Adapt or die? Right! But only if adapting doesn’t kill you first

Stories of (un)successful brand adaptations to trends and to shifting customer expectations

Jumping on a new trend is tempting. But such a leap can be treacherous, especially when a brand decides to embrace it without regard for its long-term direction.

The risk is even greater when it comes to Generation Z, which is becoming an unavoidable topic for brands—after all, it already makes up more than 40% of the consumer population and will be the dominant purchasing force by 2030.

The challenge lies in the fact that this generation expects an entirely new approach from brands. Not only do traditional media play almost no role in their purchasing decisions, and they trust influencers far more—but they also care much more about actions than about words.

And here, it’s worth pausing and asking ourselves: “No, we cannot ignore Generation Z’s sensitivity to social and environmental responsibility. But how far can we go? Are we willing to? Are we even capable of it? Or will we end up mid-air with a bruised face and a broken leg after jumping on the latest trend?!”

Because, as Alina Wheeler writes in Designing Brand Identity: “Rebranding is more than just a new look; it’s about changing perception.”

When a brand loses its identity

This is a lesson McDonald’s learned the hard way when it attempted to position itself as a “healthier” brand in response to shifting consumer preferences. While salads and healthier menu options looked great in campaigns, sales fell short of expectations, and in the U.S., most of these items were eventually removed due to lack of interest.

The problem? Less healthy foods remained a significant part of the menu, so McDonald’s continued to be perceived as a place for indulgence. Those who might have been drawn to the healthier offerings didn’t buy into the change and simply went elsewhere.

Similarly, Coca-Cola in 1985—when it feared the rising popularity of the sweeter Pepsi Cola—introduced New Coke, a new formula for its iconic drink. It underestimated the emotional bond consumers had with the original recipe. The backlash was so severe that within three months, Coca-Cola was forced to reintroduce the original formula under the name Coca-Cola Classic.

Even Pepsi itself got burned in 1992 when it launched Crystal Pepsi, a clear version of its classic soda, to ride the wave of transparent beverages. But consumers didn’t want a see-through cola—they wanted cola, complete with its signature color.

All of this suggests that while change can make business sense, it must align with what fundamentally defines the brand—whether it’s the taste, color, or even reputation. Otherwise, backlash is inevitable.

When a brand earns trust (and earns)

A more successful example came from Coca-Cola’s related brand, Sprite. Its I Love You, Hater campaign, which tackled the growing issue of online bullying and social media hate because of difference, was almost guaranteed to resonate. This is because Sprite has long built its messaging on rebelling against mainstream conformity and defending individuality with the slogan "Follow your instincts".

And this in no way diminishes the campaign as inferior! On the contrary: In our eyes, this example is a model of how brands should respond to trends. Not as a new wave to ride, but as a natural extension of their story.

However, even more courage was required in Nike’s case with its ad campaign featuring Colin Kaepernick, the former NFL quarterback who became a symbol of the Black Lives Matter movement. Kaepernick famously protested police brutality against Black Americans by kneeling during the national anthem before games—an act that caused a national uproar in the U.S.

By standing with Kaepernick, Nike (at a time when the public was deeply divided on racial injustice, and many patriots condemned the gesture as disrespecting the flag) knowingly invited intense criticism. But for the brand, the only thing that mattered was staying true to its values—values embedded in its iconic slogan “Just Do It”.

And Nike has been richly rewarded for its stance: in addition to a widespread boycott, including viral videos on social media of people burning Nike products, there has been a double-digit increase in sales. More importantly, the move strengthened its standing among younger consumers, who increasingly seek brands with clear stances and authentic values.

A particularly unique case is Dove, which launched its long-running Real Beauty campaign more than two decades ago. The campaign challenged unrealistic beauty standards promoted by mass media by featuring real women of all body types, ages, and ethnic backgrounds. At the time, this was practically a revolution—defying the trend rather than following it.

What’s more, the campaign not only succeeded but also set a new industry standard, inspiring other brands to follow suit (so successfully that, in an ironic twist, even Pamela Anderson, once the very embodiment of artificial beauty ideals, now stands for real beauty). Sometimes, that’s exactly how brands don’t just follow trends—they can change them.

So, should brands follow trends or not?

Of course, brands must adapt to new trends. No brand wants to end up like Kodak or Nokia—companies that ignored people's inclination towards digital innovation and overestimated customer loyalty for so long that they eventually disappeared. But it's not just like that.

Sometimes, however, brands must remain true to themselves—such as LEGO, which responded to the rise of digital games not by abandoning its physical products but by integrating them into interactive apps (which enabled the company to achieve a 27% increase in revenue in 2021).

Or they may need to reinvent themselves completely—like Netflix, which evolved from a DVD rental service into the world’s leading streaming giant (growing from fewer than 10 million subscribers in 2007 to over 230 million today).

Ultimately, the key is ensuring that change makes sense—not just in terms of sales but in maintaining the brand’s core identity. Because while former Nike and Starbucks marketing executive Scott Bedbury once said, “a brand is a promise —a great brand is a promise kept,” today, it’s perhaps more accurate to say: “A survivable brand is a promise kept.”

At BrandCore, our new agency, we help brands navigate change without losing themselves. Whether you’re redefining your identity, adapting to new market trends, or building a brand from the ground up, we make sure your evolution makes sense—strategically, creatively, and authentically.