Embracing the rebrand journey: Rebranding Q&A with Account Manager Laura

You’re committed to the brand and business you’ve built, so why would you change it?

Actually, there are lots of reasons to rebrand — and none of them are about disliking how your business has developed thus far.

Over time as your business evolves, the aspects of your brand that used to make sense can begin to feel a little less relevant. Usually a rebrand comes down to getting the alignment right between your offering, your audience and your goals. And it can be a game-changer — we know this firsthand

To help ease your mind about rebranding and even inspire you, let’s take a little journey with our Account Manager Laura Kealy to unpack the recent rebrand we worked on for Parklands Estate.

So, what initially sparked the rebrand for Parklands and what was the main goal?

Laura: Parklands felt their existing branding was tired and not accurately reflecting the brand’s current position in the market or its goals for the short and long term.

How did you approach the initial stages of the rebranding process?

Laura: Our process begins with a collaborative strategy workshop. Our brand specialists here at Kick sat down with the Parklands team — management, sales, and marketing — and we got stuck in to analysing the brand. This means identifying their current brand positioning, looking at overarching goals, and how they want to be positioned in the future. A deep dive into who the target audience played a huge role, as well as looking at the location and state of the property market.

How do you go about collaborating with the client throughout the rebrand?

Laura: A majority of the in-person collaboration happens in the initial strategy workshop to establish a solid plan. From there though, collaborating throughout the project was a must for us to get the best outcome for Parklands and their team. Weekly online catch-ups kept Parklands in the loop with everything we were working on and ensured everyone was on track. It all comes down to a commitment to transparency and getting super clear on communication throughout the project.

What notes can you share about the creative strategy your team developed for the rebrand? And how did you ensure it aligned with the client's vision and goals?

Laura: The creative strategy was developed combining the Parklands teams’ vision and goals along with the expertise from our branding team. This included our Creative Director, Account Management team, Copywriter and Senior Graphic Designer. Every branding or rebranding project is managed this way, because it works and gets the best result possible.

What role did the account management play in coordinating different aspects of the rebranding project, such as design, messaging, implementation?

Laura: As an account manager, my role throughout the project was to liaise with both Parklands and our creative studio. I ensure timelines are being met, the client’s brief has been executed appropriately, while also adding my insights along the way.  

How did Kick ensure consistency across different brand touchpoints during the implementation phase?

Laura: As the Parklands rebrand came to life, the brand book was created throughout the journey. This becomes our bible and features the brands founding principles and the ins and outs of its visual identity. Anything related to branding can be referenced in this. It is detailed and comprehensive and an absolute key for consistency. Once this is approved by the client it will dictate all future marketing collateral for the brand to keep every touchpoint aligned.

Is your branding doing its job?

Change can be uncomfortable but it’s often necessary for your brand to grow and remain relevant. If it’s time to take a good look at your brand’s strategy, direction and future, a chat with the Kick team could be an insightful place to start.