(For the purposes of this article, operational implementation relates only to distribution of the new visual identity and does not cover the more complex and long-term aspects of internal implementation or non-visuals, such as messaging, value proposition, positioning, and so on. Note that some items may be relevant for an interim or transitional period only.)

Operational-Implementation Checklist

1. Online

Web:

• Redirect old website URL to the new site's
• Redirect pages, links, and online directories from the old website
• Create a meta tag "trail" from the old name
• Provide notification/explanation of the change via pop-up window, ticker tape, or similar approach (as well as more detailed content elsewhere, as appropriate)
• Consistently monitor and revise SEO/SEM for the new site (at first reviewed/updated monthly)
• Update corporate profiles on social media
• Request and remind staff to update any "work" social media profiles (LinkedIn, Twitter, etc.)
• Update intranet visuals and content, including a detailed FAQ section for employees about the new brand/name

Email:

• Reroute email or establish an email alias (@newname.com vs. @oldname.com) if server migration will not be completed prior to launch
• Update and test email links on Web, forms, marcom collateral, etc.
• Ensure there are no glitches with the new brand/name with regard to email deliverability, recognition by spam filters, etc.
• Create and distribute an email signature template (style guide for contact info, links, graphics, etc.) for staff, and monitor and ensure full compliance 

2. Mail

• Update return address information and request any transitions from the United States Postal Service (USPS) to ensure there are no interruptions in service (this step is especially important for accounts receivable)
• Transfer all postal permits and accounts to the new brand/name, such as for Post Office Box, Business Reply Mail, bulk accounts, etc. (USPS paperwork can be completed immediately, but permits usually take several months to be processed and finalized)
• Notify vendors that provide services for direct mail, printing, fulfillment, etc.
• Revise permit/account information on bulk and periodical collateral

3. Phone

• Develop and distribute an official phone greeting for all staff (e.g., "Thank you for calling new name, formerly old name...")
• Develop and distribute a brief explanatory script to all staff (i.e., one sentence on why and how the change affects stakeholders)
• Update toll-free and corporate numbers to reflect the new brand/name (e.g., phone greeting, menu tree, after-hours message)
• Request that staff members reflect the change in their phone greetings and update their voicemail messages on their office and mobile phones
• Update internal and external phone directories/resources, print and online, including pre-merger (old company) sources, if applicable

Seamless One-to-One Experience

Rebranding is a highly integrated process involving executive management, Marketing, Sales, Human Resources, Information Technology (IT), and other organizational areas—not to mention the buy-in and collaboration of employees.

To be successful and build brand equity, any rebranding effort requires enterprisewide support and holistic implementation. Indeed, research suggests that external factors such as a new corporate visual identity affect brand equity less than internal factors (such as employee behavior).

Since rebranding is a holistic process, effective execution of operational logistics depends on the collaboration and resources throughout the organization. With the full support of all involved (especially IT) and careful attention to operational implementation, distribution of the new visual identity can be smooth and seamless—enabling the organization to present the desired image consistently and effectively to all stakeholders.