How to Make the Internal Business Case for Investing in Branding

How to Make the Internal Business Case for Investing in Branding

There is a conversation that takes place in many companies before they contact a branding studio. It usually happens between the marketing director or CEO and someone else in the organisation — a partner, CFO or board member — who asks: What exactly is this going to achieve?

It is a legitimate question. Answered well, it can unlock the project. Answered poorly, it can bring it to an end.

Why Is Branding So Difficult to Justify Internally?

Branding has a measurement challenge that other types of investment do not. A paid media campaign produces immediate metrics. A brand redesign has an impact that is spread over time and across touchpoints that are difficult to isolate.

That does not mean the impact is not there. It means you need to know where to look.

What Data Supports the ROI of Branding?

Industry data is consistent. Companies with a coherent brand identity generate between 10% and 20% more revenue than those without one, according to Lucidpress’s Brand Consistency Report [1]. The 2025 Brand Finance Global 500 report shows that the world’s strongest brands are able to command prices that are, on average, 13% higher than those of less well-known competitors [2].

For SMEs and mid-sized companies, the most tangible impact is usually seen in three areas: Sales conversion. A brand that communicates credibility reduces friction during the first interaction. Talent acquisition. According to LinkedIn, 75% of candidates research a company’s brand before accepting an offer [3]. Pricing power. A well-positioned brand can support higher price points with less justification.

Which Arguments Work Best for Different Stakeholders?

When Speaking to a CFO or Finance Director

The strongest argument is opportunity cost.How many sales meetings fail to progress because the brand does not communicate the level of credibility the product deserves? How much time does the team spend explaining what the brand should already communicate on its own? The cost of a weak brand is invisible, but cumulative.

When Speaking to a Board or Business Partners

The most effective argument is competitive benchmarking. Showing how the company is perceived visually compared with its direct competitors — across its website, LinkedIn presence and sales materials — is more persuasive than any abstract argument.

When Speaking to a Sceptical Team

Airbnb is one of the most frequently cited examples in this context. In 2014, when the company was already experiencing significant growth, it invested in a complete rebrand with DesignStudio. They did not simply change the logo. They redefined how the business explained itself. Over the following two years, the number of bookings increased fourfold [4].

Which Arguments Do Not Work?

Saying that “the brand feels outdated” or “it no longer represents us” relies on perception rather than business impact. For someone who thinks in financial terms, that is not enough to justify an investment. What does justify an investment is connecting the brand problem to a specific revenue problem: deals that do not close, talent that does not apply, customers who do not return, markets the company struggles to enter.

Once you are able to make that connection, the conversation changes.

References

[1] Lucidpress. The Impact of Brand Consistency. Lucidpress Brand Consistency Report, 2021. Finding: brand consistency is associated with a 10–20% increase in revenue.
[2] Brand Finance. Global 500 2025. Brand Finance Annual Report.
[3] LinkedIn Talent Solutions. Global Talent Trends 2024. Finding: 75% of candidates research an employer’s brand before accepting a job offer.
[4] DesignStudio. Airbnb Brand Case Study. designstudio.co.uk, 2014.