This blog explores the unique dynamics of B2B rebranding compared to B2C, outlining why the former is a more intricate, long-term and stakeholder-driven process – and why understanding this difference is key to success.

Spot the differences between B2B and B2C rebranding

While both B2B and B2C rebranding reshape perception and drive relevance, their strategies, challenges, and execution take distinctly different paths. From audience complexity to the pace of change, here’s how they differ—and why it matters.

1. Audience complexity and decision-making in rebranding

B2C companies target individual consumers, focusing on emotional connections, lifestyle appeal and immediate recognition. Rebranding efforts often aim to capture attention quickly, adapt to trends and influence purchase decisions that are typically made on impulse or personal preferences.

Case in point: Coca-Cola

Coca-Cola’s rebrands and packaging updates are designed to evoke emotions like nostalgia, happiness or excitement, appealing to consumer lifestyles and personal experiences.

B2B companies, on the other hand, target businesses where the buying process involves multiple decision-makers, long sales cycles and a focus on trust, expertise and ROI. Rebranding in B2B requires addressing diverse stakeholder priorities – from procurement teams to C-suite executives – and aligning the updated brand with industry-specific needs.

Case in point: IBM

IBM’s rebranding – from a hardware-focused company to a leader in AI and cloud solutions – required deep communication with enterprise clients to demonstrate its evolving capabilities and alignment with their business goals.

2. Rebranding objectives and focus

For B2C companies, the main goals of a rebrand often include staying relevant in fast-changing consumer markets, increasing brand appeal or targeting a new demographic. The focus is typically on emotional resonance, visual aesthetics and brand storytelling.

Case in point: Airbnb

Airbnb’s 2014 rebrand emphasised community and belonging through a sleek new logo and human-centric messaging, targeting a younger, experience-driven audience.

B2B rebrands, however, are often driven by strategic shifts such as entering new markets, mergers or acquisitions, technological advancements or by addressing reputational challenges. The focus is on communicating value, building trust and demonstrating how the company solves complex problems for its clients.

CBC blog link: New ways to build trust in your B2B brand

3. Get in touch with emotions

We all know emotional appeal is central to B2C rebranding and its aim of creating memorable, relatable experiences that resonate with consumers’ aspirations, lifestyles and personal values.

Case in point: Nike

Nike’s brand refreshes continually reinforce its “Just Do It” ethos, connecting with consumers on themes of empowerment, determination and self-expression.

What many still don’t realise is that emotions are even more central to B2B branding and rebranding. That’s because the consequences of B2B transactions are so much greater than typical B2C purchases. Buying the the wrong type of detergent is at worst annoying. Choose the wrong logistics partner or software, and jobs – even a company’s future – can be at risk. So yes, messaging that communicates tangible value will always be important in B2B, but it needs to be framed within branding that uses emotional connections to build trust and confidence.

Case in point: Maersk

In recent years Maersk has rebranded itself to reflect its change in business focus from shipping to integrated logistics. The rebrand has been achieved by a shift to emotional narratives showing the human stories behind global trade, and a warmer, more human tone in imagery and language.

CBC blog link: The emotional role in B2B branding

4. Go big vs go steady

B2C rebranding often involves bold, noticeable changes in visuals, messaging and campaigns to create buzz and excitement. Consumers expect brands to evolve with the times, so risks like bold new colours, taglines or logos are often well-received.

Case in point: Pepsi

Pepsi’s frequent logo and packaging redesigns cater to evolving consumer trends, keeping the brand fresh and relevant in competitive beverage markets.

In the B2B world, consistency and continuity are more critical than dramatic change. Clients often associate the brands they buy from with reliability. Changes should therefore be subtle, evolutionary and deeply aligned with long-term goals to avoid alienating existing clients.

Case in point: Accenture

Accenture’s rebranding involved a refined logo and a shift in its narrative to emphasise digital transformation, but the changes were gradual and consistent with its legacy as a trusted consultancy partner.

5. Who matters most in rebranding?

Rebranding in B2C often centres around consumer perceptions, with the company controlling the narrative. While consumer feedback is valuable, the rebrand is largely driven by internal creative teams and market trends.

Case in point: Dunkin’

When Dunkin’ dropped Donuts from its name, the decision was informed by consumer insights but executed with minimal direct collaboration with customers.

For B2B rebranding, the process is much more collaborative, requiring extensive input from stakeholders – particularly employees, clients and partners. Engaging these groups ensures that the rebrand aligns with the company’s core values and market positioning.

Case in point: Schneider Electric

Schneider Electric engaged clients, industry experts and employees to craft a rebrand focused on sustainability and energy efficiency, ensuring the new brand reflected stakeholder priorities.

6. Rebranding impact: today or tomorrow?

In B2C, the impact of rebranding is often immediate, as consumer purchasing decisions are more impulsive and influenced by marketing campaigns. Success is measured through metrics such as increased sales, website traffic or social media engagement.

Case in point: Old Spice

With its quirky Smell Like a Man campaign, Old Spice’s rebrand generated immediate spikes in sales and reinvigorated the brand.

B2B rebranding impacts longer sales cycles, where decisions are based on relationships, credibility and long-term value. Measuring ROI requires a longer timeframe and focuses on metrics such as client retention, lead generation and market perception.

Case in point: Honeywell

Emphasising its software capabilities, Honeywell’s rebrand required a long-term approach to change perceptions and win new contracts, rather than immediate sales boosts.

7. Rebranding touchpoints

B2C rebranding focuses on immediate touchpoints such as retail packaging, advertisements and social media platforms. The emphasis is on creating a cohesive brand experience for everyone across all consumer-facing channels.

Case in point: McDonald’s

McDonald’s rebranding efforts include consistently refreshing restaurant designs, packaging and ad campaigns to create a modern, family-friendly atmosphere.

B2B rebranding addresses more audience-specific touchpoints, such as sales presentations, technical documents, trade show materials and executive communications. The goal is to ensure professional and consistent client-driven relevance in every interaction.

Case in point: Salesforce

Salesforce’s rebrand included updated marketing materials, presentations and a modernised digital presence that aligned with its reputation as an innovative CRM leader.

B2B rebranding checklist

  • Prioritise trust and credibility
    B2B rebranding must reinforce reliability and expertise – all changes should enhance client confidence, not disrupt it.
  • Focus on long-term strategy
    Unlike B2C’s trend-driven rebranding, B2B rebrands must align with long-term business goals, such as expanding services or entering new markets.
  • Engage stakeholders
    Actively involve employees, partners and clients in the process to ensure the brand transition resonates with all key audiences.
  • Measure success with relevant metrics
    Focus on metrics such as client satisfaction, market positioning and lead generation rather than immediate sales boosts or viral buzz.

Adopt the right strategy for the right outcomes

While approaches to rebranding for B2B and B2C companies share some common principles, the execution and focus are significantly different. In B2B, a brand transition is less about creating excitement and more about reinforcing trust, communicating expertise and addressing the complex needs of a business-oriented audience. By appreciating these distinctions, B2B companies can approach rebranding with the strategic depth required to drive long-term success.

If your B2B organisation is considering rebranding, our experienced team can help clarify your brand repositioning and fine-tune your approach to ensure you focus on key B2B drivers.

Feel free to contact CBC’s Managing Partner, Ralph Krøyer, at rk@cbc.dk or on +45 35 25 01 60 for a no-obligation coffee and chat.