What works (and not and did not do when I modernized the 20 -year -old brand

I joined the RXNT in 2019 to guide the re -branding efforts, in which two decades inherited the ground -breaking corporate history and an elderly brand, which no longer reflects the company’s story or high goals. The company was celebrating 20 years of innovation, but it needs freshness.

After launching an electronic prescription software in 1999, the company was zipped with a narrow impression despite expanding in wider solutions over time. E -prescription specialization worked well with us in the early 2000s, but when the competition was tough and spread, the limited impression of our brand surpassed us.

It was not too late to understand that we had to be bold to change our view and to stand in the sea of ​​ancient identity, ancient identities.

To overcome the old feedback

Every established organization faces an infection point: You’ve made a track record, earned industry trust, and your name is well -known, but familiarity is working against you. In our case, the doctor primarily knew RXNT as an e -prescription solution, which restricted our growth. Potential consumers looked at us through a narrow lens and assumed that we only presented a piece of this puzzle.

We spent years in creating an impression on cheap, ease of use and help, which were all incredibly valuable. However, focusing on incredible features showed how much our products and features have expanded and developed. In a crowded market full of big venture capital budget and large teams, being “safe” means mixing in the background.

Without any real change, there was a risk of stagnation in the fast moving industry: briefly, evolution or left behind. The solution was to change positioning with our language, strategy and identity.

In 2000, the early beta-launch of e-prescription was included from time to time new solutions to practice-electronic health records, then medical billing, mobile applications, patient portal and more. To counter the impressions of outdated users, our entire brand strategy was re -interpreted during the branding process. Unlike many rivals, we focus on the RXNT as a complete, integrated solution that offers only siled or specific specific solutions.

We needed to stop watching as an ed on the backbone of the entire day of health care practice. When providers can add the RXNT and run their entire exercise from intake to payments, why use many similar puzzle pieces in the health industry?

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A fresh, enthusiastic look with the Foundation’s confidence

Medical space – in ways, insurance, up to software – often leads to conservative perspectives for branding. The blue space is the most dominant color ever, which is used to give rise to stability, confidence and professionalism. Repeatedly, we faced samples of safe, clinical, neurice brands. Even the dominant color of the RXNT was blue, and we needed to separate ourselves from the same old point of view.

The choice of dynamic color palette was our first bold step. We descended on the bright combination of orange and blue, which is a meaningful departure from conservative standards in the industry. Blue still has a place in our palette, but this combination felt youthful, fresh and interesting.

By re -considering everything from our website to the visuals of our campaign, we identified the brand experience. We refreshed our painting, and chose more dynamic, modern visuals. Innovation Instead of routine compliance or functionality. We also chose an authentic imagery, which was more likely to resonate with the general stock images of the happy doctors.

Of course, discrimination itself is not enough. In health care, trust is everything, and if this brand comes to all flash and no substance, we will take the risk of removing clients who value our stability.

We were cautious in balanceing the bold style with messaging, which showed our proven track record and dedication for stable, safe solutions. In other words, we used colors, design and tone to indicate new energy without compromising on this confidence that we spent in years.

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Navigating the change

Already, with two decades of innovation behind us, many of our users were well -established and had been with us for many years. Any kind of clean change is always at risk that your customer base will no longer identify with you – with a brand, the impression they have made about your brand may no longer match your story. But the fact is, if you are growing and staying relevant is important to you (as should be), keeping in view the history of your brand must embrace the change.

We navigated this balance by sticking to our roots of integrity and integrity, ensuring that the customer service is a fundamental part of our values, and makes long -term decisions instead of cash grip. We initially also told our vision for Rebrand and told why the time for change came, ensuring that the benefits and “why” were highlighted as real data and customer’s opinion.

Our past again pursued the brand – we put the company’s name and our original identity indicators to balance a new shape and acquaintance. Using three colors to reflect overlap between health and technology, as one of the first medical software solutions in the market, it pays tribute to our history.

Playing it safe is the biggest re -branding risk

Finally, re -branding is not about your shape. This is about strategic positioning, creating impressions for your ideal customer and committing long -term vision that is in line with the company’s wider goals.

After more than 5 years, leaving the safe choice was the backbone of this change. By emphasizing energy and discrimination – and by adding the rest of the team to the board – we basically changed how the market saw us, which opened the doors for future innovation and development.

For businesses who consider the brand again in a established industry, dare to go boldly. You can stare at some wings, but staying in the safe lane pose much more risky for your future.