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It’s easy to want to update the look of your brand or to make sure that you’re up to date with the latest visual trends, but rebranding is more than just slapping a fresh coat of paint on a building and calling it good.

There are a lot of stories of big brands spending millions of dollars on rebranding their image, only to realize that they made a huge mistake. Some have even reverted to their old brand identity!

Rebranding can be exciting, but it can also lead to unwanted outcomes if not handled correctly. Rebranding is more than just changing a logo or updating a website, it’s redefining and refocusing on your goals.

In this episode we talk about the weight of rebranding and how to count the cost of a rebrand to make absolutely sure that doing so would be in the best interest of your audience and customers.

Highlights, Takeaways, Quick Wins
  • Understand your goals as you evaluate your brand.
  • A brand’s outward appearance is the expression of what’s on the inside—the people and ideas.
  • Do your best for your audience even if it’s small.
  • Do your research before you start your brand.
  • Make sure the changes you make with rebranding don’t waste your brand equity.
  • The smaller you are, the easier it is to rebrand.
  • You won’t be defensive after a rebrand if you know you did the right thing.
  • There’s always going to be friction with rebranding, visual refreshes, or refocusing.
  • Know why you’re doing what you’re doing.
Show Notes
  • 02:14 Kyle: What is rebranding, Cory?
  • 02:20 Cory: It’s complex. People have different definitions for this term “rebranding.” At it’s basic, foundational level, rebranding is taking your brand from its current state in a different direction. That can be slight, a little bit of a new direction. It can be a 180, where you go the opposite direction. It can be a visual refresh, where you redo the logo, the color palate, your stationary, and things like that. There is some confusion about rebranding. It doesn’t have to be confusing, but you need to understand what your goals are as you evaluate your brand. Maybe you’re thinking, “I have this brand, this company. I’m in this one place and I want to be in this other place. Can I evolve as is, or does it require change?”
  • 03:33 Kyle: The really valuable part of what we’re going to talk about in this episode is the things you don’t see. Both Cory and I have a lot of experience in the design world, so we see people for whom a rebrand is changing visual assets and how the brand looks. This episode uncovers how much more is involved in that beyond the visual assets. It’s easy to think that a rebrand is visual, because that’s what you see on the outside, but there are also a lot of internal changes with how the company functions or even, potentially, who’s employed with the company.
  • 04:26 There are pretty deep levels of rebranding. That’s something I’m excited about for this episode, uncovering those things beyond changing visuals. I’m not saying that changing visuals is nothing, but there’s a lot involved, even with changing visuals. Perception changes.
  • 05:05 Cory: You might start asking, “Do we need a rebrand? Do we need to update something? Do we need to change something significant about what our brand is, even the message?” What are you trying to communicate? What are you trying to get across to your audience, to your customers? Are you saying that you design clothing for youth in the lower class? Do you product materials that are low cost and doesn’t take a lot to manufacture, and that’s who you’re marketing to? Or do you want to market to the middle class or upper class? What are you wanting to do?
  • 05:56 Burberry used to be a brand that was worn primarily by “street youths.” It wasn’t this high class brand. They decided that they wanted to shift away from the demographic they had to be a luxury item. Now, they have Emma Watson and Kate Moss on board with who they are, and that has completely changed what their perception is. They changed who they were communicating and connecting with. There are a few questions you need to ask about your brand and your company to figure rebranding out. There’s a lot involved.
  • 07:07 Kyle: I’m familiar with Burberry, and they’ve done a good job with making themselves seem very high end.

Why Are You Rebranding?

  • 07:31 Cory: This goes for anything. Why are you changing your message? Why are you changing your logo? What’s the problem you’re solving? What’s the problem with your current setup? That’s what you need to ask. Can you change your current actions to evolve the brand while maintaining what you’re currently doing? That might involve hiring some people, firing some people, taking something off your website, or something else. Answer that question first—is there a natural evolution your brand can go through, or is there a shift in direction? Why are you rebranding?
  • 08:24 Kyle: The question, “Why do you need to rebrand?” helps you look at every aspect of your brand as a whole. Is this a marketing issue? Is this an internal, culture issue? Maybe you have multiple employees and the culture has gone somewhere other than you intended, and the outward perception of your brand is different. Maybe your visual identity doesn’t align with the goals you’re trying to achieve. Maybe it wasn’t set up very well in the beginning. There comes a point where identities need to be refreshed in some way, and maybe you’re at that point. Maybe people think you’re stagnant or stale.
  • 09:19 There are all these tiers you can go through. It could even be how you’re handling customer support. Obviously, you see an issue with your brand. Look at it beyond the rebrand and look at every aspect involved with your brand. That plays into a rebrand, but it’s a healthy way to start looking at this. You’re looking at a holistic view of what your brand means to people and what you want to achieve.
  • 09:56 Cory: Christopher brings up a great question in the chat. He says, “Can you elaborate on why firing or hiring can be part of rebranding? Is that cultural conflict or expertise?” The first thing that came to my head was Clif bar. Clif bar is an energy/protein snack designed by Gary Erickson. He was out on a bike trip one time, and he was eating Power bars. At the time, that was the only popular energy snack. He was about to start eating his fifth Power bar, and he thought, “This is terrible.” At the time, Power bar would shove nutrients together while trying to keep it low cost. He had a background in baking, so he decided that he wanted to make something that he would want to eat five of.
  • 11:16 They made Clif bar. It’s phenomenal. As the business grew and went on, he had a co-CEO named Lisa Thomas. Lisa was a lot more interested in the structural, line-item version of the company, whereas Erickson had built up the company to feel like a family. People loved working there and there was creativity and buzz, a feeling of belonging. When Lisa came along, her influence on the company changed what the company culture was about. A lot of people attribute Clif bar’s loss of profit to Lisa being the co-CEO. At the end of her time there, there was a bad fall out and Erickson came back in to repair what was happening. It took a while, but he came in after she left to repair company culture.
  • 12:37 People were really wary. No one wanted to work there very much. When he came back in after she had left, he was able to repair, first of all, what was happening internally in the company, and then the external ideas and innovation.

A brand’s outward appearance is the expression of what’s on the inside—the people and ideas.

  • 13:11 You can fire or you can hire to change a brand. Look at Apple and it’s process. When Steve Jobs left and it started tanking, they brought him back and he was able to turn Apple to where it needed to be. What’s happening on the inside can change what’s happening on the outside. Those things are definitely connected.
  • 13:40 Kyle: It goes back to that personification thing, as well as values and mission statement. Let’s say you’re promoting your brand, and one of your values is that you want to be connected to your audience, listen to them, and understand what their needs are. That’s something you say and that you put on your site and something you talk about, but on the inside, you don’t want to talk to your people and you’d rather do your thing. You have a bad attitude, and you’re thinking, “It’s the same questions over and over.” If you’re not excited about that, people are going to realize that. They’re not stupid. They’re going to realize that you’re not that excited about what you’re talking about, that you’re saying that to sound good and it’s not what you believe in. A culture as a whole can change that way.
  • 14:37 Let’s say you have a larger company. One bad manager, who isn’t engaged with the employees, who doesn’t help them move forward, who isn’t engaged in their ideas—that can be poison in your culture. It’s going to trickle down. Even if that person doesn’t interact directly with customers, it’s going to affect the company, because they aren’t going to put in all of their effort and they aren’t going to be behind what the company’s about. For them, it’s just some job they do.

What Does It Mean to Rebrand?

  • 15:35 Cory: Do we need rediscover who we are? Do we need to make sure that the brand’s actions line up with our principles? Do we need to change brand perception? Are we doing proactive or reactive rebranding? Was there negative press, and we have to adjust to that? Or, is this proactive in that we want to go a certain way, and we want to get started by changing a few things?
  • 16:22 Kyle: Thinking about companies that are in that time of rebranding or that are being pressured to rebrand, Zova is an app on Apple TV. It’s a personal trainer app, and it gives you a timer, shows you how to do the exercise, and shows you how far you are along with whatever module you have selected. As we went through it, my wife and I, I noticed that for every single workout, it had featured images and showed how to do the workout beforehand. There weren’t really any workouts targeted for men. Everything in the app points to women. I was curious about it and I looked it up, because a lot of the exercises could apply to both.
  • 17:35 I was curious what their goal was. I looked them up, and they’re a startup. Their goal was to make exercising fun and exciting for kids, so they wanted to make a kid’s workout. Eventually, they decided to target women. They’re claiming outwardly that their goal is to empower women to work on their physical fitness. There are all these investors that would like to be part of this startup that wondered why they had that specific target, which has made Zova start questioning why they’re specifically targeting women. There are other complicated arguments, that this could perpetuate the idea that women have to fit a stereotype.
  • 18:39 Regardless of that, there’s this pressure of another rebranding. They’ve already gone from wanting to help kids work out to wanting to help women work out, and now, in order to continue and have more investors, they’re going to have to decide how to deal with the holes in their branding. Should they patch those or rebrand completely?
  • 19:08 Cory: That would be an intense overhaul, especially if they’ve created the perception that their company is targeted towards women. All of a sudden, their target audience is changing. Women are 3.5 billion people, and that’s still a very large audience. Now, if they say they’re targeting everyone, men and women, that’s a significant overhaul. That’s marketing, adds, stationary, images, messaging, etc.
  • 19:52 Kyle: The key I’m trying to pull out here is not that they should go one way or the other, it’s that they aren’t doing a very good job of communicating why they’re doing what they’re currently doing. Their brand is affected by that, because people aren’t understanding. Maybe they have fantastic intentions with what they’re doing right now, but they’re not communicating that well enough for people to latch on and understand why they’re doing what they’re doing. That may be something you come across, and it doesn’t necessarily mean that they need to change. They need to understand why they’re doing what they’re doing, project that with their brand, maybe have a rebrand that solidifies their intentions more, or they need to rebrand and change their direction because they don’t have a solid foundation.
  • 20:44 Cory: That’s a time to test your worth and make sure you’re meeting your goals.

What’s Involved in a Rebrand?

  • 20:58 Let’s say that Zova was going to rebrand. What would that entail, if they were to say, “We’re rebranding to this other thing”?
  • 21:16 Kyle: There are a lot of implications for their principles, the way they go about communicating their message. Why do we do this? Why are we excited about this? They’re fighting a slight uphill battle, because the owners of this company are both male. That’s part of the battle here. Why are you targeting women to get in shape when you’re both men? There may be a completely valid reason they want to go that direction, but that’s a barrier, and they need to figure that out. They need to either change or figure out a good reason for why they’re targeting that for their brand. Values are huge in that situation, because that’s why you’re doing this. Why are you interested in helping this particular group with this particular problem? What does that achieve for you, and why is that a mission for you?
  • 22:43 Cory: I would assume that Zova would have to do a visual refresh. They might not have to update their logo, but I looked at their website while Kyle was talking, and all of the images are women. If they decided to increase the target audience, then it would need to be men and women. That’s a lot of work. There’s a lot of internal stuff that would need to happen. I’m guessing that they wouldn’t need a name change, but there have been a lot of cases where brands have changed their name, either because of what it represented or because they wanted to get away from the old.

People want to get away from their old brand and move forward with something unassociated with that.

  • 23:42 You can say, “It’s the same company but with a different name, so maybe it’s different.” There was a microbrewery locally where I live called Molly Pitchers. It was nice. They were around for a year, and I remember driving by one time and noticing that their signage was gone. It didn’t say Molly Pitchers anymore. I went by again a few weeks later, and they had changed their name to Tent City. That was their new name. I found out that there was another company who had trademarked the name Molly Pitchers on the East Coast, and they had found out about this microbrewery and threatened to sue. These guys had to change, so they became Tent City. People still call it Molly Pitchers—that’s another affect of rebranding. People might still call you the old name.
  • 25:12 They had to change everything. They had to get new shirts. They had a bunch of things they made that they couldn’t use anymore, and they had to deal with all of the legalities and formalities of changing their name. That’s complex. Fortunately, they’re a small enough business that it probably didn’t cost them $100 million, but I’m sure it cost them a significant amount of money. With a rebrand, that could be involved. When you start your brand at the very beginning, do your research beforehand.

Brand Equity

  • 26:06 Kyle: Brand equity can be financial, there’s a financial tie to it, but it’s basically all of the perception, audience, and finances that you have built up around the brand that you own. Changes to that affect the brand equity. When a name change happens, for example, that name is no longer associated with certain things. Let’s take for example the Nike swoosh. If Nike wanted to sell that piece of their brand, it’s worth millions of dollars, because the next person that uses it will get that recognizability. Whatever the new people put it on, consumers will think of Nike, that experience, and a large brand. They will think of a brand that’s polished and has had years of backing behind their products.
  • 27:22 There’s a lot involved with that, and that’s why rebranding isn’t a simple, “Let’s change this.” Even if you’ve only had your brand for a year, there’s still some sort of brand equity there. Unless you’ve spent a year never mentioning your brand, you’ll have some kind of brand equity built up.

Make sure the changes you make with rebranding don’t waste your brand equity.

  • 27:57 That’s why a lot of people keep rebranding over and over and get frustrated. My name is Kyle Adams, and if I keep telling people that my name is Kyle Adams but then I change my name, I meet them again and my name is Kevin Sanders. This is a little bit different than a brand, but there’s a sense of, “Now he’s a different person.” From the outside, with a brand, that’s how it feels. Now the brand is a different brand. What can we expect from this brand? I don’t know. Apple has purchased a bunch of small companies over the years, companies you may never have heard of or startups that were kind of getting popular. They purchased them, and those companies became part of Apple. Apple put them into their different departments to help make Apple’s products better.
  • 29:08 More recently, Apple has purchased Beats. They kept the Beats name, because their name had equity. It had an audience and a reputation behind it, and Apple wanted to keep that brand equity, so they didn’t just dissolve them into the Apple brand. They kept Beats as their own brand.
  • 29:31 Cory: That was, what, a $3 billion purchase? Siri was an acquisition, and that has become a huge cornerstone of what goes on in IOS. That was a purchase.

Count the Cost

  • 30:03 There is financial cost and other cost. What is it going to take to do this? Is the cost worth it? It’s the same thing as going into a store and looking at the price tag of the thing you want to buy. Does it make sense to purchase this thing? Does it make sense to trade value for this thing? In the same way, if you’re rebranding, count the cost. It may be what you need to do. Moataz brought up a great example in the chat, where he mentioned how, in 1985, Coca Cola changed the drink to Coke. “The new Coke!” It was a big thing, and everyone was so angry. Guess what? They brought back Coca Cola Classic. Of course they did. I think that was their intent all along.
  • 31:14 They thought, “Oh, this is great. We’re going to rebrand this product, and everyone’s going to love it.” Maybe five people loved it, so they had to re-rebrand and go back to their roots, and that’s where they found people really resonated. You have to estimate all that stuff. There is some risk, depending on your size. I can only imagine what would happen if Apple changed it’s name to something else. Scotty Russel asked, “Say you were a novice starting your own business and branding, but now you’ve grown to understand more in depth what your values and mission are, and you want to do a refresh or evolutional rebrand. You’re not very well known, so is redoing, let’s say, your website, business cards, etc, okay to do, because it’s not disturbing your public perception as much?”
  • 32:11 The smaller you are, the easier a rebrand is, with an asterisk. If you have a loyal following, let’s say 200 people know you exist, and you do a visual update that refreshes and dives deeper into what you want your brand to be, they can follow along. As your audience scales and your brand and it’s name scales, that gets harder. People associate how they feel with what they see and experience with their senses around your brand. If, all of a sudden, I had one feeling with your logo and now you have a new logo, I have to figure out again how I feel about that. There’s a little bit of friction there.

There’s always going to be friction with rebranding, visual refreshes, or refocusing.

  • 33:12 You need to work out how much of that there’s going to be. You have to deal with the consequences as they come. They may be good, and it may be a good thing to do, but count the cost.
  • 33:28 Kyle: There are some situations where you could potentially be in a really high friction scenario. Maybe you start selling products or you have something someone has subscribed to, let’s take Spotify as an example. I use Spotify to listen to music, and if I’m paying for Spotify premium where I don’t have ads, I’m paying Spotify. If tomorrow, Spotify came along and said, “Hey, we’re changing our name to Awesome Music App,” now you’re thinking, “I’m paying this company but I don’t know what to expect from them. I don’t know this brand or this name. I’ve come to trust Spotify to deliver these certain things. I don’t know if I want to pay for this anymore. I’m not comfortable with the fact that it seems like they’ve handed off my payment information to a new company.”
  • 34:41 There are all those little nuances to take into consideration. There’s a big experience change. We’ve talked a lot about renaming, and rebranding doesn’t have to be renaming. Anything you start to do affects that perception, and renaming is the big piece of that.

What’s Best For Your Audience?

  • 35:07 Cory: Just changing how something looks can alter the perception of what your brand is. I used to not believe this. I thought, “If your brand still does the same stuff but you change how it looks on the outside, it’s going to change the perception but that’s it.” Let’s say you have a company that has terrible customer support. You keep the same name, but you go through a rebrand and you update all the visuals. You start pushing and advertising yourself as a company that cares. That is going to change my perception, but once I start to engage with your brand and I find out that your customer support hasn’t changed and is still really terrible, that’s only going to make me angry.
  • 35:59 You can’t just slap a fresh coat of paint on a rotting barn and expect it to hold up. You have to dive in deep and say, “Is this something that needs to change? Do I need to rework internal stuff?” I want to speak to smaller brands, like Scotty mentioned earlier. I want you to think of yourself not as a small brand, but as an important brand that means something to somebody. When you think of it that way, you think, “What the repercussions of my actions in this person’s life?” Maybe you have three people following you and that’s it. You have three customers every year, and that’s all it’s ever going to be.

Do your best for your audience even if it’s small.

If that means you need to change your logo to match your goals, do it.

  • 37:19 If it’s going well, objectively, and if it’s accomplishing your goals, that’s what matters. It doesn’t matter that you aren’t caught up to date in 2016. That doesn’t matter. What matters is, are you communicating with your audience effectively? Does what’s on the outside of your brand communicate the principles, values, heartbeat, and culture of what your brand is on the inside?
  • 37:53 Kyle: Even if you’re small, if there’s one person that has ever emailed you or replied to something and said, “Fantastic, I love this! Keep doing it,” that one person is invested enough in your brand that a change is going to really affect them. For smaller companies, I don’t have hard statistics to back this up, but my perception is that the smaller you are, if you rebrand, you might as well consider everything you built up to be gone. You don’t have enough exposure to have news articles explaining why you changed your name. You’re going to have to rely on that loyal audience that’s following you.
  • 38:57 That’s just the risk involved. You’re risking that loss, and maybe that’s okay. Maybe the audience you’ve grown isn’t what you need. Talking about Scotty’s brand brings up an interesting subtlety that we haven’t taken into account yet. We’ve mentioned that your values and your mission play into this, but there are subtleties in how you approach your rebrand that can affect your audience as well. I know Scotty is very invested in the people that are following him. He wants to be very motivational in what he’s doing by saying things like, “Don’t give up. Keep working at it. Keep trying. You’re going somewhere. You’re going to be successful.” Maybe it’s a good direction for him, but if he was going to change things, some of that implies giving up or moving in a different direction.
  • 40:03 There’s a different way of handling that. I’m not saying that can’t or shouldn’t happen, but Scotty needs to take that into account. Moving from this direction into another is going to imply something to his audience, and how does he approach that?
  • 40:24 Cory: Again, it’s all about counting the cost. Is this going to be worth it? Maybe the question to ask before you rebrand is, “Is my current brand doing my audience a disservice?” That’s a pretty simple question. If it is, how do you do it correctly? As a small business owner, how do I make sure that I communicate what we are, what we do, and what we’re about correctly, to bring in the right audience and the right customers to accomplish our mission?

Do you Need Validation for a Rebrand?

  • 41:03 Steve asked, “Should you seek validation from yor audience if you decide to rebrand, or should it come entirely from the leadership of the organization?”
  • 41:18 Kyle: It is extremely valuable for you to get feedback from other people. Make sure things are working. Maybe it’s just you starting a brand and it’s more difficult to get this going, but this is why a lot of brands do focus groups of people specifically from their audience. They pull them off to the side one-on-one and talk to them about things to get their reaction. I think it’s great to do that. You’re the professional and you own your brand and have a mission for it, so be careful of using your public audience to decide changes. If you say, “Here are six new logo ideas. What are your thoughts?” You can collect information that way, but the perception from other people is that you don’t have a sense of where you want to go because you’re looking to them to decide what your brand should do.
  • 42:34 If it’s coming from your own internal values and mission, it’s much better to get together with a group of other professionals and say, “Here’s the concept I have, here’s why I did this, and here are the goals I want to achieve. What do you guys think?” Get that feedback, or take it to a small focus group and say, “Hey guys, here’s what we’re thinking about doing. What do you think?” That’s why you don’t see these larger companies posting new assets for their company and asking people what they think about it. They’re doing focus groups and making sure things are really appealing and good to their audience. Part of it is that perception that they have. You show your audience five logos that all look different and don’t speak to your goals, and there’s a misconception about what your brand is about. Those logos make it seem like a different thing, and that’s not something you want people to think.
  • 43:47 Cory: Rebranding is going to be an uphill battle for a time. It could be a long time, or it could just annoy people. Last year, Google changed their logo. 1998 was when they started their previous logo. Last year, with the expansion of Alphabet, the larger parent company, Google decided to get a visual update to match what they’re doing. For a really long time, they had the blue, red, green, and yellow logo. Everyone knew it—it was iconic. Last year, they changed it. I can’t tell you, Kyle, how many articles I read from people whining about it. It’s still Google, and they’ve built up that brand equity. Their new logo aligned better with what they wanted to accomplished.
  • 45:00 They didn’t just say, “Oh, we need to make this relevant for 2016,” but they were making sure that their values, their core, was lining up with what they had on the outside. They did that, and it was great. Now, nobody cares. It’s just part of who they are. They had a little bit of an uphill battle, but it was fine because they’re Google.
  • 45:27 Kyle: It’s like they went modern-timeless in a way. It could last for a long time. There are things you could say about it, but ultimately, they didn’t play the game and say, “Hey everybody involved in our brand, what do you think of these logos?” In the end, the larger you go, everybody in your audience won’t agree on the same thing.
  • 46:02 Cory: There are going to be people, even faithful people, who say, “I can’t believe you did this! Why didn’t you use Helvetica? This is so lame.” Own it. As long as it’s not a detriment, if this is what’s meeting your goals and is going to make what you’re doing more effective, just hold.

If you’re finding that you’re defensive after you rebrand, you didn’t do it right

You won’t be defensive if you know you did the right thing.

  • 46:43 If you feel like you have to argue it, then you’re going to get defensive. If you know, you’re there, and it meets your goals, then you’ll say, “Well, you can think that.”
  • 46:57 Kyle: I would encourage you, whether you’re a design agency or not, to get a case study of what was done for your rebranding. Whether it was a logo or a culture shift, make a case study out of that, because those are powerful. If a company someone’s loyal to decides to make a change and they have a case study that says, “Here’s why we made these changes to the visual identity or why we’re shifting from doing this service to this other service,” it’s so much easier for those loyal people to be supportive. They’ll start sharing it with people who aren’t familiar with the brand, and those people become a little bit more loyal because they realize that your brand knows where it’s going and understands its direction. There’s a big trickle-down effect.
  • 47:56 Right now, I’m trying to finish up a case study on a mark I’m adding to my brand. I’ve got this whole case study, and the goal isn’t to say, “Here’s how I justify it. Thanks, have a nice day.” It’s for people who are loyal to the brand to understand why that change is coming. If other people question it, it’s a great thing to point to. I can say, “Here’s the case study. Here’s what I did.” Maybe that shows someone how serious I am about the brand that I’m building.

Action Steps Before Rebranding

  • 48:40 Cory: Number one, discover the goals and explicitly map out the direction. Go back to your foundation, your why. If you don’t know what you’re doing, go to BehindtheBrand.com and sign up for the newsletter, which is going to give you my 40 page guide to building a successful brand foundation. Work through it. There are action steps and questions. Do that. You need to know why you’re doing what you’re doing and who you’re doing it for. You have to know all of those things. Go back to your foundations, discover your goals, and explicitly map out the direction.
  • 49:24 Number two, evaluate why. Why are you rebranding? Why are you changing direction, if you are? Three, count the cost, financial or otherwise. Figure out if this is going to be worth it in the long run. Four, don’t rush. Take your time. Go take a walk every day, talk with people who are smarter than you, and get around people who have wisdom who can evaluate your brand. Hire a professional, hire a firm, or whatever it takes. Don’t rush it. If you’re thinking, “I don’t like this! I don’t like my logo! I don’t like the colors I chose!” Stop and take a breath. Calm down.
  • 50:26 Kyle: I can attest to that being a great thing to do. With the brand mark I just mentioned, I started work on that in April of last year. It’s been well over six months, and I’ve been able to go back to it every now and then to see if it really fits and make sure that it feels right. Interestingly, when people feel there’s a need for a rebrand, like this mark I’m adding to this icon, there is a big purpose for it and a lot of reasons why I’m doing it. There are certain things I want to do with the company that will require that. Too many people see it as stopping the leak, that it has to happen immediately. Like Cory said, don’t rush. Take your time.
  • 51:35 Maybe this is the opportunity for you to not do some of those things you wanted to do because you didn’t have that rebrand yet. It’s time for you to focus on the people currently in your brand and really understanding what their struggles are and what they don’t like about your brand. Focus, reflect, and let that process happen. Don’t destroy your business because you haven’t done anything about the issue. Changing something tomorrow vs. changing it in a month or two isn’t going to make a significant difference.
  • 52:19 Cory: Again, count the cost. There might be a cost of waiting. Don’t rush to not waiting.