This article appeared in the Fall issue of Forum Magazine.
By Gwyneth Helm, Mike Norbut & Candice Warltier
When done right, a rebrand takes time and it’s not something to consider lightly.
As a younger generation considers association membership and associations evolve to represent their full membership, leaders are rethinking their brand identity and even what it means to be a member.
Today’s associations face a delicate balance of remaining true to their legacy and long-term members while evolving to attract and meet the needs of a younger generation of members.
Many are finding their names are limiting and do not truly represent who they are as an association.
While there are numerous reasons for undergoing a rebrand, the association truly needs to understand the goal, according to Amy Gwiazdowski, Vice President, Communications, American Marketing Association. “Is it a matter of refreshing the brand perception or repositioning for new markets? Or is this something more and entails crisis and reputation management or possibly for financial growth?” said Gwiazdowski. “When done right, a rebrand takes time and it’s not something to consider lightly. Understanding the reason, doing the research (internal audits, market analysis, stakeholder input, etc.), making sure everything aligns with mission objectives, and the planning should be done with a lot of consideration and understanding of what problem needs solving.”
Here’s how four associations decided to take on rebranding.
Framing the Big Picture
The American Bus Association began as a brand refresh and evolved into a full rebrand after meaningful conversations with members and staff revealed a shared desire for a stron- ger, more inclusive identity. Initially sparked by a leadership transition, it became clear that the ABA identity could be more intentionally aligned with its strategic direction as it heads into its 100th year in 2026.
“The rebrand is not a cosmetic update—it’s an extension of our strategic vision. As we devel- oped a new strategic plan, we recognized that our brand needed to reflect the full spectrum of our membership and the broader travel landscape,” said Ben H. Rome, Director, Com- munications & Brand. “The updated identity helps us communicate more clearly, advocate more effectively, and connect with our members year-round, not just during events.”
After a new CEO was in place, ABA conducted a series of listening sessions to gain a deeper understanding of member needs. One key insight emerged: many of its members, particularly those outside traditional motorcoach opera- tions, felt visible only during the annual event.
Today, ABA represents the full spectrum of group travel and transportation, including char- ter, scheduled service and shuttle buses, but also support partners such as manufacturers, hotels, attractions, restaurants, and more. The refreshed brand is designed to better reflect the full diversity and value of the member base throughout the year.
“The rebrand is not a cosmetic update— it’s an extension of our strategic vision.”
Rebrand Objectives & Process
ABA’s top goal was clarity—creating a brand that represents the association as it is today. This meant creating an identity that honors our legacy while also resonating across various sectors. Equally important was inclusivity—ensuring that members from all corners of the industry could see themselves reflected in the brand and feel a sense of ownership in the process.
Visual and Verbal Identity
The ABA’s new logo retains transportation themes—which is critical to its DNA. However, the brand is more than a new logo. It will be reflected in ABA’s updated educational tracks, broader advocacy campaigns, and how they tell member stories across platforms.
ABA’s annual conference will showcase the brand with refreshed signage, updated session formats, and a stronger focus on year-round impact.
For those associations considering a new brand, Rome recommends starting with listening, not design. A brand refresh must be more than a visual update—it should emerge from in-depth conversations about purpose, member needs, and where your industry is headed. Also, don’t underestimate the power of inclusion. Bringing members into the process doesn’t slow things down—it builds trust, sharpens the result, and helps ensure your brand reflects the real, diverse community you serve.
One Letter Leads to Significant Growth
In a world of acronyms, it’s hard to imagine the impact changing one letter can have on an organization. But in the case of the American Organization for Nursing Leadership (AONL), one seemingly simple update has led not only to significant membership growth, but also a more cohesive community.
The reality is that this rebranding effort was not nearly as simple as the name change may imply. Staff and leaders for what used to be the American Organization of Nurse Executives (AONE) felt for some time that their name was limiting. While the organization clearly was the membership home for Chief Nursing Offi- cers (CNOs), other emerging leaders couldn’t necessarily see themselves engaging with the association. Nurse managers and directors didn’t feel they were welcome to join because they didn’t have an executive role.
Meanwhile, the concept of “nurse leader” was also becoming more prevalent in healthcare settings, and AONE felt that terminology more aptly described what the organization stood for in advocacy situations and how it worked to prepare leaders for a successful future. After many discussions and market research, the orga- nization decided to change its acronym to AONL.
“It was a profound change,” said Stacey Chap- pell, Senior Director, Advocacy and External Communications for AONL. “It helped nurse leaders, regardless of their title, feel like they belonged in the organization.”
Prior to AONL’s name change in 2019, the organi- zation had a steady membership of about 8,000, consisting mostly of CNOs. Today, membership exceeds 13,000, with many new members being nurse managers or directors. This has led to a more inclusive community as well; not only does AONL offer more programming for all nurse leaders, managers and directors also serve on the organization’s Board of Directors.
There are unintended consequences to antici- pate and manage, however. As AONL expanded and grew their membership, they also recog- nized the importance of continuing to be the home for their traditional members, nurse executives. “Nurse leaders in various roles have different needs,” said Chappell. “You can’t be everything for someone, but you can be some- thing for everyone. It is important to have unique programming and community for nurse leaders at all levels throughout their career trajectory.”
