Andrew Wiseman looks at a number of brands with perception issues, and how they attempted to turn their brands around.
Perceptions matter. They’re not always fair, they’re not always based on experience, and they’re certainly not easy to shift.
Ask Skoda. Ask Vodafone. Ask BrewDog.
Brands live in people’s heads, and once you’re pigeonholed, it’s a long way back. It’s not impossible, of course. But while some brands have successfully rewritten their reputations, others have found themselves locked in a narrative they couldn’t control or couldn’t afford to fight.
So what makes the difference? Let’s take a look at a few case studies from both sides of the battle and how intelligent brand research can improve your chances of success.
1. Skoda: From Rustbucket to Respectable
In the 1980s, Skoda was the punchline of every motoring joke in the UK. Unreliable. Unstylish. Uncool. But then came VW Group’s acquisition in 1991, and with it, a transformation.
Crucially, Skoda didn’t just improve its product. It leaned into the perception issue. The brand’s now-famous advertising campaigns (“It’s a Skoda, honest”) didn’t shy away from its past. They actively owned it. That combination of humility and humour resonated. So did the reassurance of German engineering.
What this shows is the importance of emotional intelligence. Changing perceptions isn’t just about measurement, it’s about facing into long-held perceptions, and meeting them head on. With 2024 data from YouGov showing 83% recommendation rates, it’s fair to say that emotional honesty paid off. Underpinned by German engineering, obviously.
2. Vodafone: Who Are We For, Really?
Unlike Skoda, Vodafone’s perception problem has never been about quality. It historically competed really well on the functional elements of a mobile network such as coverage and network availability. But somehow it lacked relevance, carrying the tag of ‘the mobile for the boardroom’ a reliable, if expensive brand favoured by those wearing suits to work.
At the same time, rivals such as O2, EE and GiffGaff carved out youth-led, lifestyle-oriented identities. Vodafone’s messaging often lacked the same clarity or warmth.
Attempts to change perceptions have come and gone. Most UK consumers would struggle to remember ‘Power to You’, ‘The Future is Exciting – Ready?’ or ‘Make the most of now’, let alone claim to know what they mean in reality. It’s a lesson in the dangers of being known, but not felt. What this means is that awareness doesn’t equal emotional connection. If your audience can’t tell a friend what makes you different, you’ve got work to do.
3. BrewDog: Punk Goes Mainstream
BrewDog is an interesting case because it’s happening in real time. What began as a challenger brand with a punk ethos and cult following has grown into a supermarket staple. That success has come at a cost.
Former fans accuse it of “selling out.” Negative press around co-founder James Watt hasn’t helped. And the brand’s once edgy tone-of-voice can now feel forced or out of sync with a more mainstream presence.
James Taylor, the new CEO, recently claimed “I don’t think BrewDog has an image problem.” But for many early adopters, the perception has shifted. It’s no longer a disruptor. It’s a corporate. That’s a problem, whether you acknowledge it or not. This shows the issues with scaling at speed. Growth brings new audiences, but risks alienating the ones who built you. Brand love may still be there, but it will most certainly be different.
4. Woolworths, Little Chef, BHS: Familiarity ≠ Relevance
Plenty of high-street names had high awareness, positive nostalgia and in some cases affection. But that’s not enough. You must evolve.
Woolworths was a loved brand but lost its purpose in a changing retail landscape. Yes, we probably all used to love going and buying our Pick ‘n’ Mix, or our early records, cassettes and computer games there. But I don’t think I ever went further into the shop that sold pretty much everything. As these products became less relevant, the retailer suddenly lost its relevance, and with it, 100 years of history.
For BHS, it simply failed to modernise its image or offer. Little Chef became shorthand for tired and expensive roadside fare in a world of rising expectations.
These brands weren’t hated. But they weren’t relevant anymore. And without a compelling reason to exist in people’s minds, familiarity became inertia. Just being well-known is not enough. If your image doesn’t evolve with your audience, they’ll move on, even if they still speak fondly of you long after you’re gone.
So what does this mean for brand research?
At the heart, it’s about moving away from scores on a tracking chart. It’s about context, nuance, mental availability, and emotional insight. Here are some considerations:
1. The Marmite effect – Brand lovers and brand haters will tell you so much more about your brand than those who think you are ‘just ok’. Building communities with core fans can tell you when something’s off long before the data shows a dip, whilst actively engaging with haters can help you understand their barriers to using you, and what you need to do to address them.
2. Brand perception research is dominated by slow-moving trackers. If you track less often, it allows time for diagnosis, whether qualitatively or statistically, to give you an action plan for what you need to do to move that stubborn number. You might also want to consider looking at the occasions where your brand is relevant and how to maximise it. You might even want to employ implicit methods to really understand what people think.
3. Delivering on your promises is the easiest way to improve your brand (and customer experience) perceptions. I often used to use the phrase ‘make sure your hands are doing what your mouth is saying’, meaning there’s too often a disconnect between brand promise and brand execution. Consider measuring how you’re performing on your key purpose metrics as part of your brand tracker and use unsolicited feedback from review sites where available to give another view of how you’re doing. You might also choose to analyse your text data with Natural Language Processing to understand how your haters talk about you, versus your fans.
Ultimately brand perceptions are shaped not only by what you say, but by what people think you are. That means understanding their reality, not just broadcasting your own.
Whether you’re reviving a heritage brand, repositioning for growth, or simply trying to stay relevant, make sure you’re asking the right questions, to the right people. Above all make sure you’re ready for the answers and to act on them.
