THE CHALLENGES INHERENT IN EXECUTING A GLOBAL RE-BRANDING CAMPAIGN
During the 1990s, PepsiCo launched new products and engineered a global re-branding campaign in an effort to grow sales volume; reinvigorate their stagnant brand; and to close the increasingly large sales and market share gap between itself and its primary competitor, Coca-Cola. In 1993, Pepsi jump-started its marketing efforts by adding two brands to its portfolio: Crystal Pepsi and Pepsi Max. Crystal Pepsi, which was initially offered in the United States, failed to earn the company more than 2 percent volume share. Pepsi Max, which was launched in the United Kingdom, proved more successful, but because one of its primary ingredients was an artificial sweetener not yet approved by the Food and Drug Administration, it wasn't brought to market in the United States.
Since neither of the products created the measurable sales and market share increase Pepsi needed, PepsiCo International (PCI) executives conceived of a plan to create a new tagline and re-brand all existing Pepsi products, signage, advertising materials and in-store display units. The executives envisioned a simultaneous, global campaign that would create stronger brand equity and resonance in the consumer consciousness.
Executives were assigned four primary tasks: to evaluate the effectiveness of Pepsi's logo; to assign a signature color to Pepsi products; to develop a mnemonic device for advertising and brand recognition; and to further differentiate Pepsi products from Coca-Cola products by making Pepsi products' design more modern and attractive to its primary audience (teenagers).
PEPSI BLUE: A MULTI-MARKET, YOUTH-CENTRIC PRODUCT
The executives' solution was Pepsi Blue, which consisted of a futuristically-designed logo for cans, bottles, vending machines, trucks, etc.; an advertising campaign gleaning borrowed interest from celebrity endorsers; and unique, high-exposure sports and event... [continues]
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