Woolley Marketing: Walking the line between evolution and alienation

Last time, I shared how we too often mistake the changes in the market for disruptions. We need to recognise that not all changes are disruptions, but all disruptions are caused by typically unseen or unpredictable change.

 

This time, I want to focus on how we respond to change as brand managers and owners. Particularly interesting is the very fundamental way we present or represent the brand to the various audiences and stakeholders through our corporate or brand identity.

 

Over many years, major brands are established, and millions of dollars are invested to secure a place in the consumer’s mind and consideration. Therefore, the decision to alter how these brands are represented is not made lightly. Recently, we have witnessed brands that have undergone significant brand changes that have sparked considerable backlash, dividing the population, especially amongst those in marketing and advertising. But do the same considerations apply for advertising agency brands as they do for major consumer brands?

 

Jaguar decided to modernise its corporate branding as part of a complete repositioning for the electric vehicle age. While Elon Musk’s shift from Twitter to X, reflects the change in ownership and the new purpose of creating an 'everything app'. In both instances, the changes elicited varied and significant responses.

 

However, these are just two examples of why major brands undertake rebranding efforts. In 2016, Instagram refreshed its retro-style camera logo with a modern colour gradient design. The merger of Dell and EMC that same year led to a rebranding to reflect the newly expanded product range of the combined entity.

 

In 2014, Airbnb introduced the now-famous ‘Belo’ symbol as part of its global expansion. Mastercard streamlined its logo in 2016 by removing the text and concentrating on the interlocking circles. Following the Deepwater Horizon oil spill in 2010, BP updated its branding to restore its reputation. Meanwhile, Quaker Oats discontinued the Aunt Jemima brand and logo in 2020 due to its roots in racial stereotypes and rebranded it as the Pearl Milling Company.

 

 

One prominent rebranding trend that emerged in the middle of last decade was the shift to sans serif fonts, exemplified by Google’s rebranding in 2015 with an updated logo featuring a simpler typeface regarded as more adaptable to various screen sizes, devices, and contemporary aesthetics.

 

This trend was epitomised by luxury brands such as Yves Saint Laurent, Balenciaga, Burberry, Berluti, Balmain, Rimowa, and Diane Von Furstenberg. Up until 2018, they all rebranded to attract a younger Gen Z customer. However, many have since reverted to more traditional elements of their brands.

 

Gap is not a high-fashion brand, but it made a significant mistake with its rebranding. In 2010, it revealed a new logo design that used a chunky sans-serif instead of its traditional and elegant condensed serif. This design was met with immediate consumer backlash, forcing the company to revert to the original classic design.

 

You would think that the very companies that the major brand marketers often engage in advising on brand management and promotion would also be focused on their own brand management. Back in 2000, when WPP acquired Y&R, the CEO at the time, Sir Martin Sorrell, was reported to suggest that managing multiple agency brands was driven mainly by the need to accommodate client conflicts more than managing the value of the brands.

 

Since then, we’ve witnessed numerous holding companies, including WPP, Dentsu, and Publicis, significantly rebrand their agency brands, often shedding significant legacies in the process. For instance, over the past seven years, WPP has streamlined Grey, AKQA, Wunderman, JWT, Y&R, and VML to just AKQA and VML. Publicis announced last month that it is merging Leo Burnett and Publicis Worldwide to rebrand the new agency simply Leo.

 

Knowing the risks and the cautious approach brands take to brand management, one wonders what compelling change drives the holding companies to do this to their brands. And would they recommend this to their clients’ businesses under the same circumstances?

 

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Woolley Marketing is a monthly column for Campaign Asia-Pacific, penned by Darren Woolley (top), the founder and global CEO of Trinity P3. The illustration accompanying this piece is by Dennis Flad (bottom), a Zurich-based marketing and advertising veteran.