In Part I of this series, I looked at the idea of an established brand crafting a new identity and what that meant for Starbucks' experimental café. When compared to Muji, it became clear that—regardless of name or logo—product and design are central to communications. Some of Muji's products are created by known designers. While their names are absent from the work, they are associated with and, thus, represent the brand. Such behavior is sustainable.
This next post looks at two cases that seem hasty in comparison. In one, a company hid its ridiculously recognizable golden arches when introducing a product in Japan. In the second, a small clothing company dropped the logo from its product line. Were these mere publicity stunts? I'm not partial to spoilers...read on.
Last year, McDonald's introduced the Quarter Pounder to Japan by way of two "Quarter Pounder Shops" in Tokyo. They looked like lounges, if not couture boutiques. The sleek, dark, minimal interiors had no name, no logo, no arches. The only food on the menu? Quarter pounders (regular or double) and French fries.
My coworker Ayaka Ito, who is from Japan, recalls seeing promotional posters without even realizing the McDonald’s name and logo were absent. This isn't surprising, given that their food and packaging are so identifiable on their own—as was the smell of crisp fries wafting from the shops, I presume.
I didn't find much in the way of other feedback. McDonald’s was chasing after a soundbite of attention and got little in return. The underwhelming reaction can in part be explained by location. The stores were opened in a metropolis defined by "sensory-overload." The company might have found greater opportunity in opening them in rural Japan, where the nail that sticks out begs to be hammered. I did come across this amazing, campy site (golden arches included). Ayaka tells me it introduces the people who make the beef for McDonald’s, demonstrating that their food is trustworthy and healthy.
Moving on...
What about when a product line attempts to transform, if not reinvent, a brand? Not long ago, street wear fashion label Freshjive decided to drop all logos from its merchandise. Owner Rick Klotz cited disillusionment with marketing and a desire to re-focus on design as his motivation.
Consider this: Al Green began putting his effort into gospel music when his R&B records weren't selling well. Do I doubt the true motives of either Green or Klotz in these instances? Not really, but as a native to the midwest I assume earnestness. Money may well have provoked the change in behavior. (Side note: I love you, Al Green.)
Klotz is even nixing logos from tags on the inside of t-shirts (more on that in this PSFK article). I imagine Freshjive’s core following will applaud the anti-logo decision. It seems to have been prompted by product design and stripping away anything that getting in its way. Plus, it is a smaller, more trusted company. But will the lack of identity hinder their success in reaching and retaining new consumers?
Each of the examples explored thus far points to the increasing importance of brand interaction (which Ian commented on in my previous post). Marketers need to think about brands in a contextualized atmosphere that takes into account how they are experienced as well as how product and operations function. This is all the more important when the motivating factor is publicity or money as opposed to, say, a philosophy shared with the consumer. I'll conclude this series with a third post that summarizes my thoughts on brand behavior and the need for a symbiotic relationship.
