Growing Pains at a Health and Wellness Company Call for Global Rebranding Effort

When companies are growing quickly and rapidly innovating, it can be an exciting ride. The ride gets bumpy, however, when the new ideas start to overtax the organization’s ability to execute them, when expansion means working with complex workstreams and international stakeholders, and when myriad shifts in priority cause the brand to lose its identity. A forward-looking executive at a consumer products company was experiencing these growing pains and called on IPM to bring the teams together, focus their efforts, and drive a global rebranding program.

Many Opportunities Led to Many Brand Stories

The health and wellness company’s entrepreneurial approach led to fast growth and frequent priority shifts. As it expanded, its identity became blurred because of disparate products, packaging, and brand messaging, as well as shifting target markets. Was it for people looking to lose a few pounds, athletes looking to bulk up, or people needing a nutritional supplement? Consumers were confused.

In the most complex project in the history of the company, it set a goal to redefine its identity and refresh its brand—from the tone of voice to the logo to the imagery used on product packaging—in time to announce it at its annual grand celebratory event in 12 months for the global sales network.

Broad Perspective and Objectivity Enable Cross-Functional Alignment

IPM’s project manager objectively assessed the company’s processes, decision-making practices, communication methods, and culture. “Bringing in an outside group made it objective,” says the project’s sponsor, who was vice president of global marketing at the company at the time. “For instance, someone in the company managing the project would have a limited view. We needed someone who could approach the project from all perspectives and bring an objective, holistic view.”

She added that it was also a plus that IPM assigned a project manager who matched the culture of the company. “As a project manager, it’s all about influence, leading without authority,” she says. “To do that well, they have to fit the culture.”

Finding talented teams working in silos, IPM’s project manager led the alignment of several functional workstreams within global marketing, including creative, label design, events, digital marketing, product management, and communications, and created a master schedule to highlight inter-dependencies and priorities. The team established transparent governance, an escalation process, a communications plan, and a risk management approach to ensure the rapid execution of brand deliverables and messaging. As challenges emerged, the team was able to address them quickly and reprioritize tasks, if necessary, because they were all working from a common set of information.

“The complexity of the project was enormous, and we had limited time to complete it,” the former VP says. “I had a lot of confidence in IPM. Most companies understand how to manage projects at a basic level, but IPM has the skillset and tools to manage a project properly.”

Governance and Updated Processes Set the Stage for Future Success

The new brand identity, story, logo, packaging graphics, and other core marketing elements relaunched on time at the celebratory event. New products were prioritized to be ready in time for the event, and existing products followed with new packaging as inventory was sold. In all, more than 500 product packages and 40 creative assets were rebranded.

Focusing on the company’s core health-and-wellness consumers also opened the door to new product lines, such as essential oils. Today, the company’s brand is consistent worldwide, and a set of brand standards dictates branding of new products, campaigns, and touchpoints.

Industry: Consumer Products
Service: Business Process Management