Here we will address a large-scale project, namely replacing a brand by decision of the Board of Directors within an international organization comprising several thousand employees (following an acquisition or merger, after the creation of a new brand, for business consolidation, with the aim of optimizing financial gains, when entering a new market or a new location, etc.).

This configuration is complex due to the number of stakeholders involved—branding agencies, communication agencies, brand architects, and all company departments. It is led by the organization’s CEO and driven by the members of the Executive Committee.

A rebranding project most often turns into multiple projects related to the brand change, which must be aligned with ongoing structural projects and the marketing plan activities that will continue.

It is also complex because it requires presenting the new brand to—and securing its adoption by—all stakeholders, both within the company and among those the company works with, including institutional partners, customers, and suppliers.

Even in simpler cases, the 7 keys to a successful rebranding apply. The difference lies in the scope and scale to be given to the project.

* Involvement of top management
* A multidisciplinary internal and external team
* Structuring the project into detailed, costed, and scheduled activities
* Mobilizing teams at all levels for each activity
* Rigorous monitoring and agile management
* A strong focus on customers
* Milestones to formally validate the results achieved