Alan M. Siegel's Blog, page 5

Will a ‘rebrand’ of the CMO create a better balance between brand and performance marketing?

This article originally appeared in Digiday.

The pendulum is starting to swing back to brand and a rethink of the traditional  CMO-based marketing model. 

Marketing organizations within major brands are recognizing the damage they can do to their brands if they focus too much on performance marketing and too little on brand marketing. Marketers, agency execs and consultants said there’s a noticeable shift when talking to brand marketers — not only CMOs but those with the various titles that have started to replace the CMO title — where it’s clear that care for brand as well as performance is more apparent. 

That overall shift may be part of the thinking for some companies as they reorganize their marketing departments. Last week, for example, Kimberly Clark announced a new addition to its roster of marketing professionals: Luis Sanches joined as the company’s first global chief creative and design officer working under the company’s chief growth officer, Patricia Corsi. The company has moved away from the traditional CMO model with Corsi replacing its previous CMO Alison Lewis last spring. 

Kimberly Clark is “building a new model centered on market-leading creative,” said Corsi in the company’s release, which also noted that as chief growth officer Corsi “positions creativity at the center of all stages of the process.” (The company declined to comment beyond its release.) 

The company’s addition of a chief creative and design officer is another signal that the pendulum is swinging back to brand, explained marketers, agency execs and consultants. 

“The elevation of creativity in a marketing C-level title shows new demand for a senior leader focused on outcomes like loyalty, relevance, and authenticity in the age of AI,” said Dory Ellis Garfinkle, chief marketing officer at brand consultancy Siegel+Gale. “The separation of performance and design in instances like Kimberly-Clark may mean we will see a ‘rebrand’ for the brand departments of yesterday.” 

Ellis Garfinkle continued: “Any stigma of being a cost center could be reformed, and mature businesses have an enlightened awareness of performance marketing as one lever within the mix. The marketers and brand leaders of tomorrow will drive value through effective creative content and brand governance, multichannel efficiency and enduring customer trust and loyalty.” 

The remit of the CMO role has only continued to expand so finding a way to divide duties and recognize the importance of brand while continuing to manage performance makes sense to consultants. The expectation is that the CMO role will continue to evolve with the potential for more brands to reorganize like Kimberly Clark with a chief growth officer and chief creative and design officer. Or chart out their own path to divide the labor in a way that makes sense for their organization. 

“As the scope of marketing continues to expand to include capabilities in relatively new — and specialized — areas like AI and retail media networks, some brands find it a challenge to centralize all that into one role,” said Greg Paull, president of growth at search consultancy R3. “How a brand addresses the CMO model tells us what they perceive are key growth drivers. The leadership roles and titles tell us where they want to define themselves and the lens that their marketing is being viewed through. We will definitely see more variation in the future.” 

The hope is that the variation will allow marketers — CMOs or whatever the title may be — to continue to swing the pendulum back to brand and ultimately balance brand and performance. “They’ve always been seen as combative forces between the magical and the measurable,” said Chris Plating, chief strategy officer at ad agency EP+Co. “Neither is going away. The humanity of marketing is essential as is the measurability of impact to shareholders, to internal audiences.” Finding a balance for both to work together will only better serve marketing organizations in the future, explained Plating. 

The focus on performance marketing that has been common in recent years wasn’t surprising to marketers, agency execs or consultants who say that the volatile market had companies zeroing in on profit, performance and driving whatever efficiencies they could for their brands. Doing so likely helped them in conversations with chief financial officers and other C-Suite executives who still view marketing as a cost center. 

“CMOs have had a really tough path of doing more with less,” said Kate Watts, CEO of brand consultancy 50,000feet. “That meant emphasizing product marketing, performance marketing. That’s a short-term focus that they’re now seeing isn’t always beneficial. Now that we’re in a less volatile market, we’re realizing the power of good creative, design, brand and experiences.” 

This push for CMOs to do more with less that’s been on-going can lead to short-term thinking that can ultimately be damaging for brands in the long run. Marketers are having to relearn patience, as Digiday previously reported, as they see examples of brand behemoths like Nike who may have gone too far into performance and neglected the brand for short-term gain. Recently there seems to be “more of an emphasis on the need for full funnel marketers and storytellers,” noted Michael Miraflor, marketing and venture consultant at Third City Advisory. 

“Marketers lost sight of what differentiates them inside the board room from the COO or the CFO in many ways,” said Dave Snyder, partner and head of design at innovation consultancy Siberia. “It has felt like there’s a redundancy on the number side and a vacuum where the customer should be. Creativity builds brands and that’s what resonates with consumers.”

As marketing organizations rebalance the scales between performance and brand, that will likely help them build their brands for the long run.

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The 10 pitfalls of naming

Naming a brand, product or service might seem simple—until it isn’t. A great name can capture attention, spark curiosity and forge lasting connections. But the path to finding it is often riddled with challenges. From rushing the naming process to falling in love with a name before it’s vetted, the pitfalls of naming can derail even the best ideas. Here’s how to avoid the most common perils and land on a name that truly stands out.

Getting too comfortable “inside the box”

It’s common for people to gravitate toward conventional names—and conventional can mean different things for different categories. It’s essential to investigate a variety of names and know when it’s appropriate to consciously differentiate versus run with the pack. Doing something different takes courage and commitment, as many people won’t “love” an unexpected idea right away.

Becoming fixated on an inspo name

It’s fun to get inspired by real-world names when you’re brainstorming, but avoid getting too obsessed with any specific existing names. There might not be a “Sapphire” equivalent for your product/category! But there are plenty of other good names that use a different approach to make magic.

Being too literal with AI

Literal in, literal out. If you literally prompt generative AI with a description of what you want to name, you’ll likely get uninspired names in return. Instead, try creative prompting using metaphors, etc., to brainstorm with AI in a way that outputs more innovative ideas. Even descriptive names benefit from creative ideation at the outset.

Not starting early enough

A strict timeline is often a reality for many naming projects, but allowing enough time for decision-makers to weigh their options is crucial to success. It’s important to digest the list of names, imagine them in context and see which ones grow on you—you might be surprised!  Start naming earlier than you think you’ll need to!

Engaging key stakeholders too late

Failing to include key stakeholders early on can lead to misalignment and missed perspectives. It’s critical to capture the right input and insights ahead of the creative process and get the right people in the room to see all the names at the same time.

Research that isn’t optimized for naming

There are many common research methodologies out there, but most aren’t optimized for naming. Sometimes, using sub-optimal research can lead to worse outcomes than not researching at all. The types of names you are testing can influence the research design. Whether you are testing singular names or sets of interrelated names can also affect it. Good naming validation research typically isn’t plug-and-play.

Overestimating the power of research

Research is a helpful input for decision-making, especially when you’re trying to align a large number of stakeholders. Whether surveying potential customers or vetting names in global regions and languages, research can provide meaningful context and perspective you can’t get anywhere else. It can also help you avoid naming “disasters.” That said, the final name decision should be focused on how well the name aligns with your business strategy and roadmap.

Aligning on THE name before it’s been fully vetted  

It’s okay to have favorites. It’s even okay to have a favorite*. But it’s important to stay open-minded because not all shortlisted names will pass full trademark searches or other final vetting. And whatever you do, don’t create a code name.  

 *Unless your favorite is a project code name. Avoid falling in love with these since they likely aren’t available. Better yet, avoid code names that could be an actual name for the offering—the more unrealistic, the better!

Using AI to vet trademarks  

Don’t rely on AI to tell you if a name you’re interested in is available for use or trademark. It’s not a reliable source of information for this, and trademark availability is never black and white. 

 

Lea Chu is Group Director of Naming at Siegel+Gale.

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The United States Steel drama: How branding can forge a unified future

Forget The Bear or Slow Horses—for those of us in the B2B brand world, corporate acquisitions and restructurings are the dramas we follow most closely. The plots are complex, the stakes—financial and professional—are immense and the rise and fall of iconic global brands evoke consternation, nostalgia and cautious optimism. Who says non-fiction can’t stir the soul?

When major deals are struck, the real work of the characters involved begins: harmonizing corporate cultures, expanding brand portfolios, redefining value propositions and ensuring continuity in customer care. And no saga this past year has been as riveting as the battle for the future of U.S. Steel.

Act One: The opening salvo

The curtain rises in August 2023, with Lourenco C. Goncalves, the accomplished CEO of Cleveland-Cliffs, making a bold offer to acquire U.S. Steel. In response, U.S. Steel CEO David Burritt, fulfilling his fiduciary duty to shareholders, initiates an auction. Nippon Steel emerges as the apparent winner, but the deal faces intense backlash from the Steelworkers Union. Even Presidents Biden and Trump enter the fray, citing national security concerns.

By January, the Committee on Foreign Investment in the United States (CFIUS) delivers the fatal blow to Nippon Steel’s bid. Mr. Burritt protests loudly, but with newly elected President Trump’s opposition, the deal appears to be on life support.

Act Two: A legacy reclaimed

With Nippon sidelined, Cleveland-Cliffs returns to the stage with a modified script, proposing a merger under the storied U.S. Steel name. The brand implications are significant: U.S. Steel’s legacy is a national treasure, but this transformation requires more than a cosmetic overhaul. Changing logos, email domains, and signage alone won’t fully leverage the acquisition’s potential or communicate its value proposition to employees, customers, and shareholders.

The stakes are high. If Cleveland-Cliffs acquires U.S. Steel, the brand strategy must honor U.S. Steel’s rich legacy while amplifying Cleveland-Cliffs’ operational strengths. Day one of the combined company marks the start of a bold new chapter—one that requires a robust strategic approach.

Act Three: Lessons from the past

This won’t be U.S. Steel’s first transformation. Decades before Elon Musk embraced the name “X,” U.S. Steel rebranded itself as USX following its acquisition of Marathon Oil and diversification into the energy sector. While that business strategy ultimately fell short of expectations, the bold identity shift positioned USX as the most forward-thinking steel industry player of its time. Full disclosure–my firm, Siegel+Gale developed the name, strategy and identity for USX. It was an incredibly well-received transformation.

Today, Cleveland-Cliffs’ bid for U.S. Steel represents a similarly pivotal moment—one that demands a comprehensive brand and strategic overhaul to position the new entity as a dominant force in American steel production. The playbook should include the following:

The strategic approachPreserve U.S. Steel’s Legacy While ModernizingRebrand as “U.S. Steel,” retaining its iconic ticker symbol while integrating Cleveland-Cliffs’ strengths in manufacturing, vertical integration and innovation.Reassure stakeholders with a 12-month dual-brand transition identity– “U.S. Steel, Forged with Cleveland-Cliffs.” (It really can be done in 12 months.)Disrupt the category leader by aggressively positioning the new U.S. Steel.Highlight U.S. Steel’s control over the full value chain, from mining raw materials to production of finished steel.Showcase leadership in Green Steel, the next-gen low-carbon steelmaking.Highlight superior capabilities in advanced high-strength steel, particularly for automotive, EVs, defense and aerospace.Subtly contrast the above with Nucor’s reliance on EAFs and scrap steel and the limitations that it imposes on supply chains and advanced manufacturing programs.Develop Cohesive Messaging for Internal and External AudiencesHighlight the synergy between the two companies: enhanced strength, scale, sustainability, and operational excellence.For Investors: Clearly present the strategy and logic driving the new company. Explain the path to profitable growth and the competitive advantages that underpin that strategy.For Employees: Ensure a smooth cultural and operational integration under the U.S. Steel banner while honoring Cleveland-Cliffs’ values of innovation and efficiency. Get them involved in declaring an evolved set of values and behavioral principles that lead directly to economic success.For Customers: Emphasize that the combined companies’ expertise will strengthen every product offering and improve their brand experience.For Government and Unions: Assert the company’s commitment to American workers, union partnerships and long-term domestic investments.Redefine Brand Architecture and Product PositioningStreamline business units, product names and logos to reflect the collective value creation the new entity delivers. Make it simpler for customers to buy.Maintain key sub-brands such as Big River Steel and Great Lakes Works under the U.S. Steel umbrella.Reorganize Cleveland-Cliffs’ mining operations as the “U.S. Steel Raw Materials Division.”Transform Digital and Marketing EffortsLaunch new digital assets, including a website and investor materials, reflecting the combined company’s strengths.Roll out a nationwide rebranding campaign targeting key industries like automotive, infrastructure and defense.Use compelling storytelling to showcase the new U.S. Steel’s dominance in integrated steelmaking.Phase Out Cleveland-Cliffs BrandingOver a 12–18-month timeline, fully adopt the U.S. Steel brand, reserving the Cleveland-Cliffs trademarks for very limited usage.The Finale: Forging a unified future

By adopting U.S. Steel as the corporate brand, Cleveland-Cliffs will both honor and capitalize on the legacy of an American icon while ensuring its own strengths shine. The combined company can credibly position itself as the undisputed leader in North American steel production—pioneering innovation, sustainability and industrial strength.

To be continued…

 

Howard Belk is CEO of global brand strategy and design firm Siegel+Gale. Since 1969, Siegel+Gale has championed simplicity for leading corporations, nonprofits and government organizations worldwide. 

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The secret to simplicity in brand transformation

The world feels more complex than ever right now. There’s more choice and more speed, and customer journeys are more convoluted.

For brands, there are more opportunities to reach new markets, diversify portfolios and expand into new categories. But that proliferation can come at a cost. Too often, clarity is eroded, confusion sets in and the compelling central idea that gave brands their appeal gets lost.

It’s a realization many teams are leaning into, with senior marketers recognizing it is incumbent on businesses in this era of complexity to be the beacons of calm and clarity for the benefit of the customer. And that’s why many are opting to embrace simplicity, a topic Marketing Week explores in depth in this Marketer’s Manual with our help.

Contained within its actionable advice from marketing leaders at Lloyds Banking Group, Ericsson, management consultancy Kearney and dairy group Tirlán – as well as examples from selected brands such as Airbnb, Aldi and Starbucks, which are executing simplicity with skill.

Fill out the form to download the report.

The post The secret to simplicity in brand transformation appeared first on Siegel+Gale.

The secret to simplicity

The world feels more complex than ever right now. There’s more choice, more speed and customer journeys are more convoluted.

For brands, there are more opportunities to reach new markets, diversity portfolios and expand into new categories. But that proliferation can come at a cost. Too often clarity is eroded, confusion sets in and the compelling central idea that gave brands their appeal gets lost.

It’s a realization many teams are leaning into, with senior marketers recognizing it is incumbent on businesses in this era of complexity to be the beacons of calm and clarity for the benefit of the customer. And that’s why many are opting to embrace simplicity, a topic Marketing Week explores in depth in this Marketer’s Manual with our help.

Contained within its actionable advice from marketing leaders at Lloyds Banking Group, Ericsson, management consultancy Kearney and dairy group Tirlán – as well as examples from selected brands such as Airbnb, Aldi and Starbucks, which are executing simplicity with skill.

Fill out the form to download the report.

The post The secret to simplicity appeared first on Siegel+Gale.

Your users’ brains are being rewired (and your website is giving them a headache)

Let’s get real: That slick website you just launched? It’s already causing your users actual pain. Not because your tech stack is outdated or your content is stale but because AI has fundamentally rewired how humans process digital experiences.

And trust me, I’m not being hyperbolic about the pain part.

The brain shift is already here

When a Harvard Berkman fellow predicts AI will run most social situations by 2030, they’re spotting a transformation already here—and it’s far more significant than new tools. Your users’ brains aren’t just adopting new technology; they’re rewiring how they process information. Design your interfaces like it’s 2022, and you’re not just falling behind; you’re actively working against how your users’ minds now operate.

Here’s what’s actually going down:

Your users are done making decisions

Watch someone use Spotify’s AI DJ for five minutes and you’ll see what I mean. No browsing. No searching. No precious micro-decisions about what to play next. The interface reads users’ mind and delivers. When these same users hit your website and have to sift through your navigation, their brains literally register it as cognitive friction.

They’re taking control (whether you like it or not)

Basic personalization is dead. Users aren’t asking for control anymore—they’re demanding it. When Meta drops AI with customizable celebrity voices, they’re not just adding a cute feature. They’re acknowledging a seismic shift—users expect to control not just what they see but how they experience it.

That brand voice you spent months perfecting? Users now see it as their choice, not yours. And let’s be honest about that clever trick of hiding what you want users to do inside what they want. That’s over, too. “User-centric” design was just the beginning. Now users expect an interface that simply becomes what they need at their disposal.

Static is death

Static is digital death – and fresh content alone won’t save you. Think you’re ahead because you update your content daily? That was last decade’s solution. Today’s users expect the entire experience to feel alive and responsive. Everything needs to adapt and evolve: the navigation, the features, the interactions.

The bar is about more than just keeping your blog current or updating your case studies. Users expect interfaces that learn and respond, that feel fresh and dynamic with each visit while remaining intuitive. It’s a delicate balance: maintaining familiarity while delivering an experience that feels like it’s constantly improving.

So what do we do about it?

First, stop panicking about rebuilding everything from scratch. Start by making your existing search actually work for your users. Add AI-powered suggestions that predict needs. Pre-load likely next pages based on behavior patterns. Even small predictive elements can dramatically reduce that cognitive load that’s driving users crazy.

Your CMS has untapped superpowers. Use them. Activate those dynamic content rules based on user behavior. With how many systems have evolved and refreshed you could be sitting on a gold mine of customization potential. Start with language and some design elements, then get fancy.

Transform your analytics from a reporting tool into an intelligence engine. Find the friction points and add smart features there first. Give your existing features learning capabilities – from search filters that adapt to chatbots that evolve. Focus on the touchpoints where users expect magic to happen. And use it to revise any personas. Consider all user profiles works in progress and constantly improve them.

Want to move fast without breaking things? Pick your highest-traffic section. Test these upgrades there, measure what happens and then roll them out broadly. Your users’ brains will thank you.

The brutal truth

This isn’t about keeping pace with tech trends. Your users’ brains are being rewired with every AI interaction they experience, and you’re not just competing with your industry peers anymore. You’re competing with every AI-enhanced interface your users’ touch.

While everyone talks about being AI-first, the real leaders understand this truth. The gap between traditional experiences and new user expectations isn’t just growing; it’s becoming actively uncomfortable for users. This isn’t about artificial intelligence. It’s about human intelligence, and how it’s evolving.

Want to stand out in the AI conversation? Stop focusing on AI buzzwords and rebuild experiences matching how your users think and work today. The leaders in this space won’t be the ones talking about AI—they’ll be the ones whose interfaces feel like second nature to the rewired brain.

 

Jenna Isken is Global Group Director, Brand Experience

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Behind a leading diabetes research foundation’s rebrand

For JDRF, a leading organization funding Type 1 diabetes research, it was time for a change—specifically a name change. The group was known as Juvenile Diabetes Research Foundation before shortening to the acronym in 2012. Now, it’s moving further away from the “juvenile” moniker with its new name, Breakthrough T1D.

“What we’ve learned over the years is that Type 1 diabetes is not just juvenile diabetes—about 50% of people are diagnosed as adults,” said Pam Morrisroe, the organization’s chief marketing officer, adding that JDRF was a “bit of a misnomer.”

The rebranding, handled by Siegel+Gale, will be unveiled today at the organization’s annual “government day” conference today in Washington. It will be supported with a campaign that includes paid media, including influencer and digital marketing.

Curing type one diabetes isn’t a matter of, if it’s a matter of when breakthroughs are

“People were not really recognizing what the name (JDRF) meant,” said Siegel+Gale Strategy Director Carolyn Griffin. It was confusing, both to people with Type 1 diabetes and those who are not familiar with T1D, such as potential donors, she continued.

The group was founded in 1970 by a group of parents whose children had Type 1 diabetes, which refers to the condition in which the pancreas stops producing insulin. According to the Mayo Clinic, the peak ages in which Type 1 appears are between ages 4-7 and 10-14, but the clinic on its website notes that “Type 1 diabetes can appear at any age.”

JDRF on its website states that “an equal number of children and adults are diagnosed every day—approximately 110 people per day.” Hollywood icon Mary Tyler Moore was diagnosed at age 33 and went on to become JDRF’s most well-known supporters.

The organization reported a 15% increase in revenue for fiscal 2023 to $224.3 million, including $80.5 million from donations and $103.2 million from events—and noted that “to move as many cures and advanced therapies forward as quickly as possible, we must raise more funds.”

The JDRF team “had a hunch that their name wasn’t serving them,” Griffin said.

Before formally recommending the name change, the agency conducted quantitative research and had conversations with people involved with the foundation’s work. Ultimately the agency and organization considered about 1,000 new names, and “more than half got knocked out through the initial trademark search,” Morrisroe said.

This article originally appeared in .

 

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The anti-hype AI playbook: what marketing leaders aren’t talking about

While tech headlines scream about ChatGPT and Gemini, the real AI revolution in marketing is happening behind closed doors. The rush to “AI-enable” everything has created a clear divide: those chasing headlines and those chasing results.

The expensive failures have been piling up. Google’s rushed Bard launch in February 2023 wiped $100 billion off its market value in a single day when its AI made basic factual errors during its first public demo. Meta’s Galactica AI, launched in late 2022, didn’t fare much better. After three days it had to be pulled when researchers showed it generated convincing but completely false scientific papers. Meanwhile, marketing departments rush out AI chatbots that frustrate customers, “AI-powered” campaigns that miss brand voice entirely and six-figure AI tools gathering dust because teams can’t integrate them effectively.

But study who is quietly succeeding with AI, and three clear patterns emerge:

First, they’re ruthlessly practical. No broad “AI transformation” programs. Instead, they target specific, high-ROI use cases: AI analyzing campaign performance to predict which content will convert or augment (not replace) creative teams with AI tools that accelerate ideation and production. They pilot fast, measure obsessively and scale only what proves out. Most importantly, they start where they have clean data and clear metrics.

Second, they invest in AI literacy before AI tools. Their teams understand AI’s actual capabilities and limitations. They know precisely when AI will accelerate work and when it risks brand damage. They’ve built simple, effective processes to test AI outputs against brand standards. Training comes before technology, and they’re not afraid to say no to AI when simpler solutions will work better.

Third, they’re building AI governance into their marketing DNA, not with bureaucratic policies but with clear frameworks for maintaining brand authenticity and customer trust in an AI-powered world. They’re asking tough questions about data privacy, output quality and the right balance between automation and human touch.

The playbook is clear. Skip the AI press releases. Start small, focus on results and build capability before scaling. The winners aren’t talking because they’re too busy transforming AI into a real competitive advantage—not a headline.

 

Jenna Isken is Global Group Director, Brand Experience

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Navigating brand management in the current era of corporate spin-offs: a guide for CMOs

The election of Donald Trump will herald a substantial shift in philosophy at the Federal Trade Commission (FTC), primarily in the form of a more relaxed attitude toward large acquisitions. In contrast, the Lina Khan-led FTC adopted a notoriously skeptical stance toward corporate mergers perceived as reducing market competition. The incoming administration’s outlook will reshape the corporate restructuring landscape.

In the immediate term, however, reshaping large public companies will continue to be accomplished through corporate spins and IPOs of the resulting NewCos. Why, you might ask? Because the turn-times for large M&A transactions have ballooned to well over 15 months. Consider this: in 2017, it took less than three months for Amazon to clear its acquisition of Whole Foods. In 2024, the e-commerce behemoth gave up on acquiring Roomba after 15 months of hurdling roadblocks, and the deal was only one-eighth the size. The complexity of executing M&A transactions suggests, at least through the first half of 2025, corporate spin-offs will be the preferred mechanism for realizing shareholder value, rather than mega-mergers reminiscent of the first Trump administration.

For Chief Marketing Officers, spin-offs introduce unique challenges and opportunities for brand management. This trend is often driven by a range of factors, including the need to counter the “conglomerate discount,” enhance shareholder value by creating more focused entities, improve strategic clarity and operational efficiency, and circumvent regulatory obstacles.

Understanding these drivers is essential for CMOs to align brand strategy with overarching corporate goals. However, unlike acquisitions, spin-offs often require building new marketing organizations from the ground up. Meaning marketers must address the following:

Establishing new functional areas for customer, investor, and employee relations.Creating governance infrastructures for managing diverse stakeholder needs. Developing brand strategies that support and distinguish the newly independent entity.

And despite best efforts, only 50% of companies pursuing a separation fail to create any new shareholder value two years down the road, and 25% destroy a significant amount of shareholder value in the process.

However, there is no question that a strategic marketing approach will help ensure a successful outcome, and we urge marketing leaders to direct their attention to these board-level priorities to own the likeliness of spin-off success:

1. Strategic Brand Value: Quantify and protect brand value throughout the separation process, projecting its impact over three to five years.

2. Customer Relationship Management: Maintain vital customer relationships and minimize confusion or disruptions.

3. Legal & Contractual Protection: Safeguard brand IP and manage shared brand assets.

4. Investment Requirements: Determine and secure the necessary funding for brand transition and support.

5. Leadership & Accountability: Define clear roles and ownership of brand strategy and governance.

6. Risk Management: Identify and mitigate brand-related risks, including potential competitive responses.

7. Cultural Impact: Preserve a culture aligned with brand values and foster employee advocacy for the brand.

Structural Differences Require Different Brand Management Strategies

Drawing on insights from our vast experience at Siegel+Gale, corporate divestitures may call for different strategies to maximize brand equity, including:

1. Complete Brand Separation: Creating a new brand identity while relaunching the parent brand (e.g., 3 M’s spin-off of Solventum)

2. Heritage Brand Sharing: Leveraging the parent company’s brand equity through trademark sharing (e.g., HP, HP Inc. and HPE)

3. Brand Retention with Modifier: Adding descriptors to differentiate (e.g., Underwriters Laboratories creating UL Research Institutes, UL Standards and Engagement and UL Solutions).

Critical First Actions for Success

If you’re in a position right now to get started or anticipate a spin-off coming in 2025, there are five critical first steps to prioritize when getting started:

1. Conduct a comprehensive brand equity audit

2. Determine your brand architecture strategy

3. Secure intellectual property and document brand guidelines

4. Develop a robust stakeholder communication plan

5. Identify and prepare for potential risks

For CMOs, navigating a corporate spin-off involves more than just preserving brand equity. It typically also entails creating entirely new brand ecosystems. This requires a delicate balance of strategic vision, operational excellence and stakeholder management.

By focusing on these key areas and applying proven strategies, CMOs have the power to turn the challenges of a corporate spin-off into brand growth and value creation. Remember, your role is pivotal in ensuring the newly independent entity emerges with a strong, differentiated brand identity that resonates with all stakeholders.

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Dare to Simplify: a dare to embrace brand simplicity in the face of the unknown

It takes courage to face the unknown. Managing Directors Katie Conway and Christie Ryan discuss opportunities for brands to dare to choose simplicity as a path forward in this moment of complexity.

Businesses and news outlets discussing “today’s complex world” have officially reached a fever pitch. Let’s add this topic to the laundry list of things that exhaust us—as consumers, businesspeople, marketers and humans. When will it stop? At what point will the commentary on complexity end, and powerful antidotes become the central focus instead? 

From our perspective, the world can be divided into two camps: simplifiers and everyone else.  As creatives and brand-builders, we thrive when tackling complexity. It brings constant change and new challenges. It’s a geyser of inspiration; fuel for creativity and wild ideas. And while we play in complexity, we trade in simplicity. It is the tried-and-true way to create value. It is at the heart of building trust. And it is needed now more than ever.  

Though we believe simple is smart, we also know simple is not easy. It can be hard to choose simplicity in “today’s complex world” when the pressure is to say more, do more and create more. With endless choices at our fingertips, those brave leaders who dare to simplify now will win in the long run. 

As Managing Directors of our U.S.-based business, there are common challenges we’re hearing clients talking about that we believe simplicity is the antidote for:

 

 

 

Getting lost in the noise
To break through a crowded and chaotic landscape, brands must strip away the unnecessary and bring their unique elements front and center. A distinctive identity that punches you in the face with a clear idea leaves a lasting impact.

 

 

 

Becoming irrelevant
It’s hard to keep up when the landscape is constantly changing: new tech, new, competitors, new customer expectations.To discern what’s enduring from what’s fleeting, lead with empathy to get to the core of what matters. Doing this brings confidence to decision-making, even if things change on a dime.

 

 

 

Decoding AI
Every CEO is asking, what’s our AI story? But don’t fall victim to the hype; see it as another tool in the toolbox to jumpstart ideation, inspire creativity and supercharge the power of your marketing team with more efficient brand management.

 

 

 

Brand owner overload
Enabling consistency with the explosion of brand owners, touchpoints and experiences is just plain tough. Managing tools and methods are seldom as powerful as shared purpose and careful investment in excellent governance. When all else seems daring, return to your purpose and core values. Build coalitions and rally around this to deliver a compelling story.

As simplifiers, we can’t help but view these challenges as opportunities to dig in and do the work we love to do. And there is a new urgency to do it. 

Dare to simplify now and fearlessly sign a long-term contract with simplicity. You will see lasting dividends as a result. 

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