The Burberry* rebranding went as well as one might expect:

This reminds me of the perils of rebranding. In the words of Mark Ritson:

[…] this is rebranding, which I regard as the most asymmetrical corporate strategy of them all. There is literally no upside of a nice new logo; there is only pain if you get it wrong. And inevitably it goes wrong a lot of the time.

Tom Fishburne recounts another example:

In the most famous rebranding blunder of all time, Tropicana in 2009 got rid of all of the brand heritage on its packaging. Consumers subsequently didn’t recognize enough of the visual identity to find the brand on shelf. In just six weeks, sales had dropped a whopping 20%, and Tropicana went back the old design.

I think rebranding happens for a number of bad reasons, the two most important being:

  • New management has no connection and understanding of the existing brand
  • Marketing has lost its direction and feels a need to prove its usefulness to management

*) No, I am not a Burberry customer, even though they seem to pop into my feeds.

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