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Image change of a company, brand or product is a serious decision. A lot of companies take a long time to get used to the idea, analyzing all "pros" and "cons". Still among the ones that have taken the decision, quite a few withdraw from introducing changes after they have started them. Why is that? The answer is you not only have to prepare a new image, but also skillfully manage image change. Despite what many may think, its not a momentary decision, but a long-run process, which should be conducted knowingly. How?
Let everyone know why we are changing
If you're a company owner and you have got accustomed to the idea of changing your company image, there are certainly some rational arguments backing it. Don't keep them for yourself - people who care about your company (employees, the board), will accept even a radical change far better if they are aware it is necessary. What kind of response can you expect coming to a meeting and proclaiming: "This is our new image, we're going to use it from now on, abandoning the old one? Shock, recalcitrance, inquiries "Why are we changing at all?", "Why are we changing the old image for something of that kind?"
What you could do is organize a meeting and say: "Our image doesnt fit modern standards. The scope of our activities has changed and the old name or logo limits our trading perspectives. Im sure all of you can see that. The solution is an image change that we're going to introduce gradually. Thanks to name X our contractors will find us a more reliable partner, and itll be easier to conduct business talks". I'm sure that after such an introduction, the next meeting - at which you'll present the results of the change - will be held in a friendly atmosphere.
Realize any change triggers recalcitrance
People are afraid of changes, they prefer to live and work sticking to the status quo, rather than face new challenges, since they find it much easier. Due to psychological factors, it's hard to escape this stagnation. For you sticking to the status quo means lack of development and staying behind the competition. For others, less open for innovation it's equivalent with safety. Therefore, realize any change - even a perfectly prepared one will trigger resistance, and get ready to fight it.
Tell the people in charge of the change, what are the results of "staying put". Shake their sense of security by pointing out the consequences of the lack of change. Point to the actions taken by the competition, wake the fighting spirit. These are the first steps towards crumbling resistance.
Don't blur your image
An old saying has it that if something is good for everything it's good for nothing. And it holds true to a large extent as far as your image is concerned. You cant attract everyone, because that way you'll be vague - and thats the worst that can happen to a company, brand or product. The best way to achieve vagueness is to commission building the image to a huge group of people. In such a group there are certain to occur a number of interest clashes as well as a couple of colliding ambitions. The only outcome the work of such a group may yield can be a vague compromise. A strong image calls for a strong leader who has a clear vision of what he wants to achieve. And whats even more important, who doesnt let the others to weaken this vision.
The more people in a company consult the image, the more "vague" it's going to be. Since every consecutive advisor will be willing to add some ideas of his own to what has been worked out so far. A "communication load" that an image can carry is limited. You cant mention too many things at the same time, because discrepant messages will blend and youll be left with nothing but noise. State just one thing, but stand up and be counted thats the best recipe for success. You should pick up the one thing and let an agency to make sure its counted.
Prepare a communication strategy for the new image
A new logo itself is not enough to "sell" the new image effectively. If you've got a new sign, brand or product, make sure everyone in your company is aware what this newness stands for. Why have we decided for a change? What advantages does the change yield inside the company? What do your outside partners gain? If you let people answer these most important questions on their own, the number of varying answers may come as a surprise for you. And the company should speak in unison when it comes to outside communication, shouldn't it? And that's why preparing a communication strategy for the new image is so important. Give your people ready-made, considered answers they can pass on. The logo itself plus 10 varying explanations is not a consistent image, but mutually drowning out information cacophony. Whereas todays crowded market calls for a clear, short and uniform information. Don't buy the logo itself, you'll send your money down the drain.
Would you like an example from the above? Market introduction of iPhone by Apple was one of the best run advertising campaigns. People were talking about the product half a year in advance before its introduction, they were standing in queues a few days before the official market release. Have a look at some of the video materials featuring Apple employees (including Steve Jobs) talking about the new device. All of them use the same wording: "best iPod we've ever made", "revolutionary internet device" etc. Here's a perfect communication strategy (not even an advert!), that can teach you an important lesson.
Try to involve people in the change
With right tools - like a ready image, worked out communication strategy - in hand you'll find involving people in the change much easier. Studies have shown people accept new reality far better if they become a part of it. If you supply arguments that convince them, they'll adapt pretty soon, and as part of this adaptation to the change they'll be convincing the others to accept it. Sure not all of them and not at once - in every group you can distinguish the ones who adapt earlier, the ones who follow the majority and the ones who fight to the very end. Identify the first group, talk with them, provide additional motivation (sometimes praising their performance is enough), and theyll start convincing the others with even more energy than they used to. Try to find allies also in the last, most resistant group. If you spare your time and energy (and it may call for a lot of both) and manage to convince one of the recalcitrant it may be the turning point in the whole process of the adaptation to change.
Stay the biggest advocate of change
An image change doesn't yield immediate, tangible results. People around you are going to evaluate the efficiency of changes looking at you the main advocate and originator of the change - and your involvement. Back the change and stress your support with every step you take.
If you're willing to introduce an image change, discuss with the agency, serving you, not only the change but also the process of its introduction. If youve got a company, employing more than five people, you run your business with associates all of whom have a "casting vote" or youre introducing a change while youre not a company owner, it's probable you'll need a helping hand. Accept it, use it, and the process of image change will run more smoothly than you'd expect.