Don't rebrand for the sake of it. A successful rebrand should be a deliberate move to signal a fundamental shift in your business, such as an expansion, a new mission, or a deeper commitment to core values like sustainability. It's an external reflection of an internal change.

To avoid constant battles over unproven ideas, proactively allocate 5-10% of the marketing budget to a line item officially called "Marketing Experiments." Frame it to the CFO as a necessary fund for exploring new channels before current ones tap out and for seizing unforeseen opportunities.

To get budget approval for upper-funnel channels like TV, avoid positioning it solely as "brand awareness." Instead, frame it as a "performance multiplier" that will improve the efficiency and scale of existing direct response channels, making the investment more palatable to finance teams.

If a rebrand coincides with defining a new category, conduct two distinct internal training sessions. First, teach the team about the new category—the market, the problem, the landscape. Only then, in a separate session, train them on your new brand's specific position and story to avoid confusion.

Instead of justifying brand building as a defense against AI-driven commoditization, frame it as an offensive move that builds long-term value. A strong brand shortens sales cycles and increases customer lifetime value, directly impacting revenue and making it a proactive investment that resonates with CEOs and CFOs.

To get buy-in from financial stakeholders, translate the 'soft' concept of brand love into hard metrics. Loved brands can command higher prices, maximize customer lifetime value, and reduce customer acquisition costs through organic advocacy, proving brand is a tangible asset.

The industry term 'performance marketing' causes strategic confusion. Calling it 'performance sales' more accurately reflects its function—driving immediate transactions, not building long-term brand equity. This simple change helps align teams and clarify objectives for both marketers and executives.

To get a CEO fully invested, position the rebrand not as a marketing initiative but as foundational infrastructure that touches every part of the business, from HR and recruiting to sales and customer operations. This reframing elevates its importance and ensures cross-departmental adoption.

Rowell's success stemmed from leaders who committed fully rather than taking a piecemeal approach. Their advice is to avoid doing a rebrand "halfway." Going all-in, despite the fear, prevents a diluted outcome and ensures maximum impact and internal alignment.