Jaguar Calls for Trust and Patience Regarding Brand Reimagining

Jaguar has called for the public to “trust and reserve judgement” regarding its ongoing brand transformation. The automotive manufacturer, undertaking the most significant shift in its 102-year existence, unveiled a new logo and a “social media tease” this week, preceding its planned relaunch as an exclusively electric vehicle brand in early December. The promotional video has drawn criticism, with numerous observers noting the absence of an actual vehicle. Conversely, some have commended the company for its audacious approach and disruptive strategy. Regardless, the rebrand has captured public interest, and Jaguar has subsequently acknowledged that it not only anticipated this discussion but actively sought it. During the 1960s, Jaguar introduced the E-Type and XJ models, which are recognized as some of history’s most iconic automobiles. The company now aims to replicate this impact by presenting its latest “design vision” in Miami next month. The online preview of this vision, a 30-second advertisement, showcases models dressed in elaborate, vibrant attire, who unveil the company’s new logo styled as JaGUar. The advertisement notably omits cars, sophisticated men in suits, or imagery of big cats. On X, owner Elon Musk, who also heads the electric car company Tesla, responded with “Do you sell cars?”. Another user questioned, “This is surely a joke?”, while a different individual posited that the initiative would “cost jobs and do real damage”. Some comments included “Go woke, go broke”. Specsavers, recognized for its witty social media presence, responded by creating a satirical version of its own logo, appearing as if made with Microsoft Paint. Concurrently, supermarket Aldi commented on Jaguar’s “Copy Nothing” slogan, stating: “You sound like our legal team.” Despite the public’s anger and sarcastic reactions, Jaguar has reaffirmed its strategy, responding to certain online comments with expressions like “To live is to evolve.” A spokesman informed the BBC, “We had to break rules and do something that would get us cut thru,” implying this approach is intentional. Martin Brundle, a former Formula 1 racing driver and current broadcaster, commented: “I have no idea what this is all about, but it’s genius. “Everyone is talking about Jaguar in a moment of time when they’re not actually making cars.” Lee Rolston, chief growth officer at the global branding agency Jones Knowles Ritchie, has contributed to rebrands for prominent entities like Burger King and the RSPCA. He was also involved in the strategic decision to remove “donuts” from Dunkin’s name, aiming to establish “a first-name basis with America,” considering its status as one of the nation’s largest coffee vendors. Mr. Rolston states that rebrands typically happen when a company seeks to “shift” its business strategy, a move Jaguar is making by transitioning to solely electric vehicles. He notes that in an “ideal world,” a rebrand generates excitement and favorable public sentiment, but success requires ensuring “people understand the context.” He advises, “Don’t ever just launch a logo – when people see a logo they tend to subjectively respond to it. It’s always good to show as much as you can,” adding, “Unless you want that response. Maybe Jaguar did actually want this kind of response.” Mr. Rolston observes that Jaguar’s rebrand strategy, which involves teasing and gradually releasing information about its intentions, has created a vacuum subsequently “filled by opinion.” He states, “They have taken a very brave route – it’s one that very, very few brands ever do take because it’s very risky, but time will tell.” The practice of omitting a product from an advertisement or provoking strong reactions is not unprecedented; for instance, the Cadbury’s advertisement featuring a gorilla drumming to Phil Collins did not display any chocolate. Keith Wells, founder and director of Brandwell, a brand strategy firm, highlights Apple’s 1997 “think different” advertisement, which presented figures such as Albert Einstein and Mahatma Gandhi instead of its computers. Nevertheless, Mr. Wells possesses direct experience with a rebrand controversy. He asks, “Remember Consignia? (Readers under the age of 40 can be forgiven for not).” In 2001, he headed Dragon Brands, the consultancy responsible for devising the new corporate identity for the Post Office Group. The objective was to establish a contemporary umbrella brand for the reorganized entity, encompassing not only the Post Office but also Royal Mail and Parcelforce. However, the introduction of Consignia provoked public outcry, primarily because of misinterpretations of the rebrand. Some individuals mistakenly believed that Post Office branches would adopt the Consignia name, which was incorrect. Despite this, the negative sentiment, coupled with a change in leadership, ultimately resulted in Consignia being discontinued and renamed Royal Mail plc 16 months subsequent. Although Jaguar is not altering its name, Mr. Wells asserts that the brand has undertaken a “huge, bold step” and that the public should afford it “respect and time” to observe the outcome. Mr. Rolston noted that “branding logic” typically advises companies to “lean into” their existing public perception, but Jaguar seems to have disregarded this. He questioned, “Everything they have put out so far is not like a Jaguar. The question is, if it’s not a Jaguar as you used to know it, what is it?” Jaguar contends that its rebrand aligns with the philosophy of its founder, Sir William Lyons, who stated that “A Jaguar should be a copy of nothing.” However, Erin Baker, editorial director at AutoTrader, clarifies that the automaker is evidently attempting to shed its “sage” image, which suggests its vehicles are exclusively for older, white men who might frequent golf clubs, wear cravats, or smoke cigars. She remarked, “It’s been languishing in terms of sales for years now,” adding, “Something has to change fundamentally with the brand.” Nevertheless, Ms. Baker expresses approval for the rebrand advertisement. She states, “I think it needs to really stir emotion, it needs to stir curiosity, get people asking questions.” For nearly a decade, Jaguar has represented the least performing segment within the Tata Motors-owned Jaguar Land Rover (JLR) group, with the Range Rover and Defender models generating the company’s highest profits. Ms. Baker views Jaguar’s drastic rebrand as a last-ditch effort for revitalization. She questions the consequences if it proves unsuccessful, stating, “I am not sure what else they can do,” and adding, “It’s a very risky move to go pure electric in 2026 when sales of electric cars the world over have largely stalled amongst private buyers.” She concludes, “But the truth is…no one has an idea if this is going to succeed or not.” There is a general consensus that Jaguar likely welcomes the current public discourse. Jaguar responded to some critics with the phrase “soon you’ll see things our way.” The ultimate outcome remains to be seen. Copyright 2024 BBC. 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