Krzysztof Langer and Mateusz Zabierowski, Admind Branding & Communications CEOs, share their insights on B2B brands tranformation in the latest issue of polish Forbes Magazine.
Transformation is one of the staple tools in the development strategies pursued by global organisations. Read the interview below and learn how to successfully build awareness of B2B brands transformation and M&A processes.
What factors determine the success of a B2B brand transformation? What aspects should be taken into account when two companies join forces as part of a merger or an acquisition?
M.Z.: A brand transformation should first and foremost boost the organization’s overall strategy – and that is the key objective to strive for. Working on M&A rebranding processes with ABB and Hitachi gave us an opportunity to carry out exemplary brand transformations. Real-world experience gained by the agency and the clients’ alike results in the ability to build additional competitive advantage, stemming directly from the impact of the brand.
K.L.: Transformation is a perfect opportunity to achieve higher brand consistency – an aspect that is absolutely crucial for success. Our analyses show that consistent communication improves the company’s visibility among recipients by as much as 300%. Transformation makes for a perfect time to reflect on a brand’s identity, message, promise and to check whether the customers will identify with the brand. A strong brand ensures the company’s high profile, strengthens its market position, as well as fosters trust and credibility among customers.
What tools can be used for this purpose?
M.Z.: Thanks to our expertise and experience with using the Agile framework, we were able to develop a bespoke project methodology based on seamless transformation in four stages. It starts with identifying needs, followed by designing, testing, and standardizing solutions. After that, by developing clear principles and guidelines, and then concludes with communication and knowledge transfer. Every project starts with a detailed analysis and audit resulting in a report on the brand’s condition. Its aim is to outline the state of the brand’s perception and its impact on stakeholders.
K.L.: It is worth noting that knowledge transfer is one of our fortes, a process that our agency is able to handle seamlessly thanks to services such as a special brand management platform (Brand Portal), consultations with experts (Brand Advisory), as well as workshops and training courses. It gives the participants a better understanding and insight into a brand communication strategy. To date, we have carried out 130 such workshops.
Sometimes mergers and acquisitions prove to be a failure. How to prevent that?
M.Z.: Most importantly the fact that a rebranding process is often not given the priority it actually calls for is one of the key issues here since it plays a vital role in shaping brand recognition not only among customers and investors but also among the employees of the merged organizations. The latter is just as important.
K.L.: Precisely! As much as 83% of migration processes end in failure. In many cases, one of the key reasons is the lack of a well-thought-out branding strategy. The brand’s value is a crucial asset in merger and acquisition transactions. What all the companies that emerged from this process successfully have in common is that they all treated branding as a tool used for building efficient brand communication within and beyond the organization in the first place, followed by long-lasting competitive advantage.
You may find the interview in the latest Forbes issue (3/2021).