s solving the Pythagorean theorem.

An example of rethinking everything at department stores.

Department Store Rebranding Large department stores must rethink everything, from their brand to their operations to really rebrand effectively. Rethink the in-store experience. Attract more women shoppers. REAL preference is job number one.

Ladies apparel is a $225 billion business; so preference, not just dropping in, is immensely profitable and increases relevancy in a dying industry. It is optimal to make the department store the destination. And not just for Christmas.

Is the solution transitioning to on-line?

That still raises important business facts. Department stores own large amounts of real estate. They have expensive long-term leases. What does it do to profitability if the great department store chains are forced to retreat and rely on web sales only?
Can they survive that sort of apocalypse? There is another answer. There has to be.

Department Store Rebranding and AmazonIf the Amazon model IS the future then bankruptcy and chapter 11 is the interim step to treading water and waiting for the merciful euthanasia. Any numbskull can suggest the move to on-line sales.

The problem is it won’t work with the current structures. Department stores desperately need an answer that lets them protect the brick and mortar investments that revitalizes shoppers today and in the future.

Success leaves clues. Shoe department retailing.

Department Store Rebranding
Shoe departments hold the clues to success

So back to the problem of finding the right fit. That is not a problem when shoppers shop for shoes or handbags. Consumers easily see what’s offered without the clutter, find the style they like in the right size and are off with it.

Shoe sizes are universal. The shopping experience is positive. Shoes are displayed on roomy racks and displays and the shopper scans all the shoes (including style, color and form) and then the shoe salesperson bring the shopper the shoes in their size.

Funny how simple it is. How civilized the experience, despite being in the morass of other crowded and jammed departments of clothing.

Department Store Rebranding Why can’t women’s apparel be like that? Department stores rebranding is possible building on that successful model.

Rebranding requires retailers to rethink their stores operations and how technology is utilized. Sadly, the highest level of technology in retail today is a copy of Amazon’s model. Order online and pick up.

But apparel is a different animal, especially in women’s apparel. The sizing of women’s garments is useless. A standard that unifies sizing everywhere sounds like the big answer. Is it?

Yes, absolutely. The sheer amount of returns because clothing does not fit is an issue for Amazon too. There is no regulatory agency to govern sizing so that changes takes real effort from the industry.

Use digital tailoring software. Make the experience personal.

Department Store Rebranding Instead, we recommend retailers of women’s apparel adopt the sizing structure that works in the shoe department model. That is, just use measurements. Display style samples and have sizes in the back warehouse.

Even that is unmanageable because women, unlike men, don’t share a basic shape.

However, the playing field changes as shoppers provide a profile of their exact measurements. Can high-end apparel stores  digitally measure the consumer and privately store those measurements in a private file? Of course they can.

Is it then possible to alter custom fit clothes to their specifications? Yes, but that is not the best model. Executing that on a mass scale so a Macy’s or Dillard’s use it is a challenge.

Department stores can afford to automate it. Do it digitally.

As a customer visits your store for the first time, direct them to a private dressing room and digitally scan their measurements. Their exact measurements are stored in their personal and branded app.

Department Store Rebranding
Use technology to customize customer service

As customers shop in the newly designed departments with newly redefined department titles based upon lifestyle rather than the traditional Juniors, Petite etc., departments.  Shoppers can look at every offering, all displayed in a size 4. They now shop by cut, fabric, color, brand and style. Not size because only one size needs to be on display (just like the shoe department model we discussed earlier).

The convenience of their smart phone is utilized, They scan the code of the item of interest and the app stores the choice. The store is no longer jammed with every offering in every size. The result? The branded experience of shopping is civilized.

The racks are not crowded and the styles themselves are highlighted. The retailers use their merchandising skills to highlight offering. Suddenly, there are sight lines in the department store and an opportunity for the retailer to practice their skill at displaying wares and merchandising.

How it benefits you.

Department Store Rebranding
High-End stores have the right merchandising model

Here’s how this complete department store rebranding works. Simplify the offerings on the store floor much like high-end retailers. Customers actually see the garments in lengthy and leisurely glance. Consumers develop a digital profile on their measurements that is part of the retailers database. Because you know them and they now know you, a relationship is established.

When they return to the department store, consumers open the app to say they are in the store and what, in general, they are looking for.

Department Store Rebranding If the garments are bar coded by actual measurements, then a warehouse employee gathers those garments in real time from the back warehouse (remember the shoe model) that actually fit that customer.

When shopping is done, the shopper tells the app and are assigned a dressing room. The promise is that, in 10 minutes, everything they scanned will be in their dressing room and in their size.

Better yet, customers could use the app to say they are coming to the store and to get their personal rack ready and pre-placed in a dressing room.

Think about this. If implemented, it creates a preference for the department store brand (which reflects the change in the retail experience) and a database is established to enable more effective buys from designers and better PERSONALIZED service (read how affinity programs fail here). The customer chooses if they want the clothing in the dressing room or if they require human assistance.

The newly branded department store experience.

Department Store Rebranding
It is about the experience of shopping

The new experience reconfigures the department store experience and decreases the display space and increases the warehousing. It requires an investment in logistics and warehouse systems.

But the new department store is now an adventure in experience and we know that customers covet that. The department store rebranding process combined with new thinking provides new preference.

Think it’s not possible? Amazon can do it, and Amazon is the retailer that terrifies the rest of the industry. The online retail giant, who just announced plans to open brick and mortar stores, is threatening to take over the entire industry while its players stand still and watch.

Amazon transports product anywhere in the world overnight. Is a tight logistics system that creates in-store logistics providing results in 15 minutes impossible? Believe that and you are doomed.

The future in department store rebranding is in personalized automation.

Department Store Rebranding All it takes is an automated, software system that makes it easy to find the right clothes at the right time from your warehouse space. It, therefore, allows the shopper to buy and shop based on taste, style and color, just like they do with shoes and handbags. It means sales improve because shoppers see the entire inventory.

Plus, in the spirit of discovery, the store adds a few surprises— a few alternatives for that shopper based upon the customer profile and design preference. All of this accomplished by an algorithm.

Department stores, don’t get caught up in — “That can’t be done.”

Department Store Rebranding Change or die. That’s the simple truth. This is just one idea. The point is that department store retailers, whether they are in apparel or not— let go of age-old habits. Dead brands are full of leaders who once said, “That can’t be done.”

Department store retailers must do two things. 1) Consider a total rebrand because few retailers position the brands against the competition and as a result are not meaningful enough to target audiences. (Here’s how we rebrand for our clients.)

2) Rethink everything. Ask the right questions in brand research that goes beyond simple usage and attitudes. The current model is a rapidly dying one. And given the current trajectory, there will only be room for one of the major department stores.

There is a third strategy retailers can adopt (and many are). Do nothing and watch Amazon destroy your business. But, as in most things, victory belongs to the first mover.

 

Read more about the retail market and department stores here:

Amazon and Black Friday

Macy’s loses importance

Another retail casualty the CEO of Stein Mart

Macy’s National Hiring Day

Macy’s should have known better

Which retailers will survive?

Retail in a nutshell

The blinding of Sears and JC Penny

Brookstone needs rebranding

Staples is not fixed

Promotions and Millennials

Bad experiences at Best Buy

Why Sports Authority Died

What about Black Friday?

Amazon Prime Day 

Here are some articles and blogs on REBRANDING

Rebranding GlenGuard

Grocery Rebranding and Amazon

Rebranding of Mastercard

Rebranding Electrolux

Rebranding is all about mindset

Rebranding Steven Colbert

Rebranding Constantly

Stealing Share. Rebranding Experts.

Choosing a rebranding company. The rules.

Rebranding Newspapers. Finding new importance

Analyzing a brand for rebranding opportunities

A case study in rebranding: GlenGuard

The world of fire resistant (FR) fabrics is a complicated one because its providers have several audiences to reach. There are distributors and industrial laundries. There are the workers themselves.

And then there are safety managers, the ones who often make the decision about which fabric to offer to their workers.

The approach by many in the industry was to pinpoint what they believe workers wanted: Comfort, durability and protection. The problem was that every one of the fabric manufacturers used that messaging while ignoring the decision maker. The safety manager.

The old GlenGuard logo promoted product benefits
The old GlenGuard logo promoted product benefits

GlenGuard, a division of Glen Raven fabrics, was not satisfied and was in need of a rebranding. It had the lightest and most fire resistant fabric in the industry but its efforts to steal market share needed strengthening.

Rebranding for a new audience

Stealing Share and its research division, Resultant Research, conducted both qualitative and quantitative research with safety managers to uncover their emotional triggers. The single biggest hurdle facing them was getting their workers to wear the safety garments, therefore becoming compliant.

Taking those research results, Stealing Share and GlenGuard revamped the entire brand. GlenGuard is now focused on giving workers less reason to cheat on compliance. That gives definition to why GlenGuard’s fabrics are important.

Rebranding GlenGuard
The new GlenGuard logo after rebranding

The word “cheat” is also important because it’s the language of the safety manager. It is also easy to notice. The word tells the safety manager that GlenGuard is serious about compliance.

Therefore, the new logo demonstrates a coming together of two pieces that fit, with the theme of “Compliance” locked in with the logo. But that’s not all. An equity line often appears with the logo. It directs all of GlenGuard’s marketing, sales and operational efforts: “If they cheat when they wear it, it’s not compliant.”

3-20-glenguard-logo-and-tag-lineTherefore, the benefits of GlenGuard’s fabrics now have a new and important meaning to safety managers. The rebranding of GlenGuard was designed to steal market share. That’s what we do.

In addition to research and logo development, Stealing Share conducted brand training, developed marketing materials and created advertising.