When legacy is at stake: research for long-term decision-making.
Rebranding or Brand Discontinuation?
We supported a brand in the health and wellness sector with over 20 years of history that was facing a critical impasse. With persistent sales challenges surrounding one of the most important products in its portfolio, the executive team wondered whether the brand still had the momentum for a repositioning or if the most effective course of action would be to withdraw it from the market and launch a new product.
It was a high-risk decision that required a solid foundation to prevent the loss of assets built up over decades.
Was the problem with the brand's image, the product's performance, or the way the product line was communicated at the point of sale?
From Digital to the Shelf
To untangle this knot, we designed a study that combined a macro view of the market with actual behavior at the point of purchase:
Portfolio Dynamics
The research revealed that the brand did not face a widespread image problem, but rather an imbalance in the perception of its different product lines. We identified a clear distinction in the consumer journey: while hygiene and personal care items (shower and after-shower products) generate affection and a sense of closeness, the category was the key factor in building trust.
The analysis revealed that perceptions of the flagship product’s performance ultimately influenced the credibility of the entire portfolio. It became clear that the solution lay in balancing technical delivery with the brand’s promise, ensuring that the flagship product featured improvements capable of upholding the desired reputation for the other product lines.
With the data in hand, management decided to keep the brand, realizing that its legacy of more than 20 years was too valuable to discard. The strategy shifted from “survival” to “evolution”:
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