Grace Removals has revealed what prompts a business to undertake an expensive rebrand, and stare down the risks associated with changing its long-held name and logo.
Billing itself as “Australasia’s largest records management, storage and removals company”, Grace as it is now known has shrugged off the past with a rebrand it is hoping will consolidate its various service offerings for customers of the future.
“Grace Removals, as a separate entity from the Grace Bros department stores, has been around for 106 years, and in that time Grace has developed into a complex business with numerous specialist divisions offering 101 different services,” Steven Brown, the company’s managing director, told My Business.
“The previous branding did not convey that comprehensive service offering, and was not well-recognised among younger consumers, so it was felt that a new approach to our brand was required to future-proof the business.”
However rebranding can be a risky endeavour: too subtle and you’re investment in the rebrand doesn’t show through, but too extreme and you risk alienating your established customer base.
Mr Brown said the decision for Grace to rebrand fundamentally comes down to positioning a business for future growth, rather than cling onto the past.
“All brands are at risk of losing their relevance and not appealing to future generations if they don’t take them into consideration,” he said.
“The reality is that Australia has an ageing population. ‘Grace Removals’ and ‘Grace Bros’ are quite well-recognisable to Baby Boomers, but that affection and brand recognition drops off as the client base gets younger.
“A brand refresh was an ideal way to ensure that we didn’t lose relevance, and allows us to showcase all of our products across all of our client demographics.”
The company opted to retain its vibrant red, but designed a new logo that drops “Removals” from the name, in a move to unite its array of services under a single brand, with its divisions recategorised into three core customer markets: commercial, corporate and home.
The move didn’t come cheap, however, requiring a sizeable investment of both time and money.
“The development of all elements of the brand strategy took almost a year, and, when it’s completed, the rollout project will have taken another 12 months (due for completion in December this year),” said Mr Brown.
“With a network of 70 branches across Australia and New Zealand, and a fleet of over 500 vehicles and 2,000 shipping containers, all needing to be rebranded, not to mention updating all marketing touchpoints, the rebrand will have cost us over $1.5 million by the time it’s complete.
He added: “This is a significant investment for a company of our size, and underlines the importance we have placed on this rebrand to help our business grow now and into the future.”
Adam Zuchetti is the editor of My Business, and has steered the publication’s editorial direction since early 2016.