"When is the right time to rebrand?"
I get this question A LOT.
There's never a perfect window. No company has an open calendar, a locked budget, and a team in full alignment before the first conversation starts. That's not how businesses work.
But there are signals. Here are the two most common:
Your brand no longer matches the strength of your offering.
You've added products, moved upmarket, and entered new segments, but your brand still reflects the company you were three years ago. That gap is costing you in rooms you don't even know you're losing. Your best prospects form an impression before you speak to them. Don't forget, your brand arrives before you do.
Something structurally has changed.
A product pivot. Brand architecture confusion. M&A. New market opportunities. These moments create natural seams, points where the old story and the new reality are visibly out of sync. This creates friction and buying uncertainty. You'll want to address it ASAP.
"It was time to rebrand two years before we finally did it." — Sydney Sloan, CMO, Salesloft
Here's the thing about waiting: the cost is always higher than you expect. Not in budget, but in runway. Every quarter you're in market with a brand that doesn't reflect who you are is a quarter your competitors are gaining on you in perception and market share. Clawing that back takes more dollars than the brand investment in the first place.
The reality boils down to…
There's very limited risk in acting too early on a brand investment.
There's a giant risk in acting too late.
Pick your poison.
Bill Kenney
ROI of Brand
Strong reputation delivers 4.78% in unexpected shareholder returns
Burson's The Global Reputation Economy analyzed 66 publicly traded companies, finding that strong reputation delivered an average of 4.78% in additional, unexpected annual shareholder returns. Aka value that couldn't be explained by revenue, profit margins, or any standard financial metric. Extrapolated globally, that would be an estimated $7.07 trillion.
This return is generated purely by how a company is perceived, built (or eroded) by every brand decision: how they communicate, how consistent they are, how they treat their people, and whether their actions match their identity. Brand isn't just a marketing line item and reputation is more than a press release. According to Burson's findings, it's a quantifiable asset class — and companies that manage it well are generating billions in returns that never show up in the brief.
Noteworthy
- Brand Is Demand — A lot of B2B brands should be asking, "Why is winning getting harder even as our product gets better?" The answer is brand. People can't choose you if they don't know you.
- The Growth Paradox — Jeff Greenspoon, CEO of the Americas at Kantar, speaks on the importance of brands balancing "meaningful and different." "Some of the best CMOs that I've seen have intentionally created guardrails or swim lanes within their business to embrace the tension of both consistency and experimentation."
- Why We're Measuring Creative ROI Too Narrowly — "Creative teams are typically evaluated by throughput — how many assets were delivered, how quickly they were produced and at what cost." Productivity measurements further push the perspective that brand is an expense, instead of an investment. "By shifting the conversation from productivity to value, we more comprehensively measure the ROI of creative."
