Rebranding is the process of transforming the public’s perception of your products, services, or organization. At Toud, over the course of more than 19 years in business, we have managed numerous rebranding and transformation projects across a variety of industries: from engineering, energy, and construction to retail, architecture, and fashion.
Rebranding – product, service, organization
Rebranding is divided into two categories: product or service rebranding and company or organization rebranding.. The first refers to the transformation of perception regarding the product or service and has certain defining elements. The second refers to changing the perception of the company or organization and involves a profound change in what the people inside think about themselves as a group, about their shared ambition, and about their values. Obviously, in the next phase, this also involves a transformation of the perception of people on the outside (from potential clients to partners, media, or suppliers, etc.).
Below, we explain the rebranding process—the one targeting organizations. We also talk about costs, when it is needed, how it helps the business, and how long it lasts. But first, here are a few highlights about us from the perspective of our clients, many of whom have gone through rebranding processes themselves.
First of all, what is a brand? We have written extensively on this subject here – Brand Strategy vs. Brand Identity: understanding the differences and here – 13 things you need to know about branding.. In short, it is what people say about you (if we are talking about a personal brand), about your product, or about your company (product brand, corporate brand). Why is it relevant? Because today, the brand is the most important asset of your company. Its value can be measured in dollars, and in some cases, it can be worth more than 15% of the company’s value. It is the reason why people consume your product or service, or why employees perform.
For an organization, rebranding is a process of transforming the perception that relevant people—starting with employees and extending to clients—have about the organization. It is, in fact, a process of changing identity. Essentially, the people within the organization redefine or consolidate their shared ambition, values, mission, vision, brand personality, and other relevant elements.
The difference between change and transformation is very important. Change modifies actions in response to external influences. Transformation modifies beliefs and aligns values. People are empowered to act and develop a sense of autonomy and responsibility. Organizational norms shift and create the momentum necessary to achieve shared ambitions.
There are many reasons why an organization’s rebranding or transformation process can be initiated. Most often, we at Toud have encountered situations where the brand was no longer relevant to employees (they did not feel they were part of a higher purpose), was no longer relevant to potential clients (selling to certain sectors had become impossible or consumed too many resources), or was no longer interesting to the job market candidates the company was targeting.
Other situations include those involving the acquisition of companies within a group, the launch of new services or products and entry into new markets, expansion into other geographical markets, or a price increase (repositioning).
Organizational transformation is often the foundation upon which a company’s expansion is built—a prime example from our portfolio is Electromontaj. It can be the method through which the organization increases cooperation at the group level and performance—a relevant case here is KADRA. Or, it increases attractiveness for employees in the market— ISPCF. You can read about each of these projects and others further down this page.
We have over 19 years of experience in brand strategy and design, and we have worked with both international and local organizations.
We go through a series of steps, starting with research: discussions within the working group (including decision-makers and the board), interviews with employees (there have been projects where we conducted over 50 interviews), and the validation of hypotheses at the group level through questionnaires.
Next, we reach the workshop stage with the people in the working group, where we aim to identify relevant elements that define the organization – we answer questions such as: who are we, what do we do, why do we exist, how are we relevant, and how do we deliver the promised value? Also in this stage, we explore relevant examples from international markets, using the information gathered during the research phase.
This is followed by a stage of clarification of the new brand identity, followed by a stage of argumentation and validation by the working group. Then, we enter the process of propagating it within the organization. Everything described above is:
Once we have a brand identity, we can begin to build the new visual identity.. This is necessary because it shows that the transformation is also supported by visual elements. After a comprehensive analysis, we decide if it is necessary and, above all, appropriate to change the logo. Sometimes it is necessary, other times it is not. Every time, we have a creative brief and decide strategically what to change and what to keep. Sometimes we keep the shape, other times we keep the colors, and in some cases, we only make minor modifications.
The transformation must also be visible in communication, and an update of the website and messaging always follows, including social media pages.
There is no fixed rule; it depends from one organization to another. When we have large organizations, we may schedule 50 interviews; when organizations are smaller, fewer. However, a reasonable timeframe would be between 3 and 6 months just for the stage of defining the new identity. This is followed by the internal propagation stage. The redesign stage (recreating the visual identity) can take between 1 and 2 months.. The reconstruction of the website can take between 1 and 3 months.. These stages may have sub-stages that run simultaneously, which means that the total time will be less than the sum of the individual parts.
How much does a rebranding cost? The value of this process is profoundly influenced by the situation within the organization. We can provide a quick estimate for a given case—you just need to write to us or call us. The most important aspect is not the price, but the opportunity cost: what is the business growth potential that you are missing by not making the transformation at the opportune moment?
There is no fixed answer here. Generally, it is necessary when one of the points described in the chapter above is reached ( Why is corporate rebranding necessary?) or when there is a significant discrepancy between the company’s image and its identity.
If you feel this need, but do not think it is yet the right time to start such a process, we suggest you write to us. We will conduct an analysis, create a work plan, and estimate a cost. Essentially, we will answer your questions: When? What is the opportunity cost? How much does it cost? How long does it take? How does it help me? You have nothing to lose. The tendency is to delay, but most often, the opportunity cost is very high.
Strategy. Design. Impact.
Toud has been around since 2007. We help companies define their direction and grow through brand strategy, design, and inbound marketing. Today, we combine AI with creativity and human expertise to accelerate growth in a sustainable way. We’re not just a branding agency—we’re a strategic growth partner.
What’s the difference between a rebranding and a simple logo redesign?
A logo refresh changes only the surface; a rebranding changes perception. Organizational rebranding means redefining shared ambition, values, and mission, and visual identity follows as a consequence of these decisions, not as a starting point. Change alters actions in response to external influences; transformation changes beliefs and aligns values. A new logo without this groundwork behind it remains nothing more than new clothes on the same body.
How do we know when the time is right for a rebranding?
Usually, one or more clear signs emerge: the brand no longer resonates with employees, we feel that a higher purpose is missing, we’re losing relevance with the right customers, or we’re finding it increasingly difficult to attract talent in a competitive market. In engineering firms, for example, we often see this pattern: technically excellent teams that believe value stems exclusively from the quality of their work and ignore the brand—until it becomes increasingly difficult to sell projects or win over new clients. Other appropriate times include mergers, acquisitions, the launch of new services, entering new markets, or repositioning through price increases. If you’re unsure, a brand audit will clearly show you whether a transformation is truly necessary right now.
Does rebranding necessarily mean we have to give up our current name or logo?
Not necessarily. It depends on what exactly isn’t working anymore—the name, the logo, the messaging, or the perception behind them. There are cases where the name and logo remain, but everything related to positioning, messaging, and visual identity undergoes a profound change. This decision stems from strategy; we don’t start from scratch, so as not to discard something that still has value just for the sake of change.
How long does it take, from research to the public launch of the new brand?
As a general guideline, defining a brand identity takes 3 to 6 months, redesigning the visual identity takes 1 to 2 months, and rebuilding the website takes 1 to 3 months. The stages may overlap somewhat, which reduces the total duration. However, it all depends on the size of the organization and how many people we involve in the research; for large companies, we conduct over 50 employee interviews, plus workshops and validation surveys.
How do you manage the risk that current employees or customers might not respond well to the change?
That is precisely why organizational rebranding includes a phase dedicated to internal communication, prior to any public launch. We communicate the transformation throughout the organization, align our values and standards, and provide clear answers to simple yet essential questions: who we are, what we do, and why we exist. When employees understand and believe in the transformation, they themselves become its advocates to customers, rather than merely passively accepting it.
Are the visual identity and the website automatically updated as part of this process, or are they separate steps?
These are stages of the same process, but they come after the brand identity has been clearly defined. First, we conduct research and define the brand, then clarify and validate it internally, followed by internal rollout, and finally external communication—which includes redesigning the visual identity, updating the website, and revamping communications, including social media. It doesn’t make sense to change the visual elements before we know exactly what they’re supposed to communicate.
How much does a rebranding process cost, roughly?
There is no set rule; it depends heavily on the organization, the number of stages required, and the depth of the transformation. For comprehensive projects—which include strategy, visual identity, and the transformation of communication channels—we’re talking about budgets that can start at a few tens of thousands of euros and reach hundreds of thousands. But the figure that matters most, in fact, is the opportunity cost—everything you lose in recruitment, leads, and company value while you delay the decision.
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