Q. How did you get
people on board with
the new direction of the
brand?
There are two elements to it.
There is one in the consumer
market, and one is the internal
employees. They certainly
have strong opinions, and
when you’re trying to change
something they identify with,
it’s hard. It’s just as important
to get them on board. So, we
try to include them as much
as we could on the decision-making process for logos.
For example, we had everyone come in and vote [on several different logos]. We tried to engage them as much as we
could in the process.
Our concept has changed
over the years. Now, moving
forward with the franchise is
sort of a resort theme. We
wanted to tie everything
together. The logo now is a
dog in a beach chair.
All the posters and brochures
tie heavily into the resort
theme and borrow heavily
from the travel agency look
with destinations and really
making the pet stay about
them going on a vacation.
Also, we tried to have fun
events at the store — not only
for the customers but for the
employees — to teach them
about the history of the company but then introduce the
new brand to them, as well.
We inform them of the
thought process, like why we
chose that particular logo.
Communication is vital and
has been something we have
been trying to do as we implement change in our local market and certainly as we venture into franchising.
It’s been a challenge for us,
just making sure the key people not only know what’s
going on but why it’s going
on, so they can buy in to the
idea.
Q. How do you get buy-in
on branding ideas from your
employees?
I like to be fairly open with
what we’re doing and bounce
ideas off them. It’s the ideas
that matter, and if people take
ownership of them, if it’s presented in a certain way, they
feel like they helped craft it.
It could just be as simple as
floating out a top outline idea
and having a sense of the
direction you want it to lead,
help drive that process but let
other people fill in the blanks
and let them feel like they are
part of the decision-making.
Get employees involved
through meetings. Present
ideas and have them go back
to other people and survey
their staff, or just think about
it for a while and then get
back to people.
Just be honest and lay things
on the table. When I’m explaining the direction or explaining
a decision or explaining a new
concept, I try to give as much
background as possible. Try
to be open and have dialogue
back and forth.
HOW TO REACH: Kennelwood Pet Resorts, (314) 446-1000 or www.kennelwood.com
