• Is it worthwhile to invest in a logo change and all its potential implications? What would be the end user's perception of these alterations if the brand identity remains unaltered?
• Investing in your business image doesn't necessarily equate to investing in its visual identity.
On numerous occasions, we've been approached by clients seeking to alter their brand's logo. However, upon further investigation into the rationale behind this desire for renovation, in most instances, there wasn't a clear motive beyond a desire to "update" or "modernise" it.
The motivations for logo changes can vary but given its significance as one of the cornerstone elements of corporate identity, any alteration could potentially shift the perception of the entire brand. Therefore, if there isn't a compelling reason driving the change, it prompts the question: "Why?" and "For what purpose?"
The investment involved in overhauling the logo of a well-established company can be substantial, depending on the number of applications and platforms where it's utilised: uniforms, stationery, packaging, vehicle wraps, signage, posters, and so forth. Is the expenditure justified by the need to update all these elements due to a logo change? Moreover, what would be the end user's perception of these changes if, conversely, the brand identity remains unchanged across its other touchpoints with the customer?
As we discussed earlier in our entry "What is timeless design?", if our aim is for our brand to stand the test of time, we shouldn't be fixated on aligning our image with fleeting trends or new fads. Instead, we should assess which of these styles or currents resonate with our brand's identity and seamlessly integrate them into our communications.
Returning to the topic of "logo revamping" or "rebranding," it's conceivable that a burgeoning company, having stabilised and begun to expand, may find it necessary to update a logo that was initially crafted in a makeshift manner, lacking the finesse of someone versed in design. However, even in such cases, it's feasible to retain the essence of the original brand by refining minor details such as typography, colour palette, kerning, etc., or by creating variations to enhance readability in smaller formats or even crafting a monogram for use in digital environments. While these subtle adjustments might go unnoticed to the untrained eye, refining an existing logo can yield significant benefits for an already established company in terms of recognition and legacy.
Herein, we shall delve into one of the queries initially posed, with a focus on the significance of "why?":
What phase is the brand currently traversing that prompts consideration of a logo alteration? Are we contemplating a rejuvenation of our corporate image? Do we anticipate this will enhance its performance? Or are we simply looking to invest in our company, deeming the most effective avenue to be through its quintessential visual identity – the logo?
The aspiration to alter the logo is frequently conflated with the notion of reinvesting in the company's image. Whilst this reasoning holds partial validity, the fallacy arises when such action is pursued solely through one facet of identity, risking a failure to attain the anticipated outcomes.
In pivotal junctures such as these, it becomes imperative to reflect on the business objectives, our vision, mission, and values, and above all, how these interrelate with our accrued experience, audience, and the present market scenario: Does the situation mirror that of our inception? What internal processes warrant refinement? What are the demands of our users? What does the market require?
In essence, the time has come for a thorough assessment to identify areas for enhancement, untapped business prospects, and optimization of our communications. An apt strategy for navigating this phase of critical examination is to undertake a SWOT analysis.
This exploration facilitates the identification of the brand or company's strengths, opportunities, weaknesses, and threats. These categories can be further subdivided into two segments: an internal analysis centred on strengths and weaknesses, and an external analysis encompassing threats and opportunities.
The aspects under scrutiny within our organisation are those wherein direct improvements can be made, often readily discernible. Strengths entail an assessment of capabilities, resources (both technological and human), the inherent advantages of our brand, or processes executed with heightened efficacy. Conversely, weaknesses denote internal constraints that may impede the company's performance, such as a lack of financial resources, experience, or infrastructure.
This internal diagnosis furnishes us with insights into the tools and resources available to our company at a given moment, as well as their evolution over a specific timeframe. However, it is imperative to juxtapose this diagnosis with the prevailing market conditions, necessitating consideration of external factors.
Within the purview of external diagnosis, characterised by a sphere beyond our control mandating an adaptive response, the evaluation of two fundamental aspects assumes paramount importance: opportunities and threats. Opportunities signify favourable conditions conducive to organisational growth, such as emerging commercial trends, legislative amendments, or the advent of niche markets. Conversely, threats encapsulate challenges that could imperil project success, encompassing factors like competition, shifts in consumer preferences, or economic downturns.
Regular conduct of this type of analysis is indispensable to gauge progress and adopt a proactive stance vis-à-vis the environment and the evolving demands confronting our products or services. The frequency thereof is contingent upon the nature of the business and purchasing cycles, albeit a sound practice typically entails biannual or annual reviews. Such frequency can be upheld barring drastic organisational upheavals or emergent contexts necessitating radical revisions, akin to the shifts witnessed in consumption habits and societal dynamics amid the COVID-19 pandemic.
Ultimately, the conduct of a comprehensive external analysis coupled with the implementation of a judicious strategy leveraging internal resources equips us to transmute threats into opportunities and navigate adeptly in a dynamic, ever-evolving milieu.
After this situational analysis, we can deliberate upon fortifying our weaknesses, capitalising on market opportunities, and addressing or precluding potential threats.
The ensuing report may unveil process enhancements, service improvements, or competitive advantages in relation to our peers, potentially warranting a logo change and corresponding update if deemed necessary.
Prior to committing resources to a new logo, it is imperative to conduct this form of situational analysis and strategy formulation to ascertain whether a logo aligns with the current needs of the company.
Seeking assistance in devising a brand strategy for your business? Do not hesitate to contact us at ciao@althaus.agency
