Let’s face it: not all businesses are born in ideal contexts, nor with a methodology like the ones outlined in books, nor with an initial projection that they have been able to transform without experiencing deviations, changes in direction, or changes resulting from opportunities and market fluctuations.
So what role does branding play when founders come to us after already walking part of the road, looking for clarity in how they communicate their offering? Well, it plays a very significant role.
Here are some lessons we’ve learned along the way—reflections we regularly bring into our work with them:
1.
Most businesses engage in branding without even realizing they’re doing so. And that’s actually a positive starting point. It means we’re never starting from scratch. There’s always an existing reality to explore—products, services, and actions —which gives us valuable insights into how the brand is perceived and where it stands competitively.
2.
Often, it’s all about highlighting what’s already there. We regularly come across great products or services that are communicated in a fragmented or unclear way—which makes it harder for the business to grow. Recognizing and amplifying that message can make a great difference.
The British brand "LUSH" weaves endless narratives in step with the creation and launch of new products.
3.
Revisiting brand architecture is often essential. In businesses that have grown through short-term decisions, it’s common—and necessary—to reassess the brand strategy and define new guidelines. This doesn’t mean discarding what’s already in place, but rather refining and reinforcing the structure to better support long-term growth. It’s about enabling growth in a more structured and intentional way.
4.
It’s important to avoid overpromising. We’re constantly exposed to how-to content, frameworks, and performance metrics that all point in the same direction: today’s consumers value authenticity. They connect with brands that feel honest and grounded—not those making grandiose claims or declaring themselves the best. When the brand narrative aligns with the real value the business delivers, it’s far more powerful than loud claims or grandstanding. That’s when branding becomes a true asset—not a liability.
Spotify is an authentic brand: it never talks about itself, it always talks about how great its artists and listeners are.
5.
A full rebrand isn’t always the right move. We’re often approached by founders eager to “wipe the slate clean” and completely reset their brand. But as most experts agree: rebranding is a critical, high-impact decision. It reshapes both how the business is perceived and how it functions internally—culturally and structurally. It should only be pursued when there’s a clear strategic reason—and a genuine opportunity—for transformation.
Airbnb in 2009. Airbnb in 2014. No brand is born a unicorn. Can you picture Airbnb having to spell out—in its logo—what made its offer different from traditional hotels? Yes, there was a time when that level of clarity was necessary. And also yes, rebranding has been necessary, more than once.
Just like marketing, branding operates on both strategic and operational levels. When these work in tandem, they empower businesses to grow beyond their current offering—reinforcing the present while envisioning the future.
