When an iconic brand begins to fade, the decline is rarely dramatic. In iconic brands, financial performance often lags changes in cultural relevance and brand meaning. Revenue may hold steady. Market share may appear stable. Awareness remains high. Yet competitors begin shaping the future while the incumbent defends the past. For leadership teams, restoring an iconic brand is not a communications exercise. It is a strategic mandate.
Brands that lead today do three things exceptionally well. They create an emotional advantage that customers cannot get elsewhere. They establish a distinctive advantage that customers recognize as meaningfully different. They build a connective advantage that keeps the brand relevant over time. These are not communications outcomes. They are strategic decisions.
Once again, Amazon is startling the retail landscape. Now, it is the arrival of a big brick-and-mortar store: 230,000 square feet. The reporters say this square footage is about the size of two Target stores and larger than an average Walmart. This new Amazon megastore is headed for an exurb of Chicago, IL.
In December 2024, Omnicom merged with IPG, eliminating approximately 4,000 jobs. Among those displaced were hundreds of brand strategists who had spent their entire careers honing the art of positioning, differentiation, and cultural resonance. They didn’t lose their jobs because they weren’t talented or dedicated. They lost them because the infrastructure they relied on—the promise-making apparatus of the advertising age—collapsed from obsolescence.
For twenty years, the CPG innovation failure rate has remained between 70% and 90%. During that same period, the industry adopted many frameworks – Design Thinking, Jobs To Be Done, Blue Ocean Strategy, and Horizon Mapping. Each framework was positioned as a way to make organizations more effective in translating consumer opportunity. Each was implemented with training, toolkits, and ceremony.
