How to build brand momentum beyond the launch?

It starts as a creeping suspicion. Sales seem to fall no matter how much you invest in advertising. The competition for new contracts is getting tougher, with feedback such as "They could not decide, so they went for the cheapest". Or worst of all, "We were simply not invited to present an offer." These are the type of danger signals that keep brand managers awake at night, signals that indicate that the brand is in retreat and is no longer something that automatically promotes the business.

This is usually the start of a change process where many of our customers conclude that it is time to spice up the brand identity. This is also often the right thing to do in such situations. But the problems often do not arise long after the new identity has been launched.

A new identity creates energy - it draws a line in the sand and tells that the company has changed and that you can expect great things! Unfortunately, this is where many of our customers begin to struggle. They do not follow up the change with anything concrete, and they do not follow up the new expectations with positive new measures. A launch with noisy and arrogant behaviour can quickly feel like an empty promise in retrospect.

A relaunch should not be seen as a miracle cure. Instead, look at it as a process of change, as a transition to something better. Negative perceptions may have settled over several years and will take time to turn around. The goal is to transform how people feel and think, and get people to talk about the brand in a positive way again and be aware of it. Momentum is the keyword. Think long-term, and create a program for change where the new identity is just the starting point.

Solutions to ensure a successful launch

In this article, we present five simple solutions that will help you avoid a launch that has the opposite effect of what is intended. You learn how to better organize yourself for the challenges that await you. You want to create a stronger connection with stakeholders and build value for the future.

We have seen this many times: One of our customers makes contact to breathe new life into the brand. Often they have observed a weakening over time, and the concerns have reached the management. After arguing for and securing financing, a decision is made to act, and we come together to discuss a conversion strategy. "We need a new logo. When can we launch it? » is often (and understandably) the first thing one wonders. However, the long-term development of the brand is rarely discussed. How will it support the business strategy in the future? To what extent will it engage customers?

It is often believed that everything will be fine again when the new identity comes into place. There is some truth in this; Launching a new identity is an effective way to revitalize a brand. It opens up new thinking and gives a powerful message that the brand is once again to be reckoned with. We have experienced almost euphoric atmospheres where everyone involved is brilliantly satisfied with the work that has been done.

Old habits are hard to reverse

After a short time, however, the brand is back to its old habits. The team at our customer has moved on to other tasks. The company's customers do not see anything new and fresh from the brand, and they assume that it has nothing new to offer and continue to look elsewhere. This will be the same as hiring a personal trainer, putting in a lot of hard work at the gym, losing a lot of weight, and then indulging in pizza and chocolate as soon as you feel happy with yourself again.

Brands are living organisms. They exist in the customers' consciousness as a perception based on the experiences you create. Today, customers meet their brand both consciously and casually in a number of different channels - on the phone, in the shopping street, in the media and through conversations with others. A brand must earn our attention and maintain interest by showing momentum - otherwise it disappears easily from the radar.

To maintain momentum

Launching a brand again - or launching a brand new brand for that matter - is at the most basic level about delivering change. A change is not static, and it must be constantly evolving to remain relevant and engaging. So after the brand guide has been published, after the new sign in the lobby has been installed, after the applause at the launch has subsided - how do you maintain momentum?

Five left to keep interest up

Have a surprise in stock

It is a mistake to look at the launch as a magic cure that gets a brand in decline up again immediately. It is better to look at it as the first stage in a process of real, sustainable change over two or three steps. Phase two could be, for example, the launch of a new service, an improved website or a new product line. It does not have to be something radical, but it must be something that indicates something good for the future.

When we worked with Eika and their relaunch, we quickly followed up with new inviting store concepts, which gave a strong signal that the new slogan "By your side" was not just empty talk. This illustrated a desire to actually improve customer service beyond the name change and the new logo.

Getting a brand that is struggling back on track can be a challenge, but think long-term and look at it as a change program rather than a simple quick fix. Start making plans for the brand's development at the same time as you start the relaunch. You will not only create a new type of contact with stakeholders, but also develop valuable relationships that last long after launch.

Utilize the energy

We have often witnessed a special atmosphere before a launch, where the organization expects positive changes. Leaders have probably talked about a need for improvement. The employees are happy with what has been done. There is a special focus on new design and a collective eagerness to show it to the world. This type of engagement can not be bought for money. Look at this team spirit as a resource in itself. Do not look at the launch as a one-time event, but use it as an opportunity to put the brand on the collective agenda.

It's smart to seize this moment and look for ways to harness this energy in the time immediately after launch. This can be through regular updates on their internal Facebook page, using a separate hashtag for brand news. Create a kind of base in an old office, where everyone can follow the progress from behind the scenes. Put the brand on the agenda for management meetings, so that top management can follow the development of this valuable business resource.

3. Focus on collaboration

In large companies, a brand launch will typically involve people from different departments: marketing, communications, human resources and top management. After the launch, however, everyone returns to what they did before. They let the energy fade away and let the work with the brand fall between two stools without anyone having specific responsibility.

Top management must have ownership of the process. They are in a unique position to be able to gather commitment and resources from different parts of the company. The original team should stick together and gain more and more knowledge as the brand develops according to the needs of the various departments. If the change was worth paying for, it is undoubtedly also worth maintaining to keep track of the return on investment.

For example, a significant part of our rebranding for EVRY was a new program to strengthen their identity as an employer. In this regard, we put the slogan «Shape the future today» . In this way, we created a pronounced need for innovation, not only from the existing employees but also with a view to attracting new talent with new ideas. Due to a rapidly growing order book, this had become crucial for the business. The management gave it a priority, HR was the driving force, and the business department put it into practice. Everyone used their unique skills to handle challenges, attract new blood and create real momentum in the business.

4. Try, learn, repeat

After the launch, there will be reactions. If the process has been well done, it will mainly be positive, but one should also be prepared for negative feedback. Changes always leave room for doubt. It is important to have a habit of listening to reactions. Filter out subjective opinions and take care of meaningful feedback, the ones that help you on the way forward. Think less about logos and more about relationships. Discuss what you are learning, with your team, consider how you can build relationships further, and fine-tune the change program as you gain new insights.

In our rebranding for Narvesen, we defined a new interior concept for their 370 stores. As we rolled out the concept, we discovered what worked and where we needed better solutions. With each new store design, we take with us what we have learned, and adapt it to the new conditions at each location, while we have a consistent concept for an optimal store experience.

5. Do not talk to others, talk to them

We often encourage our customers to reconsider the way they view their relationship with their stakeholders. You often talk to them by broadcasting your agenda through newsletters, social media and campaigns. Start talking to them, invite them to dialogue, ask what they think about the brand, discover what they miss and what they need.

"Avoid hustle and bustle when relaunching, unless you have something radically new to show off."

Food is a theme that is common to all, and it is therefore a theme that is dynamic and full of perceptions and interest. BAMA Storkjøkken delivers fruit and vegetables to professional chefs who live in the middle of this dynamic every day. They constantly turn to BAMA for new ideas they can use at their eateries. BAMA appreciates this exchange and is in continuous dialogue with the chefs.

They learn about the chef's daily challenges and have built an enviably good communication program in everything from events to campaigns. The program has given BAMA a reputation as a good source of expertise among these professionals.

This is a great way to strengthen relationships, build trust and use resources in a much more insightful way.

The principle is simple: Avoid brask and bram when relaunching, unless you have something radically new to show off. Instead, think long-term, strengthen your relationship with your stakeholders by showing that you have momentum, and achieve a stronger return on investment.