Expert Opinion: Delivering successful roadside rebranding projects 

Fairhurst Buckley’s John MacMillan, BSc (Hons), MRICS, CMaPS, shares his experience and advice in delivering successful roadside rebranding projects across multi-site client portfolios.

Rebranding a portfolio of roadside property assets is rarely just a cosmetic exercise; it is a process that requires careful planning and co-ordination with involvement from a variety of client stakeholders including marketing, ICT, property, and operations. Input is often required from external consultants such as Structural Engineers, M&E Engineers, and Architects, along with various specialist contractors to attend to matters such as signage, fit out, and general repairs.    

Whether driven by acquisition, market repositioning, or operational change, a successful rebrand requires early strategic input and disciplined execution. Without that, projects could face unnecessary delay, escalation of costs, and expensive disruption to trading.

Understanding the Drivers

The rationale behind a rebrand must be clearly defined at the outset.

A common scenario arises following acquisition, where clients seek to rationalise a portfolio of disparate brands into a single identity. While the commercial logic is often clear, the practical implications across property interests, planning consents, and operational requirements are frequently underestimated.

Rebrands may be driven by evolving customer expectations or a shift in market positioning, requiring more than visual change. They may involve alterations to site layouts, access arrangements, or the customer journey, each bringing its own set of property and regulatory considerations. 

As surveyors, our role is to ensure that these drivers are translated into a deliverable and compliant project.

Planning, Consents, and the Reality of Delivery

One of the most consistent risks I encounter is the underestimation of statutory approvals and third-party consents.

Even relatively straightforward changes, such as replacement signage, can require advertisement consent. More substantial rebrands may trigger full planning applications, particularly where there are alterations to elevations, lighting, or site access, such as relocating entrances.

For leasehold assets, landlord consent is another critical path item which can become time-consuming. Early engagement is essential to avoid programme delays.

In practice, aligning planning strategy, landlord approvals, and programme requirements is often where the value of experienced advisory input is most clearly realised.

Programme and Project Management

Delivering a rebrand across multiple sites introduces a level of complexity that should not be underestimated.  From my experience, the most successful programmes are those underpinned by robust project management structures from the outset.

This includes:

• Clearly defined scopes and design standards
• Realistic programmes that account for approvals and procurement
• Strong coordination between consultants, contractors, and client teams
  
  

Consistency is key. While each site will present its own constraints, the overarching approach must be standardised to maintain brand integrity and control cost.

Importantly, project management is not simply about delivery: it is about risk management. Identifying and mitigating issues early is fundamental to maintaining programme certainty.

Protecting Business Continuity

For roadside operators in particular, continuity of trade is paramount. Even short periods of disruption can have a direct and measurable impact on revenue.

A well-considered rebrand programme should therefore prioritise operational continuity.

In practice, this often involves:

• Phasing works to maintain customer access
• Implementing temporary reception or service areas
• Providing suitable welfare and rest facilities for staff during construction
• Clear wayfinding and communication to minimise customer confusion

In my experience, the difference between a well-executed and poorly executed rebrand is often most visible in how the customer experience and expectations are managed during the works, not just the finished product.

Common Pitfalls in Multi-Site Rebrands

There are several recurring issues that could be avoided in rebranding programmes:

• Ensure clients are advised of likely external timescales and expectations are managed. Clients often underestimate the time required for planning and landlord approvals, leading to unrealistic delivery targets. Failure to fully understand title constraints, lease obligations, and planning history can lead to delays and redesign.
• Early engagement with stakeholders – planners, landlords, operators, designers, and contractors.
• Good planning will ensure consistency in trading and enhance customer brand perception.

Systems, Processes, and Portfolio Control

For clients with large portfolios, the importance of systems and processes cannot be overstated.

Centralised tracking of site progress, approvals, costs, and risks enables informed decision-making and proactive management. It also ensures transparency across stakeholders and supports consistent delivery.

This is where we can add significant value, bringing structure, governance, and clarity to what can otherwise become a fragmented process.

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As sector specialists, Fairhurst Buckley manage projects on behalf of several roadside clients, including Mitcheldever (Protyre) and Halfords.

Images attached – before and after shots:

• Protyre centre in Newark, which previously traded under the SELECTA brand
• National Tyres Autocentre in Chorley has been rebranded under the FUSION programme to Halfords Garage Services