The franchise model is built on the strength of a brand. A brand is the cornerstone that attracts franchisees, builds customer loyalty, and drives recognition and recall.
For many franchisees, the decision to invest in a brand hinges on its strength and reputation. As a proven business model, a well known and recognised franchise brand stands out in the market with a ready-made customer base, and a golden ticket for success.
The franchise brand is more than just a logo; it’s a promise of quality, consistency, and value. The brand is a big part of why people buy from franchises because it forms the essence of that valuable ‘know, like and trust’.
When a franchisor contemplates a rebrand, the stakes are exceptionally high. Rebranding can trigger a wave of anxiety among franchisees as they worry about the potential loss of brand equity that the change might bring.
The biggest concern is that a new brand identity might dilute or diminish the established brand value they’ve invested in. They fear that customers will be alienated or confused by the changes, leading to a decline in foot traffic and sales or a loss of custom to a competing brand.
Rebranding is often costly, and franchisees can rightly be concerned about additional expenses or reduced profits during the transition, or how a rebrand will disrupt daily operations, requiring new marketing materials and store renovations.
But rebranding can also breathe new life into a tired band. It can create a sense of ownership amongst the franchise family and build better brand awareness, especially if the current brand is losing pace or getting lost in the noise.
Andrew Action, owner of Explore Property said “In a sea of sameness the brand needs to stand out and connect to get ROI”. He recently lead a brand refresh and explained how although there may be pushback to rebrand a franchise, it’s vital if your business is not aligned with the current branding, and to prepare to rebrand if you want to build success into the future.
Established for ten years, Explore Property was a strong brand that had served them well, however, Andrew recognised the need to evolve to stay relevant in the competitive market. “We’d been contemplating a refresh for years,” he explained. “It wasn’t an overnight decision. We knew a rebrand was necessary, but we also understood the challenges. Change is hard, and people often resist it.”
Panteha Jadidi at Kwik Kopy Head of Marketing, echoed Andrew’s sentiments. “The Kwik Kopy brand has been around since the 1830’s so it’s a brand that’s stood the test of time, however, we’ve constantly reinvented ourselves. Our purpose is empowering entrepreneurs to make their mark on the world and the brand evolution is a testament to our commitment to staying relevant and meeting the changing needs of our customers.”
So how does a franchise rebrand or freshen a brand to stay relevant and engaging while involving and supporting the franchisees?
Stuart Faid of AMA Collision offered a valuable perspective: “While we’re not a franchise network, our communication strategy is largely the same. Explain what you’re doing, why you’re doing it, and the benefits it will bring to your customers, people, and shareholders.”
Building Trust and Transparency
To mitigate the fear of a rebrand, franchisors must adopt a transparent and collaborative approach. You need to clearly articulate the reasons for the rebrand, its objectives, and the expected benefits for both the franchisor and franchisees.
Ideally, creating a branding council or working group or at least seeking input from franchisees throughout the rebranding process will foster a sense of ownership and involve them in the process so that they can see the value of the change.
Panteha highlights the importance of involving franchisees, explaining that they created a ‘’Advisory Council’ ’ made up of franchisees so they could drive the direction for the brand. “It’s crucial to bring them on the journey. Communication is your first point of testing and it’s a really powerful tool. When ‘We Make Possible’ was launched at the annual conference it wasn’t big surprise; it was a culmination of a lot of work with the owners.”
When you treat franchisees as partners in the rebranding process, involving them in decision-making, research, and testing, you foster a sense of ownership that reduces resistance to change. You can also tap into your teams expertise, experience and creativity as well. Andrew suggests the process needs to “celebrate individual skill and talent” and Panteha agrees that you need to “encourage your franchisees to be creative, while still maintaining brand consistency.”
Offering financial incentives or assistance to help franchisees offset the costs of the rebrand and phased introduction of the new brand gradually to minimise disruptions and allow franchisees to adapt and off set costs.
Stuart insists that “communication and creating understanding is vital”, and of course, well after the brand has been refreshed, it’s vital to provide ongoing support and to update or include comprehensive training, new marketing materials, and open communication to ensure a smooth transition from old to new. Sharing success stories and demonstrating how franchisees have leveraged the rebrand is another way to guide and support the team.
A crucial element of a successful rebrand is aligning the personal brands of franchisees with the core values of the new brand. When franchisees embody the brand’s essence, they become powerful advocates, helping to build trust and loyalty among customers.
Kwik Kopy by nature have creative people at its heart, so engaging them to be involved in the brand positioning is a natural decision, and Andrew Action confirmed that having a branding specialist or advisor to work with them to prepare and present to the team was a worthy investment.
The refreshed Explore brand was launched at their conference in Townsville in August and any remnants of concern were dissolved as the brand storytelling and purpose was fully communicated. Andrew knew it was vital to “show them how the refresh gives the more freedom of expression and the ability to be creative with the name”.
Clearly articulating the potential financial benefits of the rebrand, using data, research or case studies can help illustrate how the new brand can drive increased sales, customer acquisition, and profitability. “Everything we do is data driven” says Panteha, “we are constantly researching to ensure everything works at a national and local level”.
Of course you can implement the rebrand in a select group of franchise locations to gather feedback and refine the strategy before a full-scale rollout to reduce the risk and builds confidence among franchisees.
A strong, engaging brand is essential for attracting new franchisees, building customer loyalty, and driving sales. So don’t let the fear of rebranding hold you back.
A well-executed and well-timed rebrand can revitalise your franchise team and align and position your business for long-term success. If you know something needs to change, take the leap and give your brand a makeover, taking your team on the journey with you. It might just be the best decision you’ve ever made.
Lauren Clemett is a Keynote speaker, International award-winning Neurobranding specialist and best selling author with over 25 years brand management experience. Lauren shares how to overcome overwhelm and lead with direction, purpose and meaning, making marketing your professional services a walk in the park!
www.yourbrandtruenorth.com