Rebranding a Membership Organization: Tips and Advice From a Leader

This year, after nearly 40 years, the Association of Baltimore Area Grantmakers, the organization I lead, renamed itself the Maryland Philanthropy Network.

Our mission is the same, but our new name reflects our now statewide membership and our work helping to shape policies that affect communities across Maryland.

Our reasons for adopting a new name were complex and reflected an evolution of philanthropy and our organization, and we wanted to ensure that the new identity would resonate with members and honor our history.

The decision to rebrand an organization is never undertaken lightly. Before embarking on rebranding, challenge assumptions and ask questions such as:

• How has our membership and geographic representation changed over time?
• How has our role changed over time?
• Do our current members understand the breadth of our membership and our work?
• Does our current name and brand reflect who we are today?
• Will our current name and brand support our plans for growth?
• Will a new brand still align with the needs of our current members?

An Inclusive Process Is Essential

Even if your staff and board have discussed and planned a rebrand for years, seek input from your members.

With guidance from United Philanthropy Forum colleagues, we developed a plan that was customized for our members; it included a roadmap, timeline, and communication plan to involve members and stakeholders.

Our goal was to unveil the new name at our annual meeting, and in total the whole process took just under a year. This was an expedited timeline that was possible due to the support of our trustees, who reflect our statewide membership.

How We Did It

We conducted a series of focus groups with staff, members, and nonmembers. We also enlisted a local public-relations firm to facilitate the discussion, which allowed us to listen well and absorb the rich feedback.

Each member received a survey that posed the same questions that the focus groups received. We asked for thoughts on the association’s role today and in the future and solicited feedback on the effectiveness of our communications about the breadth of our work.

Some of the questions we asked:

• When you think of this organization, what are the first words that come to mind?
• What do you like about its current name?
• What don’t you like about its current name?
• When and why did you first become a member?
• How do you know of this organization, and what is your relationship with it?
• Have your reasons for being a member changed over time?
• If you were describing this organization to others, what would you say and would you recommend it?
• Are you a member of other similar organizations?
• Do you feel the organization’s name accurately reflects the current membership, mission, and work?
• If your organization is engaged with other organizations that support philanthropy, what do you like about their name and/or brand identity?
• Why do you prioritize membership or engagement in this organization over others?
• Do you recommend this membership to other funders?
• Do you think there are other types of members and new audiences this organization could/should be reaching with its brand?
• Do you have any recommendations for a new name?

The public-relations agency analyzed the findings from the survey and the focus groups and presented them to the board for discussion during several meetings. It became clear to us that a new name was emerging. The agency also helped us design a new logo (including colors, fonts, and graphic images) and develop a public-relations plan. Communication Is Key

It’s vital to communicate with members continually. We did so through every possible medium to ensure that no one would be surprised by a new name.

The question that most often arose was, “What will be different?” Be prepared to reassure longtime members that your mission will not change and that current member needs will still be met. Here are some ways to keep the lines of communication open:

• Involve and inform all key stakeholders so they are aware of and comfortable with the change.
• Prepare talking points about your new identity to discuss with vendors, partners, new audiences, and the media.
• Keep the conversation alive. To ensure your new name doesn’t fall off the radar, continue spreading the word with members, nonmembers, policy makers, the media, and more.
• Encourage everyone you work with to use the new name and avoid reverting to your old name.

The logistics can be complicated, so plan ahead to ensure you complete all of the following tasks related to updating your image:

• Copy edit your website to reflect your new name.
• Purchase a new URL and redirect your website once the rebrand is announced.
• Switch your email addresses
• Create new signage, graphics, email signatures, letterhead, and business cards
• Switch over your social-media pages to your new name

Continuing Benefits

The process itself was quite valuable. Even if we had decided not to rebrand, we still learned what we needed to talk about more and what members really value about the association.

Our instinct that it was time for a name change was affirmed. Our members and partners overwhelmingly agreed that our name should catch up with the organization we had become. The name emerged clearly, too. The feedback pointed to a need to reflect three key things: We are statewide, we represent many types of philanthropic organizations, and we include philanthropic members and many partners in a network that encourages learning, sharing, and action.

The new brand continues to present opportunities to engage new philanthropies and partners. We still attend networking events. The need to publicize the new brand provides a great incentive for us to seek every opportunity to remind people of our work and role as part of the civic infrastructure of our state.

Rebranding gave us a new identity, but it also offered a meaningful collaboration with our members. The process invited new people to share their new perspectives, illuminated issues we might not have considered, and provided insights into how we could improve.

The rebranding process was energizing. It affirmed our efforts as a staff and board and invigorated conversations with the members and partners about what the future holds for our organization.