In October 2021, the head of digital communications and branding at the Australian biopharmaceutical conglomerate CSL Limited (CSL), was tasked with a strategic rebranding exercise. By August 2022, he and other stakeholders felt a sense of pride and satisfaction at how quickly the rebranding initiatives had been completed. CSL felt that it had achieved the desired brand associations and met its targeted brand net promoter score performance. Looking forward, the company’s executives needed to outline an implementation plan to ensure CSL’s brand positioning—its key differentiator—to ensure that CSL outpaced respected competitors and that the CSL brand connected with the company’s product brands at each customer touchpoint—all while maintaining trust and attracting the best researchers possible.

In October 2021, the head of digital communications and branding at the Australian biopharmaceutical conglomerate CSL Limited (CSL), was tasked with a strategic rebranding exercise. By August 2022, he and other stakeholders felt a sense of pride and satisfaction at how quickly the rebranding initiatives had been completed. CSL felt that it had achieved the desired brand associations and met its targeted brand net promoter score performance. Looking forward, the company's executives needed to outline an implementation plan to ensure CSL's brand positioning-its key differentiator-to ensure that CSL outpaced respected competitors and that the CSL brand connected with the company's product brands at each customer touchpoint-all while maintaining trust and attracting the best researchers possible.