brand consolidation case study

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In today’s world, name changes are rare. The time, cost and complexity of moving to a new brand name makes it something to avoid if possible.

That was the mindset we had when looking at the brand portfolio created by the merger of Tilney and Smith & Williamson into Tilney Smith & Williamson, the U.K.’s largest integrated wealth management and professional services business. The merger resulted in a new corporate brand, Tilney Smith & Williamson, supported by 3 client-facing brands:

• Tilney, a brand that operates in wealth management
• Smith & Williamson, a brand that operates in wealth management and accountancy
• Bestinvest, an online do-it-yourself investment platform

Given the cost inefficiencies of running multiple brands , we were keen to understand how many brands to retain in the portfolio and what they should be, with the aim of retaining the status quo where possible.

Based on this experience, today on Branding Strategy Insider, we outline:

• When to consider merging multiple brands into one brand
• When to consider moving to a new brand name
• How to find a strong new name
• How to get organizational buy-in

When To Consider Merging Multiple Brands Into One Brand

The first question we asked was ‘How many brands should Tilney Smith & Williamson retain?’

It’s valuable to retain multiple brands when they attract different types of clients. For example, Lloyds Banking Group owns both Lloyds Bank and Halifax – positioning Lloyds Bank as a bank for more financially confident customers who want to spend time thinking through options, and Halifax for people who want to keep their finances simple. Conversely, if two or more brands attract a similar type of client, then using multiple brands to attract them is inefficient.

So, we commissioned a qualitative and quantitative market research study to understand how similar the 3 client-facing brands were.

The research showed that Tilney and Smith & Williamson clients have very similar needs, with both valuing the personalized service that Tilney and Smith & Williamson offer. So, given they are both attracting the same type of client, it would be inefficient to retain and run both brands separately.

By merging all of brands into one , Tilney Smith & Williamson could also offer all clients the best of both legacy companies, specifically its comprehensive and integrated Wealth Management and Professional Services offering as well as access to the group’s offices in 27 towns and cities. ​Additionally, this would result in a more seamless colleague and client day-to-day experience, and the ability to create a stronger external brand presence.

Conversely, Bestinvest clients have very different needs. They are confident about making their own financial decisions and buying online – and value having their own brand that signals this.

So, the Executive team and Board agreed to:

• Merge Tilney and Smith & Williamson into one brand, given the similarity of their clients.
• Retain Bestinvest as a separate sub-brand, signalling the distinctiveness of this proposition to those clients who might like it, while still operating within the masterbrand stable.

When To Consider Moving To A New Brand Name

Given it made sense to move the Tilney and Smith & Williamson brands into one brand, the next question we asked was ‘What brand name should it be?”.

On the one hand, it is generally recommended that companies retain an existing brand name when possible, given the time and resources needed to set up a new brand and build equity in the marketplace. On the other hand, it’s preferable to have a name that supports the brand proposition – in this case, the friendly and approachable, personalized service that both sets of clients value.

So, in the market research, we also assessed how strong each of the Tilney and Smith & Williamson brands were in terms of awareness and image, with the aim of moving to whichever was strongest.

The quantitative market research confirmed that both Tilney and Smith & Williamson brands enjoy strong service reputations, but neither was well-known – which wasn’t surprising given the nature of the face-to-face, service-driven business these brands operate in.

The qualitative market research also showed that the Tilney and Smith & Williamson brands were well-liked by their legacy colleagues and clients. But, if either was used as the brand for the whole business, then it would most likely disenfranchise the sizeable number of colleagues and clients who had come from the other company – i.e., it would seem like a takeover.

So, frustratingly, neither of the existing individual brands was a strong viable option.

Another option was to move to the long corporate name, Tilney Smith & Williamson. But, in 2021, it became clear that the length of the corporate name made it difficult to control in the media and use day-to-day – especially in the digital medium – and the corporate nature of the name is dissonant with the friendly and approachable, personalized service the company is valued for.

So, after much debate and overcoming initial reticence, the decision was made to search for a new name that could support Tilney Smith & Williamson’s service proposition, and all colleagues and clients could feel part of and get behind.

Finding A Strong New Name

We knew that we needed to find a bold, fresh name to support the bold ambition of the business .

So, we set ourselves a demanding list of naming criteria. From a practical perspective, it had to be short, memorable, and work well across the whole business. From an emotional perspective, it had to be as authentic as Tilney and Smith & Williamson’s longstanding heritage of almost 200 years, and as personal as its high-end service.

We looked for possible new brand names using 2 sources of inspiration:

• Company purpose and values: Is there a name that supports ‘placing the power of good advice in more hands’ and our values of ‘personal’, ‘partnership’ and ‘performance’?
• The brands legacies: Is there something in their histories that could be used?

Finding strong new names today can be challenging given that many have already been taken. But after three rounds of name generation and a round of internal naming research we found a name that met our demanding criteria list, Evelyn Partners.

Evelyn is inspired by a particularly meaningful event in the company’s rich history. It is named after Evelyn Gardens, the London address that one of the original founders moved to in 1893 when expanding the business from a regional Scottish one into a U.K.-wide one.

But not only does the name have an ownable historical connection , it also supports the brand proposition of delivering a friendly and approachable, personalized service to all. Both a surname and a first name, Evelyn is warm and approachable, timeless yet contemporary, and short and easy to remember. Importantly, by using a real name, we wanted to stay true to one of our core values – ‘Personal: We treat you as an individual’.

We combined this with Partners to convey the company’s commitment to building long-term, valued relationships with its clients, bringing another of our core values into the name – ‘Partnership: We go further together’.

So, after much discussion, our Executive team and Board approved our recommendation to rebrand to Evelyn Partners – an ownable name that supports our friendly and approachable service reputation, our distinctive wealth management and professional services offering, and our purpose and values. And, importantly, a name that every colleague and client can get behind and be proud of.

Getting Organizational Buy-In

Before we announced the name externally, we shared the case for change and the new name with a large number of colleagues to get their buy-in. We were initially nervous about doing this due to the risk of a leak. But, in an industry where personal relationships with clients are so critical, we wanted to give client-facing colleagues time to process the change ahead of the client conversations they would need to have shortly after the announcement.

To win over colleagues’ hearts as well as their minds, we focused on 5 messages.

Firstly , the aspiration to create a much-loved business and brand that is known for delivering friendly and approachable, personalized service to all clients, and the need for a name that reflects this.

Secondly , the rationale on why we needed to move to one brand, why each of the existing names wouldn’t work and why Evelyn Partners was a strong name – using the market research data and interview quotes to convey a clear, factual case for change.

Thirdly , demonstrating how the new brand would be brought to life in a visually distinctive, contemporary, eye-catching way.

Fourthly , the many colleague and client benefits of moving to one brand including:

• For clients, being able to offer them the best of everything we do
• For colleagues, the move to one company, with everyone delivering the same vision in a much more streamlined and seamless way, under a brand name everyone can get behind and be proud of – and importantly the short email address everyone very much wanted: evelyn.com.

Fifthly , reassurance that everything else would stay the same for clients.

All of these messages were key in winning over people’s minds on why the change was needed as well as their hearts on why this was an exciting direction to take.

In today’s world, making the case to merge brands into one brand or migrate to one new brand can be tough. It’s likely to cost incremental money that will most probably not deliver an immediate payback, and few colleagues or clients will ever endorse the move in market research.

To determine whether to merge multiple brands into one brand, assess what types of clients each brand is attracting today. If they are similar, it is inefficient to go to market with multiple brands.

If moving to one brand, retain an existing brand if feasible, given the time and resources needed to set up and build a strong new brand in the marketplace – but also one that ideally supports the brand proposition.

On those rare occasions where existing brand names are sub-optimal – in this case due to both brands being relatively weak and this being a merger of equals – you may need to find a strong new name. If so, look for inspiration in the company’s history, and its purpose and values.  Ideally, the new name should be ownable, supportive of the brand proposition and resonate well.

Once the decision is made, win over colleagues’ and clients’ hearts and minds by presenting an exciting yet factual case for change, supported by the many benefits to colleagues and clients of the name change and reassurance that everything else will stay the same.

Importantly though, while external branding experts can help, strong internal ownership of the case for change , the final new name and the engagement of colleagues is key.

Projects like this are rare with people likely to only work on one at most in their career. We feel very fortunate to have worked on this one, and hope that you get the opportunity to work on something as impactful too.

Contributed to Branding Strategy Insider by: Simonetta Rigo, Group Chief Marketing Officer, Tilney Smith & Williamson and Ruth Saunders, Managing Partner, Galleon Blue

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Logistics company builds value by consolidating brands

Campaign focused on developing a consistent global portfolio helps create a Top 100 global brand.

Following several big acquisitions, a global logistics company found itself with several competing brands within its portfolio, each with different strengths arising from different business models. The brand overlap was creating both internal and external confusion and making it difficult for the company to realize the potential of its acquisitions.

The company called on McKinsey to help re-architect the portfolio within an overall brand management framework that would define brand-value propositions, optimize media allocations, and deliver the brand cleanly and efficiently across all points of contact with the customer.

Working closely with the client’s marketing executives and employees, the McKinsey team assessed the customer experience across more than 50 different customer touchpoints. Using our proprietary BrandMatics tool—a powerful analytic approach to mapping brand performance, image, and requirements at customer touchpoints—the team developed a clear insight into the core elements driving customer purchase decisions: the strength of the brand locally around the world; the “commitment” it communicated to individuals; and the active solutions it generated for customers.

The research yielded an important insight: Logistics buyers want comprehensive, one-stop services. This clarified the primary course of action: to combine all express and logistics activities under one umbrella brand, and to reposition that brand through a globally consistent brand image campaign. The campaign launched in 64 countries, included new brand visuals at all touchpoints, internal events and advertising campaigns, and a brand book to familiarize employees with key elements of the brand positioning.

Soon after the engagement, the newly consolidated brand jumped into Millward Brown’s ranking of the Top 100 Most Valuable Global Brands as brand awareness increased from 19 to 57 percent and advertising recall from 17 to 61 percent. Perhaps most significantly, brand awareness among the key logistics buyers' segment leapt to 93 percent.

The campaign also created a renewed and clear commitment to the brand among employees while helping to align objectives and brand-management metrics among managers in the far-flung operations of this multinational company.

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Case Study: Consolidating 19 Brands into 1

From a house of brands to a branded house, the challenge:.

Superloop is an ASX-listed emerging telco provider, notable for its network and cable system linking Australia, Hong Kong & Singapore and more recently NBN offering to Australians. Over the course of the last 3 years the organisation has been in aggressive acquisition mode, accumulating 19 businesses, all serving different market segments and channels. Superloop needed help consolidating brands into an architecture that made sense to be able to market to both B2B and B2C customers.

The opportunity:

Consolidating 19 disparate brands under a single Brand Architecture would serve the 4 market segments and all the products offered under each of them. A sum greater than its parts. Ultimately this would ensure brand consistency across channels and maximise the marketing budget behind a single brand. Focused brand and focused resourcing.

Our approach:

We applied our stakeholder alignment methodology to ensure that all key players; including the Board, C-Suite, majority shareholders, employees and the community were considered with an outcome that served all them, and minimised the risk of failure for any business activity.  Our approach was to ensure an architecture that delivered economies of scale across budgets whilst delivering impact for different business activities. Also critical in the process was to define a brand Purpose and Unique Value Proposition which strongly differentiated Superloop from its much larger competitors, and positions it as a viable challenger brand.

We used a range of research techniques including focus groups, surveys and internal stakeholder interviews.

Deliverables:

– ensuring the brand solution covered the needs of very disparate business activities, segments and services – aligning very sensitive and sometimes subjective stakeholders, including past owners of the acquired entities still involved in the business and with strong ties to the previous brand names – economies of scale, driving cost savings and operational efficiency – brand strength and clarity to position Superloop to grow aggressively over the next 3 years.

The Superloop logo and device

The circular spinning ‘super loop’ device was well liked by focus groups

Consolidating 19 brands into 1, the result:.

The new brand has  been unanimously adopted  by the Board and C-Suite and is now in market. – 19 brands consolidated under a single brand and position that talks to the 4 key segments of  Wholesale, Enterprise, SME and Residential – an internal roll-out strategy to build ownership and understanding, and effective implementation, across all business locations and teams – confidence to bid for and win primary naming rates for the Adelaide 500 racing event, which is now called the Superloop Adelaide 500 for the next 3 years – kick-off for the creation of the first through-the-line communication campaign

The Superloop logo and device The Superloop logo and device

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Case Study: From Multiple Brands to a Single Powerful Web Presence – Consolidating for a Better Customer Experience

by Briana Phelps | May 1, 2019 | Case Study , Social Media Marketing

BX3 Supply & Rental started in 2006 as the first Taylor Rental franchise in South Montrose, PA. Through the years following, Bill Kelly II and his father, Bill Kelley Sr. worked hard to build the business, and in 2008 they opened their second store.

The business flourished from here, and the enterprising father and son pair moved quickly to exploit new business opportunities. They expanded into oilfield supply when this industry began to boom, necessitating a move to a larger location for their second store in 2013. Then in 2016, they expanded their rental offering into the event and party space, creating Endless Mountain Events.

Business was good, but their web and social media presences were suffering. The new businesses were all branded separately, with their own websites and social media accounts. Customers found this lack of consistency confusing and often didn’t understand which site they should visit for a given service. In addition, managing all of these separate websites and accounts became increasingly difficult. Bill II and Bill Sr. realized they needed to consolidate into a single brand, with a single website and social media presence to improve their customer’s experience and make their lives considerably easier. Unsure of the best way to tackle such a large undertaking, they turned to New Media Retailer.

Website and Social Media Requirements

According to Phillip McKeon, BX3’s Vice President, “We had no accountability in our marketing/advertising department. Then, we had no one in our marketing/advertising department. We needed a content manager, and a fresh look with our re-branding process.”

When BX3 approached New Media Retailer, their various business divisions straddled three different brands, BX3 Supply, Taylor Rental, and Endless Mountain Events. The company planned to rebrand all of these separate entities under their current name, BX3 Supply & Rental.

In order to present this newly fused brand identity and make it as easy as possible for their customers to do business with them, they needed a new website that successfully combined these different business operations. The goal was to create an aesthetic that made sense for all of them, while also keeping important distinctions to avoid any possible confusion.

The company’s social media accounts also needed to be combined without interruptions or lost followers. It was important, particularly with their social media presence, that customers didn’t interpret the shuttering of the separate accounts as an indication that the company was going out of business or closing a division. The consolidation had to be deft, with constant communication so that existing followers had ample opportunity to connect with the new, fused social media accounts.

The Challenge

The task was daunting. As Phillip put it, “We had to get a new website built, convert the product catalog, merge our separate social media accounts, and come up with some fresh content for both of those.”

The different business divisions, while related, had very different personalities, that made creating a consolidated website challenging. The website needed to feel cohesive while still honoring what customers appreciated about the original brands.

It was also important to effectively communicate the upcoming changes to BX3’s customers, both during the conversion and afterward. It needed to be clear that nothing was changing about the business, and that the new website and social media accounts would make it simpler for customers to do business with all three divisions.

The Solution

New Media Retailer built a responsive website that effectively fused the three distinct identities of BX3’s former brands into one, unified brand, with a design aesthetic that successfully honored all three divisions. The website presented the combined company’s full catalog, the retail hardware business and both rental businesses into a seamless whole that was easy to navigate and customer-friendly.

New Media Retailer also assigned BX3 a dedicated Marketing Specialist tasked with making monthly updates to the site based on feedback from the client and their customers. This made certain the new, combined site evolved effectively as BX3’s customers acclimated to the newly fused company.

In order to keep customers informed, and to help with SEO, New Media Retailer published blog posts on the new website, communicated changes and helped with the transition process. This continued after the transition was complete.

To round out the service, New Media provided BX3 with monthly analytics and reports on the website’s performance.

The Unexpected Difficulty

Everything was proceeding to plan when, during the merging of the company’s various social media accounts, a Facebook complication threatened to derail the process.

The team discovered that one of the two pages BX3 maintained had been created and was owned by a former employee, which made it inaccessible. New Media Retailer searched diligently for backdoors into the account and utilized numerous tactics to merge the two accounts into one, but it quickly became clear that this strategy wasn’t viable. Instead, the employee-owned account would have to be shut down.

BX3 grew concerned that closing the account might cause them to lose followers if they weren’t properly informed of the situation. The potential for misunderstandings was high, and BX3 wanted to be certain this new snag wouldn’t cost them customers in the long run.

The Quick Pivot

Recognizing the importance of smart communication, New Media Retailer created a social strategy to manage content and the transfer of followers from the account they didn’t fully control to the account they did. Frequent posts were made to the rogue account letting customers know that it would soon be shut down and encouraged them to “like” the second account. The posts explained the need for the transition and assured customers that the changes would do nothing but improve their experience.

At the same time, a series of posts were created to welcome transfer customers to the new main page. These posts were designed to give them an idea of the sort of content they could expect going forward. They also explained what was going on to followers of the main account and let them know why the welcome messages were needed.

These frequent, targeted posts were successful. New Media managed to convince the vast majority of the closing account’s followers to make the jump to the new account. By the time the account was closed, there were very few people that had to be abandoned.

After this snag was dealt with, New Media Retailer successfully merged the rest of the social media accounts and kept lost followers to a minimum.  

The Results

BX3 couldn’t have been more pleased. The new website does an excellent job of combining their three business operations into a cohesive whole. Customers now enjoy a one-stop portal for all of their retail hardware, equipment rental, and party/event rental needs.

The site makes it easier for customers to learn about all the services BX3 offers. Since they’re now served up under one banner, customers that were previously aware of only one service were introduced to entirely new business offerings of which they could take advantage.

This drove a large increase in new business to all three of BX3’s divisions. Customers had new rental and retail options available to them of which they were previously unaware. This turned customers into fans.

BX3 & New Media Retailer Successful Together

BX3 Supply & Rental wasn’t sure how they would accomplish their brand fusion, or if it was even possible given the challenges they faced. These fears are now gone. As New Media Retailer moved the company through their process, it became quite clear to BX3’s management team that they made the right choice.

“New Media Retailer was recommended to us as a vendor through our co-op,” Phillip said. “Typically, we have always had success with vendor recommendations from our co-op. They do all the hard work for us.”

It would appear their co-op was right again. With New Media Retailer’s help, BX3 is now growing as a successfully merged company. Their website is a gleaming example of the capabilities posed through smart design and strong copywriting.

Through the redesign, BX3 has reduced costs, reduced labor overhead, and created a system primed for growth. As Phillip puts it, “We had a full/part-time person in our online marketing/advertising department. Having NMR relieve some of the stress of content distribution on social media, and keeping our website updated literally saved us an entire employee.”

BX3 is glad they enlisted New Media Retailer’s help, and for their part, NMR is quite pleased with the results. The whole project was an exciting foray into the branding challenges faced by small to mid-sized companies. NMR can’t wait to apply these lessons to their next branding project.

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Strategic Brand Consolidation Plans: How B2Bs Can Guide Effective Mergers & Acquisitions

This b log post is written by Kathy Floam-Greenspan and appears on the Forbes Agency Council. You can read the full post here .

A company’s brand is its most valuable and important asset. Regardless of sector, product offering or customer base, this intangible resource separates successful businesses from the competition. In the B2B sector, which requires prolonged sales cycles for enterprises to become recurring customers, long-standing brand value is especially critical.

It may not be reflected on its balance sheet, but a company’s brand brings immense value to a merger or acquisition (M&A). As a recent  Deloitte  report succinctly explains, “The value of a strong brand cannot be underestimated in today’s fast-moving commercial environments, where customer loyalty is notoriously difficult to acquire and sustain.”

Consequently, B2B brand consolidation is a critical—if often overlooked—component of an effective merger or acquisition.

With M&As accelerating in today’s disruptive, high-stakes B2B landscape, companies must maximize value and opportunity from the process, requiring a strategic brand consolidation plan that produces needed results.

Here are three ways companies can implement a strategic brand consolidation plan from day one:

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Brand Consolidation Approach In Healthcare Marketing – PerfectServe Unite Case Study

In an earlier video post , Ryan Grable , a healthtech Chief Marketing Officer at PerfectServe , shared insights on product branding and marketing strategies. In this video, Ryan discusses how their company has approached brand consolidation.

Speaking with  Adams Turinas , the CEO and Founder of health launchpad. Ryan dives into how upon their acquisition and merging of 4 different brands, they launched PerfectServe Unite to engage, align, and sensitize employees on their merged brands .

Strategic Brand Consolidation Alignments – Key Video Highlights

Ryan shares the following brand consolidation approaches that they have adopted  after the successful acquisition and merging of multiple brands:

• Employees/Team Brand Consolidation Alignment
• Customer Alignment – Customer Journey Engagement
• Company Unity: Aligning Brand With Vision & Mission

#1. Employees Brand Alignment

One of the key strategies in brand consolidation is internal brand alignment. You need to ensure that all employees have a full understanding of the brand and its promise to customers.

Any internal confusion or misunderstanding of the brand among employees can lead to misinformation of customers and limit brand awareness.

#2. Aligning Brand With Customers 

In order to effectively approach brand consolidation, it is important that you undertake a thorough evaluation of all the end-to-end-to-end customer touchpoints.

This is critical because it will determine how effective your organization will be engaging with customers during their buyer’s journey.

And so all the information you share with customers should be relevant, consistent, accurate, and valuable.

The Risks of Poor Engagement:

Ryan further explains that in situations where there are siloed departments, customers are likely to receive inconsistent and unreliable information.

#3. Company Vision, Mission, & Brand Consolidation

Ryan further explains the need for unity in understanding the company’s vision and mission.

Your brand, therefore, should be aligned with the company’s mission.

This is critical because employees will now have a better understanding of the brand and how it relates to the company’s mission and goals, and the impacts of their contributions.

PerfectServe Unite –  Case Study Example

In order to illustrate brand strategy and mission alignment, Ryan shares their company mission:

“We want to bring joy back to caregivers”.

And so to align their brand consolidation strategy, they focus on making health professionals happy and bringing back joy to the work they do.

This is to make them appreciate the reason why they signed up to do the work they do.

And so, when their company achieves its mission, its success brings back joy to all its employees as well!

When employees understand the mission they appreciate that their contributions are indeed serving that experience

Brand Consolidation Strategy – Internal Alignments – Video

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Relevant Links

• Creating a New Brand Umbrella
• Healthcare Brand Development Strategy
• Brand Positioning Strategy In B2B Healthcare Marketing
• Building Brand From The Inside Out

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Selecting the right brand strategy services partner, leveraging authenticity, advocacy, and analytics in healthtech branding, brand storytelling strategies for healthcare technology, about the author  adam turinas.

Hi, I am Adam Turinas, Health Launchpad's founder. I am passionate about helping healthtech firms succeed through better sales and marketing. I have hard-earned experience in healthcare technolgy as I started two healthcare businesses in the US, the first with zero healthcare experience. We sold the second business to a strategic buyer seven years later. Over 9 years building a healhtech businesses, I have learned how to sell and market effectively to healthcare organizations. Prior to this, I spent two decades in digital marketing across healthcare and other consumer industries where I sold over $100 million in products and services to corporations and healthcare orgs. I would love to talk with you. You can book a call with me on the right hand side. Best Adam (This is page 0 of many)Enter your text here...

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Strategic brand consolidation plans: how b2bs can guide effective mergers & acquisitions.

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Kathy Floam-Greenspan is the President of Pomerantz Marketing , a full-service B2B agency supporting regional, national and global SMBs.

A company’s brand is its most valuable and important asset. Regardless of sector, product offering or customer base, this intangible resource separates successful businesses from the competition. In the B2B sector, which requires prolonged sales cycles for enterprises to become recurring customers, long-standing brand value is especially critical.

It may not be reflected on its balance sheet, but a company’s brand brings immense value to a merger or acquisition (M&A). As a recent Deloitte report succinctly explains, “The value of a strong brand cannot be underestimated in today’s fast-moving commercial environments, where customer loyalty is notoriously difficult to acquire and sustain.”

Consequently, B2B brand consolidation is a critical—if often overlooked—component of an effective merger or acquisition.

With M&As accelerating in today’s disruptive, high-stakes B2B landscape, companies must maximize value and opportunity from the process, requiring a strategic brand consolidation plan that produces needed results.

Here are three ways companies can implement a strategic brand consolidation plan from day one.

Establish Direction

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Effective brand consolidation is predicated on careful planning to establish the direction for the M&A process rollout, including internal and external communications.

Without planning, brand confusion and haphazard online deployment quickly undercut the process. For example, consider just a few common pitfall scenarios for B2B companies that are trying to maintain continuous, trust-building relationships with their customers:

• Two companies merge, but insufficient planning complicates brand consolidation and rollout, producing websites with mixed branding, confusing visitors and diminishing the impact of an important merger or acquisition.

• An organization acquires several companies that are designated as subsidiaries. Failure to plan and communicate with internal stakeholders creates a haphazard online rollout where subsidiaries don’t link back to or reflect the parent company.

• A merger or acquisition produces two online platforms of differing quality, value and maturity. Forward-thinking leaders will enlist help to evaluate online assets to facilitate an expert-derived, data-driven decision about which website should remain online as a reflection of the company’s consistent and cohesive brand standards.

M&As exist to increase the value of the parent brand, but this outcome is compromised when poor strategy and planning for brand and web presence create confusion and erode quality.

Instead, a lack of direction can have a detrimental effect for employees, customers and strategic partnerships. It also diminishes brand strength, as reputation and visibility both take a hit.

That’s why establishing direction must be a top priority implemented at the beginning of the M&A process.

Optimize B2B Customer Engagement

A brand outcome must be aligned with business objectives. Often, this means that acquirer branding takes precedence. However, that isn’t always the case, and decision-makers should carefully consider the brand equity, strength and market segmentation associated with each brand before making long-term decisions.

Ultimately, B2B companies want to preserve or transition existing customers. To optimize B2B customer engagement, consider launching a campaign to customers—including press release announcements, an email from company leadership, website banners, social media posts or a monthly drip email campaign—that gradually informs customers about the M&A value while introducing new offerings.

Since companies frequently fail to conduct market research into customer engagement trends, including if they are likely to switch to become customers of the acquiring company, a strategic approach can be a differentiating factor that separates successful mergers from those that fail to meet expectations.

Account For Costs And Complexity

An effective brand transition is difficult, adding to the cost of the M&A process. As a result, many companies are content to wing it, making real-time decisions without evaluating the long-term repercussions of a haphazard M&A process.

By accounting for the costs and complexities of a brand transition early in the process, leaders can allocate resources appropriately while more accurately assessing the cost and potential value add of a merger or acquisition. This might include:

• Creating a cohesive brand voice from multiple companies.

• Aligning messaging, timing and personalities as power struggles are common during the M&A process.

• Establishing communication methodologies.

• Conducting an internal review to determine approval processes.

• Aligning marketing platforms and databases.

While the cost of rebranding varies significantly based on scope, sector and time frame, it’s worth accounting for costs and complexity at the beginning so an effective M&A process isn’t cut short by B2B leaders unprepared for the extent of branding decisions.

Promoting Success With Planning & Strategies That Work

M&A activity is at an all-time high as companies leverage the process to facilitate growth, expand market share and connect with more customers. When executed effectively, they can be wildly successful, creating immense value for buyers and sellers.

And yet many consolidations fail to deliver the promised outcome and expected synergy that leaders imagined. Consequently, it’s estimated that between 70% and 90% of M&A deals ultimately fail. The reasons are multifaceted, but the far-reaching repercussions of ineffective brand consolidation are a significant factor.

Simply put, effective brand consolidation isn’t a walk in the park for any company, but especially not for B2B organizations. It’s a web and a puzzle that takes strategic planning to solve. It’s a challenge worth taking from the very beginning of the M&A process.

To enhance results, brands should consider the channels in which their customers best receive information. Some customer verticals or markets may prefer email or various social media platforms while others might be more responsive with direct mail and calls. Regardless of the approach, it’s important for marketing to tap into the knowledge of sales within each company to best understand customer demographics and communication preferences to craft a campaign that will reach and resonate with them.

Fortunately, by answering critical questions and formulating a strategic brand consolidation plan that guides the process from day one, businesses can improve outcomes for all stakeholders.

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Rebranding Case Studies: We’ve succeeded regionally—and in the far corners of the world.

We’ve made change happen for both regional entities and global giants, across healthcare, energy, manufacturing, financial services and technology, to name a few. From rebranding related to mergers to the creation of a more efficient brand and marketing operation, we’ve helped our clients achieve more, spend less, and build a better brand.

Here you’ll find rebranding case studies across industries like healthcare, energy, manufacturing, financial services and technology. From rebranding related to mergers to the creation of a more efficient brand and marketing operation, we’ve helped our clients achieve more, spend less, and build a better brand. Browse rebranding case studies related to regional entities and global giants.

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The Science of Successful Branding: Case Studies and Insights

Successful branding can influence consumer perceptions, build trust, and drive long-term customer loyalty.

Branding is a powerful force in the world of business. It's the art and science of creating a distinctive identity for a product, service, or company. Successful branding can influence consumer perceptions, build trust, and drive long-term customer loyalty. In this article, we will explore the science behind successful branding , exploring key principles and sharing case studies highlighting the strategies and insights that have propelled some of the world's most iconic brands to success.

Branding as an Emotional Connection

At its core, branding is about creating an emotional connection between a brand and its audience. It's not just about logos, colors, or slogans; it's about how a brand makes people feel. Successful brands understand that emotions play a crucial role in consumer decision-making. They tap into these emotions to create a bond that goes beyond the functional benefits of a product or service.

Case Study: Apple Inc.

One of the most iconic examples of emotional branding is Apple Inc. Apple's brand is synonymous with innovation, creativity, and a sense of belonging. They have mastered the art of making their customers feel like part of a community, appealing to their desire for uniqueness and self-expression. Apple's design aesthetic, sleek product packaging, and marketing campaigns all contribute to the emotional connection that has made Apple a global brand leader.

Consistency is Key

Consistency is a fundamental principle in successful branding. A brand should present a unified and coherent image across all touchpoints, from its website to its packaging and advertising. This consistency builds recognition and trust over time.

Case Study: Coca-Cola

Coca-Cola, one of the world's most recognizable brands, has maintained a consistent image for over a century. The red and white color scheme, the classic contour bottle, and the timeless "Enjoy Coca-Cola" slogan have remained largely unchanged, fostering a sense of nostalgia and reliability. This consistency has allowed Coca-Cola to establish a strong emotional connection with its customers, making it a global symbol of happiness and refreshment.

Understanding the Target Audience

A deep understanding of the target audience is essential for successful branding. Brands need to know who their customers are, what they value, and what problems they need to solve. This knowledge informs branding strategies, ensuring that a brand's message resonates with its audience.

Case Study: Nike

Nike's "Just Do It" campaign is a testament to understanding its audience. Nike recognized that its target demographic, athletes and sports enthusiasts, sought motivation and inspiration. The campaign's message, paired with powerful imagery of athletes overcoming challenges, spoke directly to this audience. The result? A brand that not only sells athletic gear but also motivates people to pursue their dreams and passions.

Storytelling: Creating a Brand Narrative

Storytelling is a powerful tool in branding. A compelling brand narrative can engage consumers on a deeper level, allowing them to connect with the brand's values and purpose.

Case Study: Patagonia

Outdoor clothing company Patagonia has embraced a brand narrative that goes beyond selling outdoor gear. They've positioned themselves as a brand that cares about the environment, sustainability, and social responsibility. Their "Worn Wear" campaign, which encourages customers to buy used Patagonia clothing and repair their old items, reinforces their commitment to reducing waste and protecting the planet. By weaving this narrative into their branding, Patagonia has attracted environmentally conscious consumers who resonate with their values.

Adaptation and Innovation

Brands must evolve and adapt to changing market dynamics, consumer preferences, and emerging trends. Stagnation can lead to irrelevance.

Case Study: Amazon

Amazon started as an online bookstore but rapidly evolved into a global e-commerce and tech giant. Their commitment to innovation demonstrated through products like the Kindle e-reader, Amazon Web Services (AWS), and Amazon Echo, has allowed them to stay at the forefront of industry trends. Amazon's willingness to adapt and expand has made it a brand synonymous with convenience and innovation in the digital age.

Cultural Relevance

Brands that understand and embrace cultural relevance can connect with their audience on a deeper level. They tap into what's happening in the world and leverage it to create meaningful messages.

Case Study: Dove

Dove's "Real Beauty" campaign challenged traditional beauty standards and focused on promoting self-esteem and body positivity. By addressing a cultural shift towards acceptance and inclusivity, Dove resonated with consumers seeking authenticity and empowerment. This cultural relevance not only boosted brand loyalty but also led to societal change.

Customer Experience and Feedback

Brands must prioritize the customer experience and actively seek feedback. This helps brands improve their products, services, and messaging based on real-world insights.

Case Study: Zappos

Zappos, an online shoe and clothing retailer, places customer experience at the forefront of its branding. Their commitment to delivering exceptional customer service, including a 365-day return policy and 24/7 customer support, has turned customers into brand advocates. By actively seeking and responding to customer feedback, Zappos continuously refines its approach, resulting in a loyal customer base.

Consistency in Branding

Successful branding requires consistency across various touchpoints. This includes the visual elements of branding , such as logos and color schemes, but it also extends to the tone of voice, messaging, and the overall brand experience.

Case Study: Starbucks

Starbucks has mastered the art of consistent branding. Their green mermaid logo, cozy store ambiance, and the promise of a personalized coffee experience have been replicated worldwide. Customers can step into any Starbucks location, whether in Seattle or Shanghai and expect the same comforting atmosphere and quality coffee.

Sustainability and Responsibility

In an increasingly environmentally conscious world, brands that prioritize sustainability and social responsibility have a competitive edge.

Case Study: Unilever

Unilever, the consumer goods giant, has made sustainability a core part of its branding strategy. With brands like Ben & Jerry's and Dove, Unilever focuses on sustainable sourcing, ethical practices, and reducing its environmental impact. Their commitment to positive social and environmental change resonates with consumers who prioritize responsible consumption.

Adaptation to Digital Channels

In the digital age, brands must adapt to new marketing channels, such as social media, online advertising, and influencer partnerships.

Case Study: Airbnb

Airbnb disrupted the traditional hospitality industry by creating a platform that connects travelers with unique accommodations. They've harnessed the power of digital marketing and social media to reach a global audience, while user-generated content and reviews provide social

proof. Airbnb's success demonstrates the importance of adapting to digital channels and embracing the sharing economy.

The Role of Trust

Trust is the cornerstone of successful branding. Brands that consistently deliver on their promises and provide high-quality products and services build trust, which, in turn, leads to brand loyalty.

Case Study: Toyota

Toyota has established trust by consistently delivering reliable and durable vehicles. Over the years, their commitment to quality and innovation has earned the trust of millions of customers worldwide. This trust has not only resulted in brand loyalty but has also positioned Toyota as a leader in the automotive industry.

Authenticity in Branding

Authenticity is an increasingly vital aspect of successful branding. Consumers are drawn to brands that are genuine and transparent in their communication and actions.

Case Study: Pat McGrath Labs

Pat McGrath Labs, a cosmetics brand, stands out for its authenticity. Founder Pat McGrath, a renowned makeup artist, leveraged her personal brand and expertise to create a cosmetics line known for its quality and inclusivity. Her direct involvement and genuine passion for her products have created a cult following among makeup enthusiasts.

Embracing Change and Innovation

The world constantly changes , and brands that embrace change and innovation stay relevant. This includes adopting new technologies, exploring new markets, and seeking out opportunities for growth.

Case Study: Netflix

Netflix began as a DVD rental service but transitioned into a streaming platform, revolutionizing the entertainment industry. Their commitment to creating original content and adapting to consumer preferences has made them a household name, even as the media landscape continually evolves.

The science of successful branding is a dynamic and multifaceted field. It involves understanding the emotions and needs of the target audience, maintaining consistency, telling compelling stories , adapting to change, and prioritizing customer experience. The case studies provided, from Apple and Coca-Cola to Nike and Amazon, demonstrate how these principles have been applied in diverse ways to achieve remarkable success. Successful branding is not just about creating a logo; it's about creating an enduring and emotionally resonant identity that stands the test of time. It's about forging connections that transcend transactions and lead to lasting brand loyalty.

You Should Know

ThoughtLab is a dynamic and innovative full-service creative agency renowned for its exceptional branding prowess and relentless commitment to thinking outside the box. With a team of visionary creatives, strategists, Web3, and marketing experts, plus decades of superior website design, ThoughtLab consistently delivers groundbreaking solutions that redefine the boundaries of branding and design. They understand that breaking away from convention and embracing bold, unique ideas is vital in today's fast-paced and competitive landscape.

ThoughtLab's approach involves immersing themselves in their client's businesses, understanding their values and aspirations, and crafting tailor-made branding experiences that resonate deeply with the target audience. Their track record of success stands as a testament to their ability to push creative boundaries, captivate audiences, and ensure their client's brands stand out amidst the noise. With a focus on innovation and a passion for excellence, ThoughtLab continues to be at the forefront of revolutionizing the world of branding and marketing. Contact ThoughtLab today.

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The Consolidation Curve

• Graeme K. Deans,
• Fritz Kroeger,
• Stefan Zeisel

All industries have similar life cycles. Knowing where your company stands in the process can help you plot a winning strategy.

Everyone knows that most new industries are fragmented and consolidate as they mature. But how does that work exactly? Our long-term analysis of mergers around the globe has found that most industries progress predictably through a clear consolidation life cycle—and that companies can plot with some precision where they fall in the cycle.

• GD Graeme K. Deans leads A.T. Kearney’s Global Strategy and Organization management-consulting practice and is the chairman of A.T. Kearney Canada.
• FK Fritz Kroeger is a vice president and
• SZ Stefan Zeisel is a consultant at A.T. Kearney in Germany. Their book, Winning the Merger Endgame: A Playbook for Profiting from Industry Consolidation, is being published by McGraw-Hill this month.

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IDP Consolidates Brands with LOF Taking the Lead

BOO new logo and visual identity X Rice Studios

CHILLTA new logo and visual identity

Shadow Lounge logo and visual identity X The Lab Saigon

ICON Sky Lounge new logo and identity designed by InSpace Creative

HDBank introduced the Muadee sub-brand, designed in-house

Dao House new logo, identity and space X The Lab Saigon

Saigon South International School (SSIS) new logo and visual identity X Doodle Design

Oslo Club new logo and identity designed by InSpace Creative

Finhay new logo and identity X InSpace Creative

Bakes refreshed visual identity 2020 X The Lab Saigon

Saigon Casa Café logo and visual identity

BAEMIN food delivery app arrived in Vietnam with help from Rice Studios

BoBaPoP tea bar latest logo and visual identity

Be ride-hailing firm old logo and identity X Rice Studios

GHN new logo and visual identity (2018)

LienVietPostBank logo and visual identity

Ban Viet Bank (Viet Capital Bank) logo and visual identity

Guru Sports Bar new logo and visual Identity X InSpace

Bakes new logo and visual identity

Cheese coffee new logo and identity X Comma Media

2F Beer Garden gets new logo and identity by M — N Associates

PHỞ24 Restaurant Rebranding

Highlands coffee latest logo and visual Identity

IDP (International Dairy Products) Branding

Branding Insights, Made Easy

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• Asia, Australia & New Zealand
• Europe, Middle East & Africa
• United States & Canada
• Latinoamérica

How 4 brands consolidated their media buys to increase ad effectiveness and boost reach

Advertisers have ever more options for how and where to buy media. As a result, they often use multiple platforms to deliver a single campaign that may include display ads, video ads, audio ads, connected TV ads, digital out-of-home ads, and more.

There are a few reasons marketers may choose to work with several partners, instead of just one, including access to exclusive inventory or a desire to preserve long-standing vendor relationships. Unfortunately, this splintered marketing approach has created recurring problems, such as overtargeting individual consumers with the same message and losing a unified view of campaign effectiveness. The result is wasted media dollars and a poor user experience.

The good news is that media consolidation is feasible.

How can marketers mitigate these challenges? It’s an urgent question, since the number of channels they use to reach audiences will only grow as users hopscotch from app to app, website to website, and device to device.

The good news is that media consolidation is feasible. These case studies include some specific examples of advertisers who have successfully unified their media-buying approach in ways that have helped them properly cap frequency, preserve a positive user experience, and maintain a single source of campaign data.

Danone increases ad effectiveness by consolidating video ad buys

Global food producer Danone focused on improving its campaign effectiveness and efficiency by eliminating excessive media impressions. It embraced this new strategy after observing a major consumer shift to streaming along with growing concerns in linear TV, including ratings declines and cost increases.

To identify and remove wasted spend, Danone worked with agency Wavemaker to consolidate all video ad buying in Google Display & Video 360 with the goal of increasing campaign effectiveness by reducing frequency.

“Rather than overexposing users across campaigns, we’re able to [identify repeat] impressions and push those impressions out to other users who haven’t seen the ad, ultimately increasing our audience reach,” Kevin Manke, Danone’s senior manager of media and data strategy, told AdExchanger .

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Source: Danone Internal Data.

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Danone estimates that consolidating its video buying activities helped it achieve 20% cost savings while increasing overall ad effectiveness up to 50% for some brands.

Unilever Argentina increases reach by unifying media buys

In addition to increasing efficiency, brands that consolidate their media investments can connect with new audiences in target markets. That’s because improving frequency management offers incremental reach to new consumers by reducing overlaps in ad exposure.

Source: Unilever Argentina Internal Data.

In Argentina, Unilever turned to campaign-level frequency management when looking to promote its brands to new potential customers. It partnered with Matterkind to analyze how efficient it would be to unify its frequency controls across multiple campaigns, media types, and environments. With the goal of prioritizing reach and minimizing overexposure, it then consolidated all display and video strategies in a single buying platform. This single point of entry to media inventory gave it control over frequency caps for all insertion orders under one weekly campaign frequency. In just one month, the organization achieved an additional 30% increase in reach.

Suntory PepsiCo Vietnam Beverage cuts costs by centralizing data

The more places you buy media, the harder it is to measure overall marketing effectiveness. Conversely, when you consolidate media buys through a single point of access, you gain a complete picture of how well campaigns perform.

Before consolidating its media buys, Suntory PepsiCo Vietnam Beverage (SPVB) relied heavily on data from local publishers. This data was fragmented and often unverified. As a result, the largest nonalcoholic beverage brand in Vietnam struggled to get a consolidated view of its campaign performance. Along with agency Mindshare , it ran a 10-week experimental campaign that unified cross-channel media buys to measure the impact of frequency management on media waste.

During this trial campaign, SPVB realized a 37% decrease in cost per reach compared to industry benchmarks and a 27% lower cost per unique user. It also saw a 1.4X higher consumer reach compared to a control campaign. Buying media through a single door allowed the brand to easily see all this data in one place, making campaign evaluation easier and more reliable than it had been previously.

Source: Suntory PepsiCo Vietnam Beverage Internal Data.

“We see this as a simple, uncomplicated solution to scale our reach across premium publishers using best-in-class technology,” said Vo Hoang Viet, director of media and marketing operations at SPVB.

As a next step, the team decided to consolidate media buys across all of its brands.

L’Oréal Germany simplifies campaign success evaluation

Measuring the true impact of media buys has never been as simple as marketers would like. Even when consolidating media buys through a single buying door, calculating the gains in campaign effectiveness and efficiency can be time consuming.

L’Oréal Germany realized that consolidating its programmatic media buys resulted in 16% greater reach.

L’Oréal Germany was looking for an easy way to measure the success of its consolidated media campaigns. The brand wanted to analyze how many additional impressions it could achieve by using a single buying platform. With its Garnier Greentalk campaign, L’Oréal centralized all media buys with Google Display & Video 360 and used the platform’s frequency management value quantification tool to gain a holistic view of the campaign’s performance.

The company quickly realized that consolidating programmatic media buys resulted in 16% greater reach, getting its message in front of 1.3 million additional users for this single campaign.

“We are now able to see the exact added reach for each of our campaigns, which is a big step up for our campaign success evaluation,” says Nils Lenzko, precision advertising manager at L’Oréal.

Make every ad dollar count

With so many available media buying options, it’s important to make sure you’re not wasting ad dollars or constraining your reach by serving the same customers again and again. Brands thinking of unifying media buys through a single buying door should evaluate all buying partners to thoroughly understand the unique value each provides. Additionally, a trial campaign can help teams understand the risks and benefits associated with consolidating spend. Once those vetting steps are taken, many find that consolidating media activity provides significant upside in new audiences, efficient customer acquisition, and more trustworthy measurement.

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