Rebranding: Going beyond the logo (part 2)

In November 2007, Enterprise IG changed its name to become The Brand Union.

The company said that was just the first step in a full relaunch programme masterminded by Simon Bolton, the company's global CEO, who moved to the group from advertising network JWT in 2006.

'We started with a comprehensive brand audit. Our clients felt that our name no longer represented who we were. The Brand Union name, coupled with our new positioning, is our way of saying that we are unified, but not uniform.

'We now have a client-centric global brand agency that operates in all major markets, delivering the highest standards in brand growth, direction and protection. We want to be valued for mastering the art and science of brand building,' Bolton told AME Info.

Transforming the RTA

One client that The Brand Union helped to create a brand name is Dubai's Roads and Transport Authority (RTA), through which they tried to set the foundation for governmental branding across the region.

'The leaders of Dubai realised that public perception of the brand is as important as the services it offers because it affects the wider image of the city, locally and internationally,' says Hughes.

He explains that they tried to create a branding solution that communicates a single-minded vision and approach to the transport needs of Dubai.

The idea of 'convergence' was therefore translated into an identity that is simple, service-orientated, and above all capable of forging a relationship with a hugely diverse target audience.

The new model allows the RTA to brand its diverse touch points as well as the various modes of transport in Dubai claims Hughes.

He adds that the group has initiated a unified approach that conveys to residents and visitors the RTA's brand essence under a single message; 'mobility'.

Examples from Saudi Arabia

The Brand Union has worked with various names from the Saudi market, the first of which was Al Rajhi Bank.

The bank's current name replaced the original Al-Rajhi Banking & Investment Corporation, and the bank announced that the change was part of a wider exercise which would see the bank focus on its core business and expand abroad.

More recently, the Saudi Insurance Company, previously known as NCCI to Tawuniya, underwent its own rebranding process. Hughes says that this stemmed from a number of factors affecting Tawuniya's business; including new competitive entry, internal structural reorganisation and the insurer's establishment as a joint stock company.

'We wanted to leverage NCCI's brand heritage in Saudi Arabia, where the company has the reputation of delivering dependable, cooperative products and services. We used this status to reposition the new brand in the light of its internal reorganisation and renewed market position as the premier insurance company in the country'

He adds that the brand was created with a new name, identity and a personality that reflects Tawuniya's true character and position.

The new name and identity takes ownership of the co-operative insurance category and evokes a strong emotional connection to customers. Tawuniya's new brand is assisting it in securing their leadership position in Saudi Arabia.

Bringing brands to life

Once rebranding is done, various issues must be addressed to provide the brand with the opportunities to live beyond a logo or a colour palette.

Hughes divides these opportunities into two broad sections; internal and external.

'On the external side, the brand should have been based consumer insight and, as such, when the brand is communicated through PR, advertising, digital and so on, it should resonate and connect with its consumers.

'Internally, it is important that a brand is not just about a new logo but that the service and delivery of the brand across every point is consistent.

'We need to ensure that the employees, who deliver the brand, understand what it is, what it stands for, and how they should look, speak and think to deliver the brand experience. We call this 'brand engagement'; engaging the staff with the brand and as a result engaging the consumers.'

To approach the re-brand in the correct manner it is important to understand the needs of the internal clients, their visions, ambitions and concerns as well as the external audiences such as the end consumers, governments and other stakeholders.

'If your strategy appeals all audiences, then bringing the brand to life is a pleasure for all concerned,' Hughes concludes.