Is Woolworths rebrand a failure to launch?

Two weeks after Australian supermarket giant Woolworths launched a fresh new look, the old logo is still being prominently featured in both advertising and the launch of its new credit card.

One of the best ways to kill the momentum of a rebrand is to execute poorly and hesitantly - and Woolworths seems to be on a similar track.

At launch Woolworths promised that the rebrand would take place slowly and steadily and that only a small number of stores would be rebranded with the new look and the rest would come on stream as they joined a refurbishment program or new stores were opened.

However, since the launch Woolworths seems to be exhibiting all the hallmarks of poor brand management.

On August 22, Woolworths announced the launch of a general all purpose, all singing and dancing credit card that can be used for purchases both within and outside Woolworths outlets and at group stores such as Dick Smith, Dan Murphys and Big W.

While a joint venture with global banking group HSBC and Mastercard, the Everyday Moneycard proudly carries the Mastercard mark but also the OLD Woolworths logo as does the Woolworths website, where you sign up for the card and the in-store and other advertising for the card.

And no one seems to have told Woolworths' advertising and media agencies. A similar story was repeated in newspaper and television advertising - the old logo continues to blaze in full colour.

None of this seems to make sense when in the same week Woolworths shrugged off the ACCC report into supermarket competition and announced the fresh new look would, as its head of marketing Luke Dunkerley is quoted as saying, "be instantly recognisable as Woolworths and be associated with the word fresh within a short time".

Here at DIFFUSION we wonder what Woolworths thinks is a "short time" and whether perhaps the flurry of announcements were designed to draw interest away from some of the more adverse findings in ACCC's supermarket competition report released on August 5.

More importantly, it demonstrates that large scale rebranding projects such as this are critical to Woolworths' long term strategy and require far more than a marketing department's control. A concentrated and well executed timetable, that is both realistic and cost effective, would forestall the impression that this is a hamfisted exercise. We wondering whether Woolworths' CEO Michael Luscombe isn't about to repeat some of the disasters from competitor Coles' rebranding efforts, which resulted in successive profit write downs from the botched Bi-Lo merger and John Fletcher's downfall.

Woolworths unpeels its new logo and kills off the Safeway brand.

Australia's largest supermarket retailer Woolworths has unveiled what the company describes as a "fresh new look" for its 780 stores, a harmonisation for the parent brand and the closure of the Safeway brand in Australia.

The new logo and word mark revamp, by Sydney based design agency Hulsbosch, came after a two way pitch against one of the doyens of Australian graphic design, Ken Cato.

It's the first visual makeover for Woolworths' stores in 21 years after it introduced the slogan “The Fresh Food People”.

While the logo has been designed to reflect what the compay calls "its strong commitment to fresh food, convenience and value for customers", customers won't be seeing the new mark on stores in most stores with a staged rollout planned only for those that have recently been refurbished.

The first store destined to carry the new branding is the company's Mona Vale store in Sydney’s Northern Beaches, with a selection of other stores to be rebranded over the coming months.

More controversially customers of the Woolworths' Safeway stores in Victoria are going to see the loss of their much loved brand as Woolworths' completely rebadges all 189 stores. Woolworths has owned the brand since 1985, prior to this it had been operating in three Australian states since 1962.

The parent brand mark now looks closer to the US Woolworth's logo, a brand that closed in 1997.

Woolworths' management have gone in early to fend off criticism of the new mark by describing the design as symbolising several aspects of the Woolworths brand including the use of an abstract leaf symbol to represent fresh food, a connection to one of the Woolworths logos of the 1970s and the idea that it somehow represents a person with their arms up in the are - meaning that Woolworths focuses in on its customers.

While we think the old mark needed a freshening up, we're struggling to see how it is a leaf symbol and that it somehow represents a person. It's more closely aligned to a symbolic apple peel and to the 70s double chevron.

According to a Food Week interview with design head Hans Hulsbosch, the logo was benchmarked overseas and there was extensive consultation with both Woolworths' staff and senior management.

Hulsbosch said the logo was then tested in focus groups, though the size and scale of the testing is unknown.

“The reaction from those groups across a wide range of demographics and regions was so positive it confirmed our belief that we had found the right solution for the retailer. The test showed that the new identity successfully communicates positive values to customers," he said.

Despite the announcement, Woolworths' website was still sporting brand guidelines for both the old retail and company logos, a seemingly significant oversight in brand implementation. And Hulsbosch Communications media link to the new brand was also empty.

The logo announcement comes on the back of rival Coles' recent brand harmonisation and new nationalism and heritage tagline "Proudly Australian since 1914" unveiled during Olympics' television advertising.

Woolworths is Australia's leading supermarket retailer with revenues of $45 billion and is ranked 23rd among the world's leading supermarket brands. It was recently subject to an Australian Competition Commission investigation into supermarket dominance in Australia.

Coles Express and predictable irrationality.

As gas prices rise around the world, it's not hard to see why consumers and governments are getting more and more irritated with gas retailers but perhaps they only have themselves to blame.

In Australia, the dominant supermarkets chains - Woolworths and Coles - have seen spectacular revenue growth from their entry into the petrol retailing market and a major contribution to this growth has been shopping docket priced discounts, mainly available through their supermarkets and liquor stores.

So when a furore broke over Coles' petrol pricing policies this week, it best illustrated the predictable irrationality around our brand based buying decisions.

Not less than two government pricing watchdogs, the Australian Competition and Consumer Commission and the new petrol price commissioner (yes, they do have one!!), warned Australian motorists to consider alternatives to the Coles Express stores following a survey into prices paid at the pump.

According to the price commissioner, Pat Walker, motorists who regularly used Coles Express discount dockets (available only after a $30 purchase in Coles Supermarkets and other Coles Group stores and offering an intial $0.03 off the per litre price), should shop around before buying petrol at Coles Express.

The Commission identified about 30 Coles Express sites in Sydney that were selling petrol for 155.9 cents a litre, when the average price was 143.3 cents a litre.

Although differences of 15 to 20 cents a litre among service stations were typical, the Commission had issued the statement because it believed the discrepancy was significant and was worried consumers might be buying out of habit.

The Commissioner's statement illustrates the kind of irrational behaviour identified by MIT professor Dan Ariely in his recent book, Predictable Irrationality: The Hidden Forces that Shape our Decisions.

In more than 20 years researching behavioral economics, Ariely discovered that people tend to behave irrationally in a predictable fashion. Drawing on psychology, economics and behavioral economics, Ariely's book demonstrates why cautious people make poor decisions about sex when aroused, why patients get greater relief from a more expensive drug over its cheaper counterpart (a 5 cent aspirin vs a 50 cent one), why we steal hotel soap. Or, in the case of Coles Express, why consumers are willing to buy petrol at more than 12c above the market rate just because they might benefit from a 3c cent or more discount.

According to Ariely, our understanding of economics which is currently based on the assumption of a rational subject, should, in fact, also be based on our systematic, unsurprising irrationality. It's also something that quantitative analysts in the financial markets have been dealing with for years.

Ariely argues that predictable irrationality provides an opportunity to gain a greater understanding of previously ignored or misunderstood forces (emotions, relativity, social norms and dare we say, brands) that influence our economic behavior brings a variety of opportunities for both consumers and brand owners to reexamine both individual motivation and consumer choice.

What's most interesting about the Coles Express example is that Ariely's predictable irrationality is being reinforced at the brand level. The station signage, ticketing and shelf ticketing provides a strong visual reinforcement of this irrational view that the consumer is actually saving. The constant message, right down to product naming, is always "saving".

Whether people associate Coles Express with value and hence saving, or its just plain laziness, can only really be explained by this predictable irrationality. And the brand messages simply serve to reinforce the perception of saving, even if it is, as the petrol price commission and the ACCC point out, it's not the case.

Woolworth's Thomas Dux challenges Coles.

Woolworths is set to add to Wesfarmers' supermarket woes with the first of its new Thomas Dux branded stores opening in Sydney.

With another store already earmarked for an August opening in Sydney's Paddington, Woolworths says the stores will concentrate on offering mainly fresh foods and a larger deli in smaller format supermarkets under the new brand. Some of the brands to be included in the new store include one's already stocked at Woolworths' deli counters as well as new ones such as Simon Johnson.

In a local release, Thomas Dux Grocer is described as "a bunch of people passionate about food" who care about "what you care about" and aim to make the food shopping experience "so much better." It's going to be prove challenging as no supermarket brand in Australia seems to be able to do this with all relying on similar strategies to maintain market dominance, yet with none with a particularly differentiating brand strategy.

The move marks a new chapter in the attempt by both Woolworths and Coles to capture what is an increasingly savvy grocery customer and replicates similar IGA formats in Victoria and Queensland.

The look and feel of Thomas Dux (retro name and logo) is very much in line with similar format stores in London for small grocers such as Shepherd Foods and Partridges, and the reliance of fresh and specialist lines for stores replicates similar strategies used by US organic grocer, Wholefoods.

Both Coles and Woolworths look to be under threat by changes announced last week by the Australian Federal Government which will see the market set opened up to international competition. Already US big box superbrand Costco is set to open in Victoria later this year.

Coles is increasingly seen to be on the backfoot in its battle to maintain the Australian supermarket duopoly (Australia is one of the world's most lucrative supermarket battlegrounds deliverying higher than world average margins).

While Coles is currently undertaking a major review of both its media and advertising buying and strategy under new CEO Ian McLeod, no new brand strategy has been revealed. It was the absence of a coherent strategy that so successfully undermined John Fletcher's tenure in the role.

BP tries a new shade of green.

In yet another case of corporates looking to control selected colour shades, global energy group BP has applied to the Australian High Court to secure the colour green.

Like our previous blog on Cadbury Cadbury sees red, not purple,28 April 2006 the move is the latest in the company's long running (and expensive) campaign to register the Pantone colour 348C as a trademark.

BP's new application comes in the wake of a Federal Court defeat in 2006, when the company's application to register the colour failed, overturning a previous trademark ruling that allowed the company to trademark the colour for use on its service stations and facilities. Interestingly the action was brought by Woolworths, who also use the colour greeen in their branding.

According to IP Australia, a company can own a colour if it can convince the Trade Mark Office that the colour is a distinctive aspect of its product. So while BP may call 348C BP green, having selected the shade in 1989 as the predominant colour for its service stations, the cull Federal Court in Australia wasn't convinced. It was most recently included in the revamped corporate identity.

Here at DIFFUSION most of us know that brand strategy and corporate identities in Australia built around a single colour are difficult to register. The case being that BP would have had to use the colour green alone within it's corporate identity. While BP's brand values might be founded on the idea of being green, it's corporate identity is awash with a combination of green and yellow, and thus the court saw green as only one part of the total brand identity. Further, the Court was not prepared to divide BP’s trademark into various applications to allow registration for the single colour. They ruled that the colour green by itself failed to acquire a secondary meaning and by that had not established consumer's were capable of distinguishing and recognising BP’s activities and brand from those of its competitors through the use of the colour.

Here at DIFFUSION, we wonder if in fact Pantone actually have ownership of 348C not BP. We may not be IP lawyers, but this statement from Pantone seems to contradict some of BP's claims:

...published materials of Pantone, are protected by copyright laws and include, for example, graphic presentations, color references, PANTONE Colors, PANTONE Names, numbers, formulas and software.

Pantone may not lay claim to the actual shade but they do to the registration and naming of it.

No date has been set for a hearing in the High Court.

Coles brand backflips.

As DIFFUSION predicted (Is McCann set to give Coles a Walmart 9/4/06) Coles Group's roll out of it's new brand strategy is proving problematic.

Firstly, the much heralded closure of the Bi-Lo brand has not resulted in customers flocking to Coles supermarkets, as was hoped, but to competitors like Woolworths, Aldi and those pesky IGA stores. What this is likely to mean is that its other brands (K-Mart, Vintage Cellars) in the portfolio also slated for the chop are likely to be left standing while John Fletcher and those masterminds at McCann Erickson and Futurebrand rethink the much vaunted supercentre approach. Yes, supercentre is what they are going to be called. Just check out a recent National Retail Manager role Cole Group advertised two weeks ago describing the Coles Supacentre as "radically transforming the retail experience in Australia".

Secondly, there's the tiny issue of an imminent-any-time-any-day-now-soon sale after Fletcher and Coles Group Board chairman Rick Allert decided to throw in the towel and succomb to the inevitable private equity tsunami engulfing some large underperforming listed companies throughout Australia.

Thirdly, Coles Group's current lacklustre trading performance is putting even more pressure on Fletcher and Co to get the new strategy right. Here at DIFFUSION we've received word from Tooronga that there's quite a lot of internal dissatisfaction with the new direction. Insiders are wondering whether the new strategy is going to work.

In the end, it might all be for nought. If, after an equity group breaks it up and Woolworths nabs Coles' best performers Target and OfficeWorks, what will they be left? An underperforming supermarket chain and a lacklustre variety store. Hardly the stuff of dreams.