March 21, 2025 • 24 mins
When a brand decides to reinvent itself, the stakes couldn't be higher. From costly logo redesigns to complete identity overhauls, the Ad Bros unpack why some rebranding efforts crash and burn while others brilliantly revitalize companies.
Blockbuster's cautionary tale stands as perhaps the most devastating example of rebranding failure. The video rental giant had the opportunity to acquire Netflix but couldn't envision streaming as the future of entertainment. This shortsightedness ultimately sealed their fate, demonstrating how refusing to adapt can lead to extinction in today's rapidly evolving marketplace.
The guys dive deep into Tropicana's infamous 2009 minimalist packaging redesign that caused sales to plummet 20% - translating to roughly $140 million in losses. Similarly, Gap's 2010 logo change prompted such immediate backlash that they reverted to their original design within a week. These examples highlight a crucial rebranding principle: consumers develop deep emotional connections to familiar brand elements, and changing them without careful consideration can alienate your most loyal customers.
But it's not all cautionary tales. The conversation shifts to remarkable success stories like Apple's "Think Different" campaign that brilliantly positioned the company for future innovation without showcasing a single product. Dunkin' dropping "Donuts" from their name to broaden their appeal represents another masterclass in seamless rebranding. Even individual transformations like Gucci Mane's evolution from lean-drinking rapper to health-conscious artist demonstrate how effective rebranding principles apply across contexts.
The episode wraps with thought-provoking discussions about what happens when brand spokespersons become toxic and the significant investment required to successfully shift consumer perceptions. As the hosts succinctly put it: "Brands are people, people are brands" – underscoring that at its core, branding is about authentic human connection.
Subscribe to hear more marketing insights from the Ad Bros, where there's "no soft talk when it comes to telling the truth" about the advertising world.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
And I think the last segment of Rebrand is actually
cool because it's really twopoints to talk, in that it's
this idea of I don't know, weain't got to talk about 2 Chainz
, but we can really just talkabout brand failures, and that
can be one point.
Speaker 2 (00:13):
All right, We'll go right into the third.
Don't worry about the time man.
Just put the points on theboard, Numbers on the board.
That's right.
We'll go right into the third.
Don't worry about the time man.
Speaker 3 (00:46):
Just put the points on the board, numbers on the
board.
That's right.
You feel me, that's right, true, true, true.
Speaker 1 (00:51):
Look at you, coach.
Speaker 3 (00:52):
I'm just saying Condition and shit Player coach.
You heard, like Tom Brady, Iknow you want to be a coach one
day.
Or like LeJames to be a coachone day.
Or like let la james lebron thecoach.
That's too bill russell.
That's bill russell, that's agood one.
You know lebron be coaching.
By all means.
Speaker 1 (01:11):
Um, yeah, uh I don't want to introduce myself, all
right, no I'm saying I don'twant to go first okay, no, you
go first so what's good?
Speaker 4 (01:20):
um, it's good folks.
Another edition of abros.
Your boy, easy Rose Brownsville, finest.
You already know I'm having itmy way and feels good to be back
with my bros again and you knowwe really chopping up some game
and we talking.
You know we talking somerealness as it relates to the
culture and everything, so feelsgood to be back what's good
people?
Speaker 1 (01:39):
this your boy, ad, all the way from ATL, by way of
Grady, by way of Decatur.
Shout out to my folks on theeast side, the west side and the
south side Love you guys.
What's up, what's?
Speaker 3 (01:49):
up Tony Stallion here .
I just remembered I forgot inthe last two episodes.
Shout out to Queens, queensrepresentative, you know, new
York here with the Ad Bros towrap up this trilogy in this
series about branding.
And here we are here to talkabout some rebranding failures.
(02:13):
I have some successes too thatI'll put at the end, but I kind
of mentioned in episode two.
But just to kind of reiteratehere a company or a person will
rebrand themselves to maybe geta new audience, maybe to expand
who they're marketing to.
Just on an everyday, like I cansay to myself, like I remember I
(02:35):
rebranded myself multiple timesfrom, like, when I was in high
school I maybe acted and dresseda certain way and I went to
college I wanted to feel acertain way, more business
casual you talk about that onanother way, more business
casual you talk about that onanother pod business casual life
in New York.
And then, yeah, and then, as Igot older, into my 30s, I was
like, hey, how do I want to feeland represent myself?
But we could jump into what.
What are some you know brandfailures or rebranding failures
(02:59):
that come to mind for you guys?
Speaker 4 (03:01):
I have one straight off the dome, but I'll let you
guys go first I'll go with abrand branding failure um, I
would say blockbuster I mean, Ifeel like.
I feel like, because theyweren't able to adapt like they
had an opportunity to actuallyacquire netflix.
From what I remember, um, andyou know it, it didn't, they
(03:22):
didn't want to pivot, theydidn't want to pivot Right, and
Netflix was actually the idea ofstreaming movies, of content
with the future, and I guessNetflix excuse me, blockbuster
just couldn't see that far.
So as a result, you know, Idon't know what they're doing.
There's one left.
Speaker 1 (03:42):
I'm going to go very nostalgic here.
I used to work for this companyyellow pages, and the time is
you know there's multiple yellowpages because they're from the,
the bell system of the networkof bell labs or systems or
companies throughout the country.
They all had their form of ayellow page and I worked for
bell soft advertising andpublishing, or babco, which is
yellow pages for the southeast,and we told those guys back in
(04:04):
like 98, 99, that it's thisthing called Google that you may
want to like, emulate, becausewhat they're doing they're
indexing the Internet and theyallow people to go on and search
for businesses and homes andcool things and around
advertising.
And you know what they told usyeah, that's a fad that's not
going to last long.
Our product and service is thisbig yellow book that nobody
(04:27):
liked.
Speaker 3 (04:28):
That's never going to work.
Speaker 1 (04:29):
That people use to put their kids on to eat food
and all kinds of weird shit.
And we told them hey, all right, cool.
Well, good luck, and sureenough Yellow.
Speaker 3 (04:40):
Pages is not around anymore.
Speaker 1 (04:41):
You know people use, but what killed them actually
was wasn't really the yellow,wasn't google, it was craigslist
.
Yeah, craigslist was reallykilled, the yellow pages, but
but google did put a dent inthem big time.
So that was a brand failure.
Speaker 4 (04:54):
Right there, you know , I think about the yellow pages
.
I think about the episode inthe wire when omar went to jail
and they knew he knew like hehad opposition in jail.
Yeah, so he had yellow pagesthat he wrapped around himself.
Speaker 1 (05:06):
It was like a bulletproof.
Speaker 4 (05:07):
Right, and they were stabbing him.
Speaker 1 (05:10):
I mean it put on like 30, 40 pounds, but it kept him
protected.
Can it be used for defense?
Speaker 4 (05:16):
Yeah, I know in the ghetto they do that too.
Stop a bullet, huh, no, yes,nice so.
Speaker 3 (05:21):
I actually have three I'm gonna jump into.
So the first one I havetropicana.
In 2009, I looked at this in2009.
Yeah, they replace its iconicorange with a with a straw to a
like a minimalist design.
Their sales dropped 20.
That's huge and at the timetheir revenue had reached 7
(05:45):
million a year.
So you could do the math 20 of7 million, 700.
Sorry, their revenue hadreached 700 million a year, so
you could do the math on that 20.
Speaker 1 (05:55):
I ain't doing the math but yeah yeah, that's a lot
, that's great.
I do remember that too, becausea lot of designers kind of
talked about like, while theyappreciate the uh, the, the
minimalistic kind of design, itlacked a certain sense of like,
humanity and, yeah, of a kind ofwarmth to it.
Mine is just orange juice, butthat does plays into but.
(06:15):
But I think I think you knowone of the things with
rebranding.
Speaker 3 (06:18):
You got to realize that your, your audience is
usually invested in, in the, inthe company, so you could lose
your audience.
I'll go through two more realquick.
Just because you mentioneddesign Gap, they tried to do a
minimalist logo 2010.
And they had such a poorresponse from the audience that
(06:40):
they literally went back withina week.
That rebranding I don't knowthat rebranding um caught.
I don't know.
I think it cost them.
I don't know if it cost them insales or if they spent this
money, but it cost them 100million I'm gonna go on a limb
here.
Speaker 1 (06:54):
I think sometimes when brands do rebrands, it's a
great way to draw attention.
I'm not saying that this isconspiracy theory here.
All thing I'm saying is brandsknow the inherent value of their
brand and why people like that.
They have the data, they haveall of those different metrics
and and like just information asto why something is working.
(07:15):
I think sometimes brands I'veseen this done with coca-cola
they will actually change theproduct or sunset something just
to draw attention, and then itgets you thinking about the
brand a little bit more, thistop of mind thing that rosé is
talking about.
And now they're getting allthis free press about people
having outrage for somethingbeing changed.
The jaguar, uh, redid their logorecently and it was kind of
(07:38):
like weird looking and it's likethis, you know, futuristic
looking fun.
But a lot of times these brandsdo these rebranding literally
for like clicks in media.
I'm not saying that's true ornot true, but I've seen the
pattern happen time and time andtime again.
Yeah, Great.
Speaker 3 (07:54):
No, I was just going to say I don't think brands.
We work at a lot of thesecompanies.
No disrespect, I don't think alot of these people are that
smart, I think sometimes.
Well, Coca-Cola did that, OK,well, shout out to.
Speaker 1 (08:05):
Coca-Cola literally changed their formula and sunset
a classic Coca-Cola.
No one and I was a troll moveto get people outraged about the
product.
Well that's, they brought itback.
Speaker 3 (08:16):
That's a little bit different from what I was going
to say, but I think I think alot of times it's a, it's a new,
a new, a new.
Well, let me just say thispoint.
I'll get back to that a lot oftimes it's just a new person in
marketing who wants to, like,leave his stamp, and then they
say like, hey, we're gonnarebrand.
And then it fails, and then youknow, nah, but well I was gonna
say.
I was gonna say it's differentbecause I think a lot of well,
(08:37):
just because I've been in somerebrands, I think a lot of times
I think saying like, hey, we'regonna, we're gonna come up with
classic coca-cola, we're gonnahave a new formula and then
reese and then sell you cat.
Classic is um more.
It feels like it's more of ahey, this is a product we're
gonna sell.
We're gonna make money fromthis, from from from this
(08:58):
situation, and we're gonna beable to lose audience but bring
them back.
What I'm talking about is isdifferent, is like brands, like
changing their tagline and logos, everything about their, their
identity.
Speaker 1 (09:11):
Yeah, totally oh yeah , I'm not saying everybody did
that.
I'm saying there are brandsthat intentionally troll, but
there are brands who do changethings and it don't work.
So it's, two truths can be thesame, right.
Speaker 4 (09:23):
Yeah, rose, go ahead no, I was just gonna say um,
even from an entertainmentperspective, just like this
change in brands and going backto what you AD, just as it
relates to see how people react,the show Power.
When they had the intro, it wasfeatured Joe singing on the
(09:45):
intro and then they changed itto Trey Songz and then people
hated it and then they went onsocial media and expressed that
and then they brought it back toJoe.
I think that's another partthat's like interesting, um, as
it relates to just brands, justmaking changes, and you know
they're feeling like, forwhatever reason, maybe they can
pay joe, maybe 50 cent and joehad a spat, I don't know, but I
(10:08):
think another rebranding too.
Speaker 3 (10:10):
I got two sometimes people just want to change it.
Yeah, they just want to.
There's no reason.
They just like I mean, even Ihave bros, we even had a
different intro before.
Speaker 2 (10:17):
Yeah, that's true.
Speaker 4 (10:17):
And then we just changed it to shout out to my
boy, yg.
We changed it.
But another rebrand that Ithought about is Gucci Mane.
Gucci Mane's rebrand.
He went to jail.
Everybody knows drinking leanGucci Mane, belly Right and then
he came back out.
He was fit, tone, fit.
(10:37):
People appreciated it.
He was on Men's Health Magazine.
I never thought I would eversee that album so you know
that's another rebrand.
It's been really successful forhim.
Speaker 1 (10:47):
He went to my old high school oh yeah, so you from
Zone 6?
You know they call it Zone 6.
I didn't grow up calling youfrom the 6?
Speaker 2 (10:55):
I, I didn't grow up calling you from the sixes, bro?
Speaker 1 (10:57):
I didn't grow up, we didn't grow up calling our East
Atlanta East Atlanta, but wedidn't call that shit growing up
, I mean Zone 6.
Speaker 4 (11:03):
These young boys did that.
That's how I knew it.
I just always heard Gucci saythat.
Speaker 1 (11:06):
Although Cop City is right around the corner from my
high school.
But yeah, whatever with that.
Speaker 4 (11:17):
And my last one rebrandeded is my boy one of my
favorites, Project Pat, Likehe's rebranded himself from
being just kind of like gorillain your face, very direct.
And we're not even going to getinto Project Pat's content,
Don't he got a jazz album.
Speaker 1 (11:30):
Why don't dudes got a jazz album?
No, his brother, juicy J.
Juicy J, that's his brother.
Speaker 4 (11:34):
But his rebranding, I mean we can kind of talk about
that too.
Juicy J Juicy J, that's hisbrother.
But his rebranding, I mean wecan kind of talk about that too,
but his rebranding now he's apastor, he's a minister now
Project Pat.
Speaker 1 (11:43):
So you know, they say pimps go easily become pastors.
Speaker 3 (11:45):
Yeah, I think you know it's funny, you could go
rebranding.
You can kind of start withcompanies, but yeah, you can
always go into celebs andindividuals because, like, yeah,
I think it, you, there's plentyof people out there you can
look at and if you trace it back, the reason why they're
probably making a pivot isprobably because you know they
probably have some data wherethey're like, hey, you're,
(12:07):
you're losing market share.
You're losing market sharebecause of whatever reason.
We need to rebrand you.
You need to, you know, get intothe health space.
You need to get into this space.
So you know that that's also athing you know.
If you dive into the individualreason, um, but two more brand
failures and then I have somesuccesses.
Uh, just because you mentioneddesign in 2006, mastercard new
(12:31):
logo it has some uh, it includedgradients, shadows and third
translucent circle.
Speaker 1 (12:38):
Uh, customers hated it I mean anything with a
gradient, in my opinion, is afailure.
Yeah, as a designer and it'sfunny.
Speaker 3 (12:44):
I think both you guys alluded to it, but I think the
easiest way to tell if a rebrandis successful is how the
audience reacts to it, theaudience reacts mostly positive,
then you probably you have asuccess.
Um, if they're negative, thenyou already know what it is.
Uh, oh, and my last brand brandfailure to me.
Don't cancel us.
(13:05):
But uh, twitter to x elon, Imean, I think, I think that was
a huge brand failure.
Why does he?
Speaker 1 (13:13):
use x on everything who knows?
I mean, it's supposedly some.
Well, if you think, well if youthink about his branding.
Speaker 3 (13:20):
It's probably better for him because it's easier for
people to identify his you knowpersonal brand but in terms of
like, just the brand equity thatyou bought, you lost so much by
changing like I know people Idon't know any well, I'm not
gonna say I don't know anybody.
I know a lot of people whostill call it twitter most
people don't even call it x.
Speaker 1 (13:38):
It's weird.
Yeah, I still call it twitter,even though I'm not don't even
use it and isn't he getting tolike the emails um, I think he's
gonna have like an x email Ican see that.
I mean, that's another.
He's still gonna be using oldprotocols for emails.
I'm sure he's gonna want to tryto figure out how to break that
too.
But yeah, you've got the ex-AIcalled Gronk.
I don't know, that's his thing,but I think the brand we talked
(14:01):
about brand failures.
There are some brand successstories right, like one that
comes to mind is the Applecampaign, when Steve kind of
came back to the company.
Speaker 3 (14:12):
And it was kind of this weird place.
Apple has multiple.
I think they've had multiplerebranding.
Speaker 1 (14:16):
But that one in particular, that think different
.
It is kind of argue about whoactually came up with this idea
of think different.
I don't know if it was TBWA orwas it somewhere in Apple, but
nonetheless that campaign showedno products because Apple
didn't have any great productsat the time, but it showed this
idea of the rebels, right?
These different outcasts people.
(14:37):
Right, you know everybody, fromlike pablo picasso to um, I
guess, the lady who was reallycool with the primates, to these
dancers, to like a miles davis,to like you know these, these
outcasts of culture.
But that was a really coolrebrand of a company to go from
being the old scrappy apple thatwas kind of lost to something a
(14:58):
little bit different.
It set it up for the future,right?
Yeah, you know, without thatcampaign you probably wouldn't
have a ipod or the new max ordefinitely wouldn't have an
iphone, right?
So this idea of thinkingdifferent, or, if you did.
Speaker 3 (15:10):
It might not match what that previous brand
identity was it'd be like.
Speaker 1 (15:15):
Here's an, an iPhone that came out of a Newton that
nobody cares.
Speaker 3 (15:17):
You'd be like what the fuck is this?
Speaker 1 (15:19):
So that's actually important.
So I think that was a goodrebrand.
I can't think of another goodone.
I have one that's simple.
I didn't realize until I lookedit up.
But Dunkin', dunkin' is good.
Oh, my bad it.
I didn't realize it either.
America Runs on Dunkin'.
Speaker 3 (15:34):
that is really good it used for years Dunkin',
Donuts, yeah, and then I thinkmaybe it was three Super Bowls
ago, but I remember seeingDunkin' but it was so subtle
that I don't even think mostpeople realize they changed the
brand, you know.
Speaker 4 (15:50):
when I noticed it, a young person told me Like a
teenager.
Speaker 2 (15:54):
It's colorful too for them, right.
Speaker 4 (15:55):
Yeah, it kind of told me like a teenager it's
colorful too for them, right?
Yeah, it attracts them.
They was like oh yeah, I'mgoing to duncan.
I'm like duncan donuts and likeno duncan, I'm like duncan
donuts and then they made merealize it, because you know the
colors and everything.
The fonts are the same.
Speaker 3 (16:07):
Yeah, yeah so to me that's like a, that's like a
huge successful one.
To me, another one I would sayold spice like I think oh yeah,
I think yeah, I guess you couldkind of well.
I guess technically whatthey're doing now is within the
rebrand, but like they when theystarted with those terry cruz,
as they were like super wild andcrazy.
And yeah, uh, is it mustafa?
mustafa, yeah, that's him um,and then he and yeah, it's
(16:30):
always like these superoutrageous ads and then you
start it's like you know they'rea deodorant body wash brand,
but then they kind of evolveyeah, they kind of evolve.
I want to say, old space wasoriginally like um aftershave
and then it kind of evolved todeodorant, then evolved to body
wash and like now they're doingthose, yeah, those funny ads
with um dionne cole I think, andum yeah, it's like they just
(16:53):
kind of evolved into a funny,light-hearted brand that's like
easily relatable and just nowyou're right, because old spice
used to be the old man's shavingstuff my dad, my dad would wear
that stuff my grandfather, Ifeel like had a bottle and the
deodorant did not work.
I'm gonna just say, yeah, itfaded oh, I mean, I'm talking
about the brand, not the productno, I'm just yeah, i'm'm just
(17:15):
saying that leaves a bad.
Speaker 4 (17:17):
Yeah, yeah, yeah, federal.
Speaker 1 (17:18):
Express.
That's another one.
I remember when it used to beFederal Express and it's
shortening now to FedEx and eventhe E and the X has an arrow
inside of it that points towardsa directional way of this idea
of delivery and logistics right.
Speaker 4 (17:35):
I got one.
The one I thought about wasState Farm, just switching
Jake's like Jake's from StateFarms at first yeah, at first I
ain't gonna lie I didn't thinkthat it was gonna work.
Speaker 3 (17:45):
I didn't think it was gonna work at first but they.
Speaker 4 (17:48):
But I mean it's been pretty successful yeah, but a
lot of that is of course,associated with the media and
putting in your face as well asintegrating like athletes.
I know chris paul's had his,his run.
Yeah, the decorated loser thathe is has had his run with.
You know I'm gonna always get achris.
Speaker 1 (18:04):
Paul, what happens when brands associate themselves
with a person?
Speaker 4 (18:08):
that becomes synonymous with the brand and
that person becomes toxic, likeJerry, yeah, you cut him, cut
him loose, or you just make acartoon character or something
like that.
Speaker 3 (18:20):
Yeah, I mean, that's a semblance, I think, if you I
mean obviously cut him, yeah,but what does that do to the
brand?
Speaker 1 (18:29):
I mean, I think Jerry was kind of like the
spokesperson for not just Subway, but that's a very extreme
example.
Jerry was like a representationof hey, if I'm part of this
brand, that means I live in ahealthy lifestyle.
I'm losing all this weight.
It became synonymous with a lotof stuff that didn't really
(18:49):
have nothing to do with Subway,but Subway used that Right.
All right, do you want me to behonest?
That's what the AdWords isabout.
Do you know the tagline?
Speaker 3 (18:58):
I think Do you know?
Speaker 1 (18:59):
what brands do.
Speaker 3 (19:01):
No, soft talk, right?
No, it's good, that's gonnasound fucked, okay, I think.
What brands do?
I think, all right, I'm gonnajust say what I think subway
probably did.
I think what some brandsprobably do first is they try to
sweep it under the rug,depending on how the seriousness
of the actions of thespokesperson, I think they'll
try to sweep it on the rug, paypeople off, but once it's grown
(19:23):
bigger than it, then then them,then I think they, I think they
they move into like all right,we got the outside of cutting
this person off.
How do you disassociateyourself with that Spokesman?
I think they get into.
They get into two, two bags.
They get into the PR bag andthey get into like just changing
(19:46):
things, risk management.
So yeah, risk management, butyou get into like, all right,
what can we do that will changethat?
Will not people not have peopleassociate us with this person?
I think Subway for a while, acouple of years, was kind of
just trying to figure out whothey were.
Speaker 1 (20:02):
Had they been the same since.
Speaker 4 (20:04):
No, I think they've been featuring just like product
.
Speaker 3 (20:07):
Yeah, I think they're just doing product.
I don't think they've been thesame since, but I don't want to
equate that to the Jaredspokesperson debacle.
I equate that to, I think,people, other brands becoming
more healthy in terms of whatfoods they serve.
So I think other people jumpedin.
I think, when they started tofall, other people jumped into
their market and started to grabsome of their market share and
(20:30):
they haven't been able to get it.
Speaker 4 (20:31):
And I think real quick.
I think that they've kind ofpivoted their brand values Right
Because, like with Jared, itwas the whole thing losing
weight, and now Subway, theydon't even promote that anymore.
It's not about it Now, it'sjust about getting a sandwich at
a decent price.
Speaker 3 (20:47):
Well, I was going getting a sandwich at a decent
price.
Well, I was gonna say, I wasgonna say that I was like I feel
like with jared.
It was, jared was eatinghealthy and then after in the
interim, it was kind of like youcan get five dollar footlongs
but now, because of how muchshit costs, you can't even get.
You can't even get like afootlong sandwich for a cheap
price at subway.
So yeah, so yeah, I think Ithink it's a number of just
factors that kind of led to thatI didn't want to say footlong.
Speaker 4 (21:10):
Okay, you said it twice.
Speaker 3 (21:13):
That's the only reason oh, one last successful
one, just because I just saw iton my.
Uh, I think kia was prettysuccessful too, oh yeah yeah,
they had a really when theychanged their logo I didn't like
the logo but no one, I don'ttoo much care for the new one I
don't like it, but I but.
I respect, I understand why Ithink they're getting more, more
sales, more market share.
Like I respect the, themodernizing, of the
(21:36):
modernization of it, yeah, yeahbut yeah, rebranding could
really like.
I remember all right.
One last story.
I remember when I was workingon a bank brand and and, and
this is why it's so branding isso huge.
We wanted to change the, thelogo, a little bit and change
the tagline, and the and thecompany was like they kept kind
of stringing along but they werebasically saying no in a nice
(21:56):
way.
But they for them to changethis tagline, they would have to
change all of the um awnings inthe in the company.
Speaker 2 (22:07):
You have to change all the pens you got to reprint
all of that.
Speaker 3 (22:09):
You have to reprint cards is so much you.
You have to go I'm trying notto say what the brand is.
You have to go to the brick andmortar place and change all
these things across the countryand canada.
I'll tell you how big the brandis.
So it's like it's a big dealand if and if and and and.
It's a lot to, it's a lot towalk away from.
(22:30):
It's a commitment, it's it's alot of brand equity you're
walking away from if people feelyou're synonymous with this
thing yeah, I mean and listen,just to wrap it.
Speaker 1 (22:40):
Um, rebranding, at the end of the day it costs
money because you gotta now geteverybody to like, believe in
that brand again and that that'sthat's huge Right.
To kind of spend money to havepeople to reengage and just
understand a new brand tone ofvoice or messaging like that
costs a lot and it could fail.
Speaker 3 (23:01):
You know what I just thought of?
Another, another kind of subwaysituation.
Papa John's no, but when, whenpapa john was on the phone call
he was, I know, someone thatworked on that brand and he, he,
he liked to throw the n-wordaround and a lot of the clippers
, yeah, but when?
Speaker 4 (23:22):
but?
But?
Speaker 3 (23:23):
some, but in similarities to Subway they kind
of pivoted to just productuntil kind of Shaq came on board
and then now Shaq is kind oftheir spokesperson.
Speaker 2 (23:35):
But it's interesting.
Speaker 3 (23:37):
I guess that's just pointing out I guess that's what
a lot of brands do.
They'll pivot to just productuntil they can figure out what
that new brand will be.
So maybe we got something there.
Yeah, well, you know.
Speaker 1 (23:50):
Brands are people, people are brands, and sometimes
you gotta not use a human.
Protect your brand.
That's what I'm gonna add there.
Protect your brand or use an AIbuy.
Speaker 4 (23:59):
We close it with that .
Yeah, we're gonna close it withthat.
Another legendary episode of.
Speaker 2 (24:03):
Ad.
Speaker 4 (24:03):
Bros.
And, as y'all know, no softtalk when it comes to telling
the truth.
Yes, sir, Peace guys.
Speaker 2 (24:09):
Peace.
Thanks for tuning in to the AdBros podcast.
If you enjoyed the episode,don't forget to like, subscribe
and share with your crew.
Catch us next time for moreinsights and creativity, only on
the Ad Bros podcast, powered byCaffeine Media Network.
And I think the last segment of Rebrand is actually
cool because it's really twopoints to talk, in that it's
this idea of I don't know, weain't got to talk about 2 Chainz
, but we can really just talkabout brand failures, and that
can be one point.
Speaker 2 (00:13):
All right, We'll go right into the third.
Don't worry about the time man.
Just put the points on theboard, Numbers on the board.
That's right.
We'll go right into the third.
Don't worry about the time man.
Speaker 3 (00:46):
Just put the points on the board, numbers on the
board.
That's right.
You feel me, that's right, true, true, true.
Speaker 1 (00:51):
Look at you, coach.
Speaker 3 (00:52):
I'm just saying Condition and shit Player coach.
You heard, like Tom Brady, Iknow you want to be a coach one
day.
Or like LeJames to be a coachone day.
Or like let la james lebron thecoach.
That's too bill russell.
That's bill russell, that's agood one.
You know lebron be coaching.
By all means.
Speaker 1 (01:11):
Um, yeah, uh I don't want to introduce myself, all
right, no I'm saying I don'twant to go first okay, no, you
go first so what's good?
Speaker 4 (01:20):
um, it's good folks.
Another edition of abros.
Your boy, easy Rose Brownsville, finest.
You already know I'm having itmy way and feels good to be back
with my bros again and you knowwe really chopping up some game
and we talking.
You know we talking somerealness as it relates to the
culture and everything, so feelsgood to be back what's good
people?
Speaker 1 (01:39):
this your boy, ad, all the way from ATL, by way of
Grady, by way of Decatur.
Shout out to my folks on theeast side, the west side and the
south side Love you guys.
What's up, what's?
Speaker 3 (01:49):
up Tony Stallion here .
I just remembered I forgot inthe last two episodes.
Shout out to Queens, queensrepresentative, you know, new
York here with the Ad Bros towrap up this trilogy in this
series about branding.
And here we are here to talkabout some rebranding failures.
(02:13):
I have some successes too thatI'll put at the end, but I kind
of mentioned in episode two.
But just to kind of reiteratehere a company or a person will
rebrand themselves to maybe geta new audience, maybe to expand
who they're marketing to.
Just on an everyday, like I cansay to myself, like I remember I
(02:35):
rebranded myself multiple timesfrom, like, when I was in high
school I maybe acted and dresseda certain way and I went to
college I wanted to feel acertain way, more business
casual you talk about that onanother way, more business
casual you talk about that onanother pod business casual life
in New York.
And then, yeah, and then, as Igot older, into my 30s, I was
like, hey, how do I want to feeland represent myself?
But we could jump into what.
What are some you know brandfailures or rebranding failures
(02:59):
that come to mind for you guys?
Speaker 4 (03:01):
I have one straight off the dome, but I'll let you
guys go first I'll go with abrand branding failure um, I
would say blockbuster I mean, Ifeel like.
I feel like, because theyweren't able to adapt like they
had an opportunity to actuallyacquire netflix.
From what I remember, um, andyou know it, it didn't, they
(03:22):
didn't want to pivot, theydidn't want to pivot Right, and
Netflix was actually the idea ofstreaming movies, of content
with the future, and I guessNetflix excuse me, blockbuster
just couldn't see that far.
So as a result, you know, Idon't know what they're doing.
There's one left.
Speaker 1 (03:42):
I'm going to go very nostalgic here.
I used to work for this companyyellow pages, and the time is
you know there's multiple yellowpages because they're from the,
the bell system of the networkof bell labs or systems or
companies throughout the country.
They all had their form of ayellow page and I worked for
bell soft advertising andpublishing, or babco, which is
yellow pages for the southeast,and we told those guys back in
(04:04):
like 98, 99, that it's thisthing called Google that you may
want to like, emulate, becausewhat they're doing they're
indexing the Internet and theyallow people to go on and search
for businesses and homes andcool things and around
advertising.
And you know what they told usyeah, that's a fad that's not
going to last long.
Our product and service is thisbig yellow book that nobody
(04:27):
liked.
Speaker 3 (04:28):
That's never going to work.
Speaker 1 (04:29):
That people use to put their kids on to eat food
and all kinds of weird shit.
And we told them hey, all right, cool.
Well, good luck, and sureenough Yellow.
Speaker 3 (04:40):
Pages is not around anymore.
Speaker 1 (04:41):
You know people use, but what killed them actually
was wasn't really the yellow,wasn't google, it was craigslist
.
Yeah, craigslist was reallykilled, the yellow pages, but
but google did put a dent inthem big time.
So that was a brand failure.
Speaker 4 (04:54):
Right there, you know , I think about the yellow pages
.
I think about the episode inthe wire when omar went to jail
and they knew he knew like hehad opposition in jail.
Yeah, so he had yellow pagesthat he wrapped around himself.
Speaker 1 (05:06):
It was like a bulletproof.
Speaker 4 (05:07):
Right, and they were stabbing him.
Speaker 1 (05:10):
I mean it put on like 30, 40 pounds, but it kept him
protected.
Can it be used for defense?
Speaker 4 (05:16):
Yeah, I know in the ghetto they do that too.
Stop a bullet, huh, no, yes,nice so.
Speaker 3 (05:21):
I actually have three I'm gonna jump into.
So the first one I havetropicana.
In 2009, I looked at this in2009.
Yeah, they replace its iconicorange with a with a straw to a
like a minimalist design.
Their sales dropped 20.
That's huge and at the timetheir revenue had reached 7
(05:45):
million a year.
So you could do the math 20 of7 million, 700.
Sorry, their revenue hadreached 700 million a year, so
you could do the math on that 20.
Speaker 1 (05:55):
I ain't doing the math but yeah yeah, that's a lot
, that's great.
I do remember that too, becausea lot of designers kind of
talked about like, while theyappreciate the uh, the, the
minimalistic kind of design, itlacked a certain sense of like,
humanity and, yeah, of a kind ofwarmth to it.
Mine is just orange juice, butthat does plays into but.
(06:15):
But I think I think you knowone of the things with
rebranding.
Speaker 3 (06:18):
You got to realize that your, your audience is
usually invested in, in the, inthe company, so you could lose
your audience.
I'll go through two more realquick.
Just because you mentioneddesign Gap, they tried to do a
minimalist logo 2010.
And they had such a poorresponse from the audience that
(06:40):
they literally went back withina week.
That rebranding I don't knowthat rebranding um caught.
I don't know.
I think it cost them.
I don't know if it cost them insales or if they spent this
money, but it cost them 100million I'm gonna go on a limb
here.
Speaker 1 (06:54):
I think sometimes when brands do rebrands, it's a
great way to draw attention.
I'm not saying that this isconspiracy theory here.
All thing I'm saying is brandsknow the inherent value of their
brand and why people like that.
They have the data, they haveall of those different metrics
and and like just information asto why something is working.
(07:15):
I think sometimes brands I'veseen this done with coca-cola
they will actually change theproduct or sunset something just
to draw attention, and then itgets you thinking about the
brand a little bit more, thistop of mind thing that rosé is
talking about.
And now they're getting allthis free press about people
having outrage for somethingbeing changed.
The jaguar, uh, redid their logorecently and it was kind of
(07:38):
like weird looking and it's likethis, you know, futuristic
looking fun.
But a lot of times these brandsdo these rebranding literally
for like clicks in media.
I'm not saying that's true ornot true, but I've seen the
pattern happen time and time andtime again.
Yeah, Great.
Speaker 3 (07:54):
No, I was just going to say I don't think brands.
We work at a lot of thesecompanies.
No disrespect, I don't think alot of these people are that
smart, I think sometimes.
Well, Coca-Cola did that, OK,well, shout out to.
Speaker 1 (08:05):
Coca-Cola literally changed their formula and sunset
a classic Coca-Cola.
No one and I was a troll moveto get people outraged about the
product.
Well that's, they brought itback.
Speaker 3 (08:16):
That's a little bit different from what I was going
to say, but I think I think alot of times it's a, it's a new,
a new, a new.
Well, let me just say thispoint.
I'll get back to that a lot oftimes it's just a new person in
marketing who wants to, like,leave his stamp, and then they
say like, hey, we're gonnarebrand.
And then it fails, and then youknow, nah, but well I was gonna
say.
I was gonna say it's differentbecause I think a lot of well,
(08:37):
just because I've been in somerebrands, I think a lot of times
I think saying like, hey, we'regonna, we're gonna come up with
classic coca-cola, we're gonnahave a new formula and then
reese and then sell you cat.
Classic is um more.
It feels like it's more of ahey, this is a product we're
gonna sell.
We're gonna make money fromthis, from from from this
(08:58):
situation, and we're gonna beable to lose audience but bring
them back.
What I'm talking about is isdifferent, is like brands, like
changing their tagline and logos, everything about their, their
identity.
Speaker 1 (09:11):
Yeah, totally oh yeah , I'm not saying everybody did
that.
I'm saying there are brandsthat intentionally troll, but
there are brands who do changethings and it don't work.
So it's, two truths can be thesame, right.
Speaker 4 (09:23):
Yeah, rose, go ahead no, I was just gonna say um,
even from an entertainmentperspective, just like this
change in brands and going backto what you AD, just as it
relates to see how people react,the show Power.
When they had the intro, it wasfeatured Joe singing on the
(09:45):
intro and then they changed itto Trey Songz and then people
hated it and then they went onsocial media and expressed that
and then they brought it back toJoe.
I think that's another partthat's like interesting, um, as
it relates to just brands, justmaking changes, and you know
they're feeling like, forwhatever reason, maybe they can
pay joe, maybe 50 cent and joehad a spat, I don't know, but I
(10:08):
think another rebranding too.
Speaker 3 (10:10):
I got two sometimes people just want to change it.
Yeah, they just want to.
There's no reason.
They just like I mean, even Ihave bros, we even had a
different intro before.
Speaker 2 (10:17):
Yeah, that's true.
Speaker 4 (10:17):
And then we just changed it to shout out to my
boy, yg.
We changed it.
But another rebrand that Ithought about is Gucci Mane.
Gucci Mane's rebrand.
He went to jail.
Everybody knows drinking leanGucci Mane, belly Right and then
he came back out.
He was fit, tone, fit.
(10:37):
People appreciated it.
He was on Men's Health Magazine.
I never thought I would eversee that album so you know
that's another rebrand.
It's been really successful forhim.
Speaker 1 (10:47):
He went to my old high school oh yeah, so you from
Zone 6?
You know they call it Zone 6.
I didn't grow up calling youfrom the 6?
Speaker 2 (10:55):
I, I didn't grow up calling you from the sixes, bro?
Speaker 1 (10:57):
I didn't grow up, we didn't grow up calling our East
Atlanta East Atlanta, but wedidn't call that shit growing up
, I mean Zone 6.
Speaker 4 (11:03):
These young boys did that.
That's how I knew it.
I just always heard Gucci saythat.
Speaker 1 (11:06):
Although Cop City is right around the corner from my
high school.
But yeah, whatever with that.
Speaker 4 (11:17):
And my last one rebrandeded is my boy one of my
favorites, Project Pat, Likehe's rebranded himself from
being just kind of like gorillain your face, very direct.
And we're not even going to getinto Project Pat's content,
Don't he got a jazz album.
Speaker 1 (11:30):
Why don't dudes got a jazz album?
No, his brother, juicy J.
Juicy J, that's his brother.
Speaker 4 (11:34):
But his rebranding, I mean we can kind of talk about
that too.
Juicy J Juicy J, that's hisbrother.
But his rebranding, I mean wecan kind of talk about that too,
but his rebranding now he's apastor, he's a minister now
Project Pat.
Speaker 1 (11:43):
So you know, they say pimps go easily become pastors.
Speaker 3 (11:45):
Yeah, I think you know it's funny, you could go
rebranding.
You can kind of start withcompanies, but yeah, you can
always go into celebs andindividuals because, like, yeah,
I think it, you, there's plentyof people out there you can
look at and if you trace it back, the reason why they're
probably making a pivot isprobably because you know they
probably have some data wherethey're like, hey, you're,
(12:07):
you're losing market share.
You're losing market sharebecause of whatever reason.
We need to rebrand you.
You need to, you know, get intothe health space.
You need to get into this space.
So you know that that's also athing you know.
If you dive into the individualreason, um, but two more brand
failures and then I have somesuccesses.
Uh, just because you mentioneddesign in 2006, mastercard new
(12:31):
logo it has some uh, it includedgradients, shadows and third
translucent circle.
Speaker 1 (12:38):
Uh, customers hated it I mean anything with a
gradient, in my opinion, is afailure.
Yeah, as a designer and it'sfunny.
Speaker 3 (12:44):
I think both you guys alluded to it, but I think the
easiest way to tell if a rebrandis successful is how the
audience reacts to it, theaudience reacts mostly positive,
then you probably you have asuccess.
Um, if they're negative, thenyou already know what it is.
Uh, oh, and my last brand brandfailure to me.
Don't cancel us.
(13:05):
But uh, twitter to x elon, Imean, I think, I think that was
a huge brand failure.
Why does he?
Speaker 1 (13:13):
use x on everything who knows?
I mean, it's supposedly some.
Well, if you think, well if youthink about his branding.
Speaker 3 (13:20):
It's probably better for him because it's easier for
people to identify his you knowpersonal brand but in terms of
like, just the brand equity thatyou bought, you lost so much by
changing like I know people Idon't know any well, I'm not
gonna say I don't know anybody.
I know a lot of people whostill call it twitter most
people don't even call it x.
Speaker 1 (13:38):
It's weird.
Yeah, I still call it twitter,even though I'm not don't even
use it and isn't he getting tolike the emails um, I think he's
gonna have like an x email Ican see that.
I mean, that's another.
He's still gonna be using oldprotocols for emails.
I'm sure he's gonna want to tryto figure out how to break that
too.
But yeah, you've got the ex-AIcalled Gronk.
I don't know, that's his thing,but I think the brand we talked
(14:01):
about brand failures.
There are some brand successstories right, like one that
comes to mind is the Applecampaign, when Steve kind of
came back to the company.
Speaker 3 (14:12):
And it was kind of this weird place.
Apple has multiple.
I think they've had multiplerebranding.
Speaker 1 (14:16):
But that one in particular, that think different
.
It is kind of argue about whoactually came up with this idea
of think different.
I don't know if it was TBWA orwas it somewhere in Apple, but
nonetheless that campaign showedno products because Apple
didn't have any great productsat the time, but it showed this
idea of the rebels, right?
These different outcasts people.
(14:37):
Right, you know everybody, fromlike pablo picasso to um, I
guess, the lady who was reallycool with the primates, to these
dancers, to like a miles davis,to like you know these, these
outcasts of culture.
But that was a really coolrebrand of a company to go from
being the old scrappy apple thatwas kind of lost to something a
(14:58):
little bit different.
It set it up for the future,right?
Yeah, you know, without thatcampaign you probably wouldn't
have a ipod or the new max ordefinitely wouldn't have an
iphone, right?
So this idea of thinkingdifferent, or, if you did.
Speaker 3 (15:10):
It might not match what that previous brand
identity was it'd be like.
Speaker 1 (15:15):
Here's an, an iPhone that came out of a Newton that
nobody cares.
Speaker 3 (15:17):
You'd be like what the fuck is this?
Speaker 1 (15:19):
So that's actually important.
So I think that was a goodrebrand.
I can't think of another goodone.
I have one that's simple.
I didn't realize until I lookedit up.
But Dunkin', dunkin' is good.
Oh, my bad it.
I didn't realize it either.
America Runs on Dunkin'.
Speaker 3 (15:34):
that is really good it used for years Dunkin',
Donuts, yeah, and then I thinkmaybe it was three Super Bowls
ago, but I remember seeingDunkin' but it was so subtle
that I don't even think mostpeople realize they changed the
brand, you know.
Speaker 4 (15:50):
when I noticed it, a young person told me Like a
teenager.
Speaker 2 (15:54):
It's colorful too for them, right.
Speaker 4 (15:55):
Yeah, it kind of told me like a teenager it's
colorful too for them, right?
Yeah, it attracts them.
They was like oh yeah, I'mgoing to duncan.
I'm like duncan donuts and likeno duncan, I'm like duncan
donuts and then they made merealize it, because you know the
colors and everything.
The fonts are the same.
Speaker 3 (16:07):
Yeah, yeah so to me that's like a, that's like a
huge successful one.
To me, another one I would sayold spice like I think oh yeah,
I think yeah, I guess you couldkind of well.
I guess technically whatthey're doing now is within the
rebrand, but like they when theystarted with those terry cruz,
as they were like super wild andcrazy.
And yeah, uh, is it mustafa?
mustafa, yeah, that's him um,and then he and yeah, it's
(16:30):
always like these superoutrageous ads and then you
start it's like you know they'rea deodorant body wash brand,
but then they kind of evolveyeah, they kind of evolve.
I want to say, old space wasoriginally like um aftershave
and then it kind of evolved todeodorant, then evolved to body
wash and like now they're doingthose, yeah, those funny ads
with um dionne cole I think, andum yeah, it's like they just
(16:53):
kind of evolved into a funny,light-hearted brand that's like
easily relatable and just nowyou're right, because old spice
used to be the old man's shavingstuff my dad, my dad would wear
that stuff my grandfather, Ifeel like had a bottle and the
deodorant did not work.
I'm gonna just say, yeah, itfaded oh, I mean, I'm talking
about the brand, not the productno, I'm just yeah, i'm'm just
(17:15):
saying that leaves a bad.
Speaker 4 (17:17):
Yeah, yeah, yeah, federal.
Speaker 1 (17:18):
Express.
That's another one.
I remember when it used to beFederal Express and it's
shortening now to FedEx and eventhe E and the X has an arrow
inside of it that points towardsa directional way of this idea
of delivery and logistics right.
Speaker 4 (17:35):
I got one.
The one I thought about wasState Farm, just switching
Jake's like Jake's from StateFarms at first yeah, at first I
ain't gonna lie I didn't thinkthat it was gonna work.
Speaker 3 (17:45):
I didn't think it was gonna work at first but they.
Speaker 4 (17:48):
But I mean it's been pretty successful yeah, but a
lot of that is of course,associated with the media and
putting in your face as well asintegrating like athletes.
I know chris paul's had his,his run.
Yeah, the decorated loser thathe is has had his run with.
You know I'm gonna always get achris.
Speaker 1 (18:04):
Paul, what happens when brands associate themselves
with a person?
Speaker 4 (18:08):
that becomes synonymous with the brand and
that person becomes toxic, likeJerry, yeah, you cut him, cut
him loose, or you just make acartoon character or something
like that.
Speaker 3 (18:20):
Yeah, I mean, that's a semblance, I think, if you I
mean obviously cut him, yeah,but what does that do to the
brand?
Speaker 1 (18:29):
I mean, I think Jerry was kind of like the
spokesperson for not just Subway, but that's a very extreme
example.
Jerry was like a representationof hey, if I'm part of this
brand, that means I live in ahealthy lifestyle.
I'm losing all this weight.
It became synonymous with a lotof stuff that didn't really
(18:49):
have nothing to do with Subway,but Subway used that Right.
All right, do you want me to behonest?
That's what the AdWords isabout.
Do you know the tagline?
Speaker 3 (18:58):
I think Do you know?
Speaker 1 (18:59):
what brands do.
Speaker 3 (19:01):
No, soft talk, right?
No, it's good, that's gonnasound fucked, okay, I think.
What brands do?
I think, all right, I'm gonnajust say what I think subway
probably did.
I think what some brandsprobably do first is they try to
sweep it under the rug,depending on how the seriousness
of the actions of thespokesperson, I think they'll
try to sweep it on the rug, paypeople off, but once it's grown
(19:23):
bigger than it, then then them,then I think they, I think they
they move into like all right,we got the outside of cutting
this person off.
How do you disassociateyourself with that Spokesman?
I think they get into.
They get into two, two bags.
They get into the PR bag andthey get into like just changing
(19:46):
things, risk management.
So yeah, risk management, butyou get into like, all right,
what can we do that will changethat?
Will not people not have peopleassociate us with this person?
I think Subway for a while, acouple of years, was kind of
just trying to figure out whothey were.
Speaker 1 (20:02):
Had they been the same since.
Speaker 4 (20:04):
No, I think they've been featuring just like product
.
Speaker 3 (20:07):
Yeah, I think they're just doing product.
I don't think they've been thesame since, but I don't want to
equate that to the Jaredspokesperson debacle.
I equate that to, I think,people, other brands becoming
more healthy in terms of whatfoods they serve.
So I think other people jumpedin.
I think, when they started tofall, other people jumped into
their market and started to grabsome of their market share and
(20:30):
they haven't been able to get it.
Speaker 4 (20:31):
And I think real quick.
I think that they've kind ofpivoted their brand values Right
Because, like with Jared, itwas the whole thing losing
weight, and now Subway, theydon't even promote that anymore.
It's not about it Now, it'sjust about getting a sandwich at
a decent price.
Speaker 3 (20:47):
Well, I was going getting a sandwich at a decent
price.
Well, I was gonna say, I wasgonna say that I was like I feel
like with jared.
It was, jared was eatinghealthy and then after in the
interim, it was kind of like youcan get five dollar footlongs
but now, because of how muchshit costs, you can't even get.
You can't even get like afootlong sandwich for a cheap
price at subway.
So yeah, so yeah, I think Ithink it's a number of just
factors that kind of led to thatI didn't want to say footlong.
Speaker 4 (21:10):
Okay, you said it twice.
Speaker 3 (21:13):
That's the only reason oh, one last successful
one, just because I just saw iton my.
Uh, I think kia was prettysuccessful too, oh yeah yeah,
they had a really when theychanged their logo I didn't like
the logo but no one, I don'ttoo much care for the new one I
don't like it, but I but.
I respect, I understand why Ithink they're getting more, more
sales, more market share.
Like I respect the, themodernizing, of the
(21:36):
modernization of it, yeah, yeahbut yeah, rebranding could
really like.
I remember all right.
One last story.
I remember when I was workingon a bank brand and and, and
this is why it's so branding isso huge.
We wanted to change the, thelogo, a little bit and change
the tagline, and the and thecompany was like they kept kind
of stringing along but they werebasically saying no in a nice
(21:56):
way.
But they for them to changethis tagline, they would have to
change all of the um awnings inthe in the company.
Speaker 2 (22:07):
You have to change all the pens you got to reprint
all of that.
Speaker 3 (22:09):
You have to reprint cards is so much you.
You have to go I'm trying notto say what the brand is.
You have to go to the brick andmortar place and change all
these things across the countryand canada.
I'll tell you how big the brandis.
So it's like it's a big dealand if and if and and and.
It's a lot to, it's a lot towalk away from.
(22:30):
It's a commitment, it's it's alot of brand equity you're
walking away from if people feelyou're synonymous with this
thing yeah, I mean and listen,just to wrap it.
Speaker 1 (22:40):
Um, rebranding, at the end of the day it costs
money because you gotta now geteverybody to like, believe in
that brand again and that that'sthat's huge Right.
To kind of spend money to havepeople to reengage and just
understand a new brand tone ofvoice or messaging like that
costs a lot and it could fail.
Speaker 3 (23:01):
You know what I just thought of?
Another, another kind of subwaysituation.
Papa John's no, but when, whenpapa john was on the phone call
he was, I know, someone thatworked on that brand and he, he,
he liked to throw the n-wordaround and a lot of the clippers
, yeah, but when?
Speaker 4 (23:22):
but?
But?
Speaker 3 (23:23):
some, but in similarities to Subway they kind
of pivoted to just productuntil kind of Shaq came on board
and then now Shaq is kind oftheir spokesperson.
Speaker 2 (23:35):
But it's interesting.
Speaker 3 (23:37):
I guess that's just pointing out I guess that's what
a lot of brands do.
They'll pivot to just productuntil they can figure out what
that new brand will be.
So maybe we got something there.
Yeah, well, you know.
Speaker 1 (23:50):
Brands are people, people are brands, and sometimes
you gotta not use a human.
Protect your brand.
That's what I'm gonna add there.
Protect your brand or use an AIbuy.
Speaker 4 (23:59):
We close it with that .
Yeah, we're gonna close it withthat.
Another legendary episode of.
Speaker 2 (24:03):
Ad.
Speaker 4 (24:03):
Bros.
And, as y'all know, no softtalk when it comes to telling
the truth.
Yes, sir, Peace guys.
Speaker 2 (24:09):
Peace.
Thanks for tuning in to the AdBros podcast.
If you enjoyed the episode,don't forget to like, subscribe
and share with your crew.
Catch us next time for moreinsights and creativity, only on
the Ad Bros podcast, powered byCaffeine Media Network.
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