The name game: 5 ways to get a rebrand right
Rebrands are defining moments. Sometimes that means a refreshed identity, a new positioning, or a refined tone of voice. But the most disruptive, high-stakes rebrands are the ones that also change their name. That step doesn’t happen often, because it demands more from a business: more conviction, more communication, and more willingness to let go of what’s familiar.
Few brands have a clear mandate to change their name. Sometimes it’s the result of a structural shift, like a public company spinning off a division to unlock new value. More often, it’s a calculated bet – that there’s more to gain from signaling change than there is in the equity and associations of staying put.
Facebook became Meta to stake its claim on the metaverse. The Washington Redskins changed to the Washington Commanders to align with shifting cultural expectations.
The most challenging and most personal rebrand for me? Our own.
Over the past year, we’ve worked on the transformation of DesignStudio to Further. And doing it for ourselves reminded me just how high the stakes really are, and what it takes to get it right.
Here are five key lessons:
- When your name no longer matches your momentum, it’s time to move
It’s time to change your name if it no longer reflects your business, if there’s been a merger, your industry landscape has shifted, or your current articulation is holding back growth.
For us, all three things were true: we’d merged three businesses, expanded globally, and redefined what we offer. Yet the industry was shifting just as fast – design becoming automated and commoditized, brands expected to deliver more in less time.
- Know the equity you’re giving up – and what you’ll gain
Every name carries equity: recognition, associations, and a sense of history. Walking away from that can feel like throwing away hard-won credibility. But names can also become a ceiling – locking you into an outdated perception or limiting future growth.
Take Scott’s Cheap Flights, a beloved brand with a fiercely loyal following in the US. The name captured the brand’s origins but risked alienating new customers who cared less about “cheap” and more about the value and quality of their travel experiences. By rebranding as Going, the company shed a limiting label and opened itself up to a broader audience while still retaining the adventurous spirit existing fans loved.
- Get the distance you can’t have
Changing a name is one of the most emotional decisions a business can make. Nostalgia, personal attachment, and strong internal opinions can cloud judgment. Leaders and teams often find themselves in loops of debate that feel impossible to resolve.
That’s why an outside perspective is essential. Treat the process as if you were your own client: apply structure, seek objectivity, and invite in voices beyond the room.
When Corel became Alludo, the company had grown through M&A and evolved far beyond its roots as a design software provider, but “Corel” continued to cue those old associations. CEO Christa Quarles initiated the search for a new name, though the wider business needed to be convinced. By bringing in an external view, the team was able to see the gap between how they saw the business and how the industry still perceived it – and with that, the need for change. Alludo (short for “all you do”) became the vehicle to bring the world up to speed with the transformation already underway.
- Build the change from the inside out
A name change won’t stick if it’s only a marketing exercise. Employees need to feel ownership of the new identity before customers ever will. That means explaining the “why,” involving them in the journey, and equipping them to tell the story themselves.
Following the merger of Penguin and Random House, the company was still operating as a collection of isolated imprints. On becoming CEO, Tom Weldon went on a journey to clarify a new mission and principles – engaging over 90% of the business in six months – breathing new life and meaning into the new combined name.
Airbnb’s Douglas Atkin talks about the “commitment curve”: equipping each group within a community to act as though they’re one level higher. Apply that same principle internally and give your team the belief and tools to act as champions of the change. When they carry the story, everyone else follows.
- Know that it’s a risk to change – but a bigger risk not to
Even with the best research and strategy, there’s no guarantee a new name will land. But when your name is holding you back, the greater risk is doing nothing.
Yes, it’s uncomfortable to let go of what you’ve built. But name changes are just as much about shedding what no longer serves you as they are about creating clarity for where you’re headed.
The world may take time to catch up. You may need to invest in education, communication and alignment. But if the new name reflects a vision your team truly believes in, the short-term disruption is worth the long-term gain.
Article origionally published on The Drum
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