Page 63 - DLIS402_INFORMATION_ANALYSIS_AND_REPACKAGING

Information Analysis and Repackaging

Notes Retaining all that was good about the camps, Clem and/or Alfred also attended or ran more classes
in order to build a bond with campers. They increased their advertising, joined networking groups,
offered discounts, started allowing men to participate, and more. But the negative posts still haunted
them.
So they reassessed their messaging, listened to their loyal customers, and gained insight as to why
some women didn’t join even though they were interested.
In the end, they decided to continue subtly rebranding ABC, and to also create a new company,
Victory Get Fit Club (VGFC).
As ABC phased into becoming a co-ed camp, VGFC became the women-only club–an offering for
women who were worried about joining a “boot camp,” but were excited about getting fit in a club
atmosphere, which connotes belonging and friendship.
In assessing their image, they realized there were four key reasons they needed to rebrand ABC and
spin off a new brand: damage control; relating the companies more to their core values and mission;
taking advantage of the down market; and a better understanding of their target markets.
“Our business took a huge dive (50%+ decrease) due to staffing issues. It took a year of learning, re-
staffing, and re-vamping… now we’re bigger than ever and growing! Now that I have defined what
the spirit of the company is and am very clear, I will not make the same staffing mistakes or be
easily swayed towards other ideas, products, or services that don’t match the spirit and soul of the
company, Victorious Lives LLC,” said Clem.
Rebranding is a viable solution to overcoming a negative image, but not always the only or best
choice. Backwater may never recover from a history of malfeasance, regardless of what it does. But,
like ABC, businesses can and do overcome negative perceptions by dealing with the issues, assessing
components of their business model and branding, and strategically applying relevant tactics.
Real brands–where does the drive come from?
People are inundated with responsibility. They must work in order to survive. But where does the
drive come from to not only survive, but thrive?
For some, it’s inherent. They were born that way. For others, the events of their lives not only shape
who they are, what they stand for and how they see the world, but also instill in them the need to
excel.
Some are happy with the status quo. Others create the status quo; then move on, creating and
recreating. Some rely on others for necessities. Others provide their own necessities by their own
means and provide for those who can’t or won’t. It’s the same in business.
An organization can achieve many of its business goals through a minimalist approach–if its goals
don’t reach for the stars. The organization can subsist. But, most likely, it will not grow.
But for an organization that wants growth, that wants to excel, that wants to make a difference, that
wants to reach the stars, there must be drive.
As in life, the drive has to be organic. It has to come from within the souls of those who want the
company to succeed. It comes from vision, loyalty and a commitment to the mission.
That drive informs the executive leadership, it becomes a part of the organization’s culture, it wraps
itself around the hearts of employees and customers, it grips the sector it’s in and announces itself.
In the end, it becomes what eventually is called a real brand.

3.13.1 Brand Strategy

Branding is a lot like the old Abbott and Costello movies. Sometimes no one really knows who’s on
first. And, unfortunately, that “line” keeps going ’round and ’round UNLESS someone knows how
to clarify, simplify and amplify.

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