When Dunkin’ announced they were removing the “Donuts” from their name a couple of months ago, they were taking a page out of a longstanding brand playbook for brand reinvention: new agency, new logo, new creative campaign, new product focus.
By all means,they reset consumer expectations and set the stage for a new wave of growth and perspective. This approach still has its place. Dunkin’s goal was to position themselves as more beverage-led with more coffee and less donuts. The tried-and-true strategy was a great fit.
Therefore, marketing leaders chasing reinvention are looking inward at their organization, not outward at brand expression. Instead of big public gestures, they’re making deep internal shifts across strategy, systems, data, processes, team structure and culture. They’re attempting to win by working differently.
These internal shifts come in a few basic flavors. Let’s look through the most-common steps of reinvention.
This option is probably the most common alternative to the traditional brand reset. Yet, it’s also the riskiest. It’s about investing in a new marketing tech stack, often under the banner of digital transformation, and counting on your new tech to give you a competitive edge.
For Tumblr’s revamped visual identity from last year, Swiss design agency Dinamo stated that, “Optimizations such as the elimination of curved intersections, helped to optimize the logo for small screens without losing its essence. And most notably, we strategically removed the logo’s period, allowing the logo and typeface to seamlessly integrate across all naming conventions.” This means to make the new design easy and understandable, they optimized the logo for considering the small screens as well.
Technology’s proper role is to support and enable your strategy, to help you get where you’re already heading faster and more efficiently. But when you start with tech, weird things happen. The strategy ends up being defined by the capabilities of the technology. Humanity is siphoned away as the focus shifts to feature sets, APIs and integration points. The end result is often the opposite of customer-centricity, more likely to pull your brand off than re-energize it.
This isn’t to say that technology shouldn’t play a role when you set out to revive your brand. It’s just a matter of what comes first.
The theory here is simple: Reinvigorate your brand by baking customer obsession into everything you do.
Out-do the competition here, and you’ll reap the rewards: happier, more loyal customers and a renewed sense of focus and alignment driving everything you do. Take “The Feminist Letters” by Y&R, as an example.Think of it as raise awareness around gender equality and designed for feminists of all genders to write to their government representatives on essential issues. Seems to be working out well as a provocative and humorous way of expressing feelings with the greatest example of creative works.
Of course, the path here is anything but straightforward. Not nearly as neat and tidy as the new agency, new logo route. In fact, it probably sounds downright daunting. But it doesn’t need to be.
There are many layers to consider as you weave customers more deeply into the way you work: strategy, team structure, culture. But you don’t have to tackle them all at once. It’s possible—even advisable—to start small, building momentum over time until the mindset eventually starts to take root and spread.
Two big risks here to steer clear of: Paying lip service to the notion of customer-centricity without really committing to putting their needs first and making trade-offs accordingly. And trying to do too much, too fast without doing the work required to bring everyone on-side.
Done right, this is actually a variant of customer-centricity, with a particular focus on responding and adapting to shifting customer needs and expectations.
Agile marketing methods, adapted from the software world, help marketing departments keep pace by breaking free of seasonal campaign cycles and working instead in near-real-time. Instead of layers of approval and review, this approach gives teams more autonomy. It empowers them to read signals and course correct quickly.
Take Burberry, coming with their new Creative Director, Riccardo Tisci, they redesigned their logo and improved the brand identity in fast. Meanwhile in the fashion market, the other brands are getting major changes and this makes Burberry a fast-adopter and an agile brand.
It’s not without risks, though. Some teams can fall into the trap of speed for speed’s sake, seeing agile as a replacement for strategy instead of a way to hone and sharpen their strategic focus. Others fall into the trap of giving too much weight to near-term signals and losing sight of the long-term and big picture. I call it “death by over-optimization,” and it happens way more than it should.
If you’ve determined that your path to reinvention requires a significant internal shift, take a cue from Jeff Bezos and pursue the path of customer obsession.
No reason not to explore agile methods and new tech as part of the process, but starting with a bigger picture orientation toward your customers backed by executive will and baked into everything you do is the least risky path with the biggest potential for impact.