March 2018 | Spencer Brenneman, LLC

March 2018

“I don’t have an opinion. I don’t know their rebranding strategy.” That’s the answer I usually give when someone asks me what I think of a high-profile rebrand, such as the 2016 rebrand of Uber and last year’s rebrand of Accenture and Mozilla. Of course, I always have my personal, visceral reactions to some rebrands, but for the most part, what do my personal opinions matter? As for my professional opinions, one can argue that those may matter; however, only in the presence of the company’s rebranding strategy. Rebranding doesn’t or shouldn’t happen out of boredom, but rather, out of some experienced, expected, or desired change in the business, market, or customers’ needs. How can anyone judge a rebrand if

Before I address the topic of Toys R Us and what we can all learn from the unfortunate demise of this iconic (if not grammatically challenged) retailer, let me first throw out that I know next to nothing about toys. What I do know is few brands authentically understand what they’re selling, and I think the unfortunate demise of retailer is case in point. Before the 'shopping with your fingertips and not your feet' concept took over, Toy R Us had a perfectly rational business and brand strategy. Their years of success were a testament to that. However, as the world began to change, I can only assume they did not, at least not enough. According to an article dated September 19, 2017,

It’s critical for everyone to understand your brand strategy and brand system, which is where brand education programs come in. But what happens after the training? How do you keep the enthusiasm alive and the learnings actionable? Here are five suggestions: Reward successes. Are there people in your organization who took to heart the brand education program? Are they embracing the brand strategy with all their might and seeing great success? Reward them! Prizes, profiles, gifts: whatever works in your corporate culture. Create brand champions. Some organizations call them brand ambassadors, some champions, but the result is the same: people within the organization whom you have deputized as brand experts. They will need a bit more training and tools to do their jobs, but having

Brand Education to the rescue by Douglas Spencer, President Recently I had the great opportunity to present a webinar to members of the In-House Agency Forum, a professional association for those companies which rely on internal agencies to meet their marketing needs. In-house agencies face some challenges that traditional, external agencies do not: not the least of which is balancing the client v. colleague dynamic. I especially love speaking to this group because they are in a unique position to influence the growth and support of their brands. (I also love these kinds of webinars because attendees are all on mute, which means I get to assume that everyone is laughing riotously at all of my jokes.) Continued on spencerbrenneman.com __________ Five ways to keep momentum going after