Vous naviguez entre des attentes contradictoires dans le cadre d’un changement de marque d’entreprise. Comment pouvez-vous satisfaire tous les groupes de parties prenantes ?

The old adage "you can't make everyone happy" is true here. The trick is to create a strategy that is backed by real data, then present this strategy in a way that makes sense to all parties. Often overcoming objections is mostly about listening to said objections, and addressing them directly (with patience, and kindness). Most people just want to be sure their concerns are being taken into consideration. The most important takeaway is to create a plan, convey how the plan will benefit the business, and back it with enough information that it cannot be disputed.

Rebranding is always a tough issue for all stakeholders. First of all for the employees, especially those who have been working many years for the same company and now need to adjust to the new surroundings. As with everything communication is a key factor in the process. Try to involve or at least inform all people as soon as possible in the process. Even if not everything in the project is fixed it is important to inform the company and keep the information ongoing throughout the process. Also you should work with different communication channels: the Intranet, 1:1 meetings, monthly company meetings, internal newsletter. And give your employees the chance to share their thougts and most importantly fears.

Meet them where they are. Let them talk. Listen closely. Sometimes there is a middle ground. Often not. When there is no middle ground, communicate the rationale for the change in their language. What do I mean by that? Some react to data. Some react to results. Some react to forecasting. Some react to emotional needs. Some react to trends. And some of the best advice I have received in my career - no surprises. Always preview your thoughts with the decision makers. Get early buy in. Get the on board to help get the others on board. Makes life and business so much easier!

Round Tables with all relevant stakeholders (Sales, Marketing, Communication, …)discussing different positions and statements and being moderated by Professional communicators Support Open rebranding decision making and Solutions.

Clear messaging definitely is the crucial factor in any communication strategy, however this is a skill that is getting lost more and more. Not because of a lack of ability, but because of a lack of courage and trust. Especially the transparency factor is often neglected. If you want to excite and motivate your employees, you need to be open and honest with them. This means sharing not just successes but also challenges and setbacks. By doing so, you create a culture of trust and engagement. Employees feel valued and are more likely to be invested in the company's goals. Transparency fosters collaboration, innovation, and a stronger sense of community within the organization..

- Transparency in my opinion is critical. Time to build stakeholder confidence. Embracing challenges and overcoming obstacles, genuine engagement with stakeholders throughout the change journey can pave the way for a successful transition. By fostering this connection, stakeholders are more inclined to adopt the new brand, embodying its message and image. - involve to evolve is an effective way to engage stakeholders in the decision making and process of rebranding. Take their opinion through focus groups, interesting surveys. Identify Brand champions from among the stakeholders who can represent with inputs also insights and advocate the exercise, become the voice for the rebranding endorsing support whenever needed.

La boucle de rétroaction peut également être la boucle des feedbacks pour avancer rapidement et s'améliorer de façon itérative. Pour cela, il convient d'acculturer les intervenant à la méthodologie et surtout à s'engager activement à réaliser les actions d'un échange à l'autre. Si entre temps, il n'est pas possible de mettre en place son action, il faut définir précisément en feedback qui contacter en cas de difficulté. Il s'agit de définir des back-up.

I have found that getting an survey with all stakeholders (small or big) is a good way to start. Alignment with leadership is the next important step ( to ensure smooth implementation in the wrong run) . Constant feedback and updates to all is very important to keep the exercise going and on track

The brand represents the purpose of existence of the enterprise. It reflects the culture of the organisation. One major mistake can create havoc with the organisation. So it is of utmost importance that the top management and the Board concur with the rebranding.

Defer to customer research if the organisation isn’t grown up enough to make the right decision. Some simple testing takes it out of individuals hands, away from opinion and “my kids think..” mentality. Be warned though - consumers don’t always get it right.

Consider adopting a "core and flex" approach. Establish a non-negotiable core identity that aligns with the company's vision and values, then create flexible elements that can be tailored to different stakeholder needs. This strategy allows for consistency in brand essence while providing adaptability in execution. Implement a tiered rollout, introducing the core elements first, followed by customized touch-points for various audiences. This method not only balances diverse expectations but also creates opportunities for stakeholder engagement and brand evolution over time.

In the end, you cannot make everybody happy. A rebrand is an open opportunity for an eternal debate on likes, dislikes, wants, positioning needs, etc. So start off knowing that there is no such thing as a 100% lovebrand. Stakeholders are involved with the brand and hence, most likely have an emotional connection to it... so of course, not everyone will be happy with whatever you do to the brand (and not everyone was happy before the rebrand either). That being said, the key is to understand the OBJECTIVE of the rebrand and to evaluate the direction you will take based on the possibility of reaching said objective. Why are you rebranding and do the new versions help you address that need? If not, what's the point?