BRAND HERITAGE
Relaunch, Repack…Resign Nick Burgoyne dissects why it’s wrong to re-invent the wheel in a relaunch
It’s a tradition in Marketing – although not one that you will find in any textbook or discussed in any lecture theatre, but rather in the canteen and at post-work drinks – that every new Brand Manager will quickly pick the packaging and advertising as their first high- profile project to demonstrate their worth to the business.
Nick Burgoyne has enjoyed two decades in the industry with client- side roles in sales and marketing, as well as leading his creative agency, White
Communications Group
he 3 R’s of Marketing – Relaunch, Repack, Resign – are well known in brand management circles. For the brand itself however, this can have dubious and even detrimental effects. Similarly, it’s in the interests of some pack design or advertising agencies to produce radically different designs, rather than one that has simply evolved. Billings and creative awards are unlikely to follow a subtle
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adjustment, however judicious. It’s an understandable urge for agencies – a big rebrand brings big fees to match – whereas a strategic tweak won’t put the kids through Eton. But if, as a company, you have patiently built up customer recognition in a particular design or advertising slogan, sometimes to the extent where companies like Starbucks and Nike can even remove their name from the equation, be wary of the major overhaul. Simply look at Gap’s rebranding backlash for evidence of just how much consumers care. Full consideration should be given to the medium and long- term effects of a radical shift on brand equity – both positive and negative.
Having said all this, there is no shortage of brand equity issues that necessitate or justify a widespread change.
The perceived value of the
product may have declined as competitor offers have improved or the brand image has dated over time. Repositioning may be required as the previous target audience could have shifted to other products or is now too small to be viable. Equally, there may be a change in brand strategy, which has necessitated a shift in communication. Consumer elements will need to be addressed too. New consumer insights may have identified issues or gaps not fully addressed by the current pack design or advertising.
In an increasingly competitive
industry, rivals’ activity needs to be carefully monitored too, which may lead to the brand having to exceed competitor claims or look to further differentiate their offer. A saturated market also means that advertising noise and increasing shelf clutter amplify the need for the brand to stand out.
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