Brands are no more or less than memory-constructs in people's minds. When you rebrand you choose to shatter these memories. In other words, start again. So, why do it?
The Tropicana rebrand is a text book example, literally. From the familiar orange-with-a-straw image to a plain glass of juice, along with a logo change, Unilever rebranded their orange juice wholesale.
And the result: It became unrecognisable. Its repeat buyers (or loyalists), as well as light and non-buyers couldn't find the brand they, at different levels, all knew. And, within 6 weeks, sales dropped 20%, or roughly $33 million.
More than we'd like to admit (in focus groups), why we buy is intuitive over rational. We shop on autopilot with an inherent draw to the familiar, or memorable (Buyhaviour 1: Availability Bias).
Which makes the role of advertising, including branding: to lodge your brand's distinctive assets - logos, colours, design, fonts, tone - into the mind and memory of your audience.
Which can only happen if your brand has a consistent, unique identity. Of which, rebranding is the antithesis. So, save yourself mega-bucks. Refresh, reframe; just don't rebrand.
Unless, of course your brand's been hijacked by an international terrorist group. Then, you should probably rebrand.
Unless, of course your brand's been hijacked by an international terrorist group. Then, you should probably rebrand.
Christopher Ott
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