Interview with Karen Schakarov, Chief Marketing Officer of Monarch Landscape Companies

Before considering a rebrand, take three months to deeply understand your business, its regional nuances, and the industry from various perspectives, rather than imposing preconceived notions.

When integrating acquired companies, prioritize maintaining the integrity and heritage of their local brands; communities often value these existing stories over a new, large corporate identity.

Form a diverse committee (including employees from various levels and acquired company owners) to collaboratively make key branding decisions, ensuring widespread buy-in and a sense of ownership.

Develop a phased rollout strategy for rebranding that accounts for operational demands, such as pausing during peak seasons, to minimize disruption to customer service and field teams.

Treat branding as a strategic investment, not just a cost; a strong, unified brand effectively communicates your company's values and presence even when you're not there to make the pitch.

Collaborate with external branding experts (e.g., a branding company) to translate internal visions and ideas into professional, cohesive visual and verbal brand elements.

Ensure any branding or rebranding effort has a clear 'why' rooted in genuine business needs or an updated company identity, rather than just a whim; involve all stakeholders in defining this purpose.