Companies are adopting a new look and approach to keep up with the changing times. Srinivasan Iyer reports

On January 5, 2008, the erstwhile Alliance Housing Bank (AHB) was formally rechristened as Ahli Bank. The change marked the foray of sultanate's only dedicated home-loan solutions provider into commercial banking and its partnership with Ahli United Bank of Bahrain. The newly revamped Ahli Bank is one of the several established names, big and small, that have rebranded themselves in recent times to stay in sync with the fast-changing times. Most companies have realised that they need to manage change effectively, given changing consumer preferences owing to globalisation of products and services. In some cases, a product may have reached the peak of its lifecycle and it is time to showcase it anew.

Branding experts point to the fact that more than two-thirds of the population is under 20. So it is imperative to adopt a bold and trendy image that appeals to them. Srikanth Viswanathan, account director, DDB, says why rebranding is sometimes important. "I think the market is ready for rebranding. If you come to think of it, most of the companies in Oman are 30-35 years old. It is time that they take a closer look at themselves. If you observe closely, the process will have a domino effect. One company does it, everybody sits up and takes notice. The next thing you know is that everyone else wants to do it and look younger."

Out with the old
That is exactly what prompted National Mineral Water Company, the sultanate's first bottled water company to rethink its strategy with regard to its flagship brands – Tanuf and El Jabal El Akhdar. Says Pankaj Chugh, general manager of National Mineral Water, "We decided to change the packaging to communicate a pure, healthy and contemporary feel to our superior product offering. The aesthetically designed bottles are the outcome of research into customer convenience and ergonomics."
Al Ahlia Insurance, which had a fort as its logo for 21 years, shed its dowdy image in favour of a vibrant and bold logo that is totally different. Says A R Srinivasan, acting general manager, "The new logo signifies our strengths by being a part of the ONIC Holding Group. It reflects Al Ahlia’s vision of having a global profile, offering new services tailored to the needs of customers and expanding the company’s reach within Oman and beyond. The twin arches in the new logo connote strong protection, reliability and financial stability the company brings to all its business partners. The green and blue colours symbolise growth, vitality, stability, trust and expertise."

In the case of The Bollywood, formerly Bollywood Chaat, a popular Indian restaurant inside the CCC complex in Qurm, Khimji International consciously decided to do away with ‘Chaat’. Says Yogesh Shah, senior divisional manager, Khimji International, "Bollywood Chaat originally had a fast-food like, self-service atmosphere for the last seven years. We were seriously thinking about expansion in order to cater to the weekend rush. We looked at various scenarios and finally zeroed in on table service, with a glass partition separating the live kitchen and seating areas. The contemporary look is meant to enhance the casual
dining appeal."

In keeping with the mood of the place, smaller, sober posters of Bollywood stars adorn the walls unlike the earlier larger-than-life posters. Bollywood music is beamed in via the WorldSpace satellite radio service to keep guests entertained.

Need for change
But Viswanathan warns that rebranding involves more a change in logo. "Every point in a product's lifecycle must reflect a brand's personality and that needs to percolate down the system, within the company and to the targeted audience."
Ketan Mehta, senior manager – advertising and PR, Suhail Bahwan Group, agrees. "The reason to change a logo must arise from the need to rebrand a product or company. Cosmetic changes are easier to carry out, but changing the personality of a brand is the difficult part and that takes a backseat in most cases."

Although a new logo is the simplest way of announcing to the world that the company has undergone a change, Kamat Restaurant was reluctant to change its logo. The change was necessitated because the principals in Dubai had undergone a makeover. The popular chain of vegetarian restaurant has shed its green star-shaped logo in favour of a bright, multi-coloured logo. The chain has revamped the interiors of its restaurants, including the placemats, tables, menu card and some of the food offerings. "We had the original logo for 15 years and we were not keen on changing our identity. But the new look has worked well, with our patrons responding positively to the change," says Pradeep Kapoor, general manager, Kamat Restaurant.

Oman Development Bank's (ODB) approach to its rebranding process is unique. The bank, instead of hiring professionals, organised a competition inviting entries from the public and professionals for the logo redesign. "The brief was the logo should be simple yet modern. The response was overwhelming. We shortlisted three entries and finally opted for a design by Rihab Sultan, a young and talent Omani graphic desig-ner," says Muna Mohsin Baqer Abdul Latiff, marketing in-charge, ODB. ODB's management was clear where they wanted to position the bank. Says Latiff, "Customer focus was the starting point for the bank. We wanted the rebranding to tell the people that we are a customer-oriented bank, friendly, efficient and quick. The whole concept has translated into reality and also reflects the approach of the bank's employees. The logo encompasses all that we stand for – progress and development with thrust on fishery, industry and agriculture."

According to Latiff, some of the old logos used by companies here missed the relation between the logo and their products and services. "A logo should tell the story of your organisation and relate to the philosophy. However, after all that you've done, if the service does not match up to a customer's expectation, they will take their business some place else."

Expensive proposition
Rebranding a company is an elaborate process and there are several factors that influence the change – a merger, market dynamics and repositioning of a product to appeal to a new consumer segment, among several others. It is difficult and fraught with risk. The example of British Airways' disastrous 1997 rebranding campaign comes to mind. In the case of Omani companies, not many can afford the fees of top brand consultants like Landor. Ahli Bank and National Bank of Oman (NBO), which is now in the midst of a rebranding exercise, are among a handful of companies to have employed international consultants.

"In my view, Omani companies must go for internal rebranding first. They must tell their employees where they are heading before they take the exercise forward to their customers. Money well spent on branding can take the company a long way," says Mehta. Ahli Bank availed the services of Bahrain-based Contexture for corporate identity and Enjaz Dezine of Dubai for advertising, with the entire process taking nearly six months. The bank decided to go with the name Ahli, which means national and the bank is truly for all. The two interlocking rings have been taken from the Omani khanjar and symbolise partnership.

NBO zeroed in on UK-based Allen International. The bank's new corporate identity is almost ready and should be unveiled some time this year to mark its 35th anniversary. Says Hassan Shaban, divisional head – corporate communications division, NBO, "We had to brand ourselves internationally before taking it to our customers. It was a comprehensive internal exercise where a group of 400 staff and customers were asked for their opinions on how they perceived NBO. That, coupled with the findings of an external survey, were then given to UK-based consultants Allen International to come up with a corporate identity. A team from Allen did a SWOT analysis, surveyed NBO's branch network and interviewed customers." Shaban, without divulging the finer details of the new logo, says, "The logo will have a fresh look and reflect the beauty and vibrancy of Oman's economy. People will be pleasantly surprised." As part of the rebranding, NBO's branches will also gradually sport a new look to reflect the changes with emphasis on convenience banking. Says Al Ahlia's Srinivasan, "We initially did work with some agencies, but we finally completed the design process in-house. Had we employed an international firm, specialising in rebranding, it would probably have cost us much more than we spent on the rebranding exercise." Srinivasan, however, is quick to add that the new logo is working to the company's advantage. "After the logo change, we could sense a new dynamism in the approach of our employees. We are known for our customer friendly approach and the fact that we were voted as the No 1 insurance brand in the Business Today Best Brands Survey last year reiterates that point."

The way forward
National Mineral Water is leveraging the success of its makeover to brand extensions like Tanuf flavoured water and Jabal Akhdar fruit juices. But as the market matures it will take more than these to appeal to consumers. Mehta says rebranding will be a continuous process and in the future rebranding will be taken to another plane something akin to the haunting Airtel tune or the Starbucks aroma.