Brand Strategy, Marketing Strategies, Marketing Transformation, Customer Value Proposition Jaslyin Qiyu Brand Strategy, Marketing Strategies, Marketing Transformation, Customer Value Proposition Jaslyin Qiyu

Jaguar's Bold Rebrand: A Critical Analysis of its Electric Evolution

In a move that has sparked considerable debate across the automotive industry, Jaguar recently unveiled a dramatic rebranding initiative that signals its transition to an all-electric future. While the intention behind this transformation is clear, the execution has left many questioning whether the iconic British automaker may have steered off course in its pursuit of modernization.

 The Backlash: Why Folks Think the Rebrand Missed the Mark

The most immediate criticism of Jaguar's rebranding effort centers on a peculiar omission: cars themselves. The promotional campaign, featuring models in vibrant outfits and abstract visuals, notably lacks any representation of Jaguar's automotive heritage or future vehicles. This absence prompted Tesla CEO Elon Musk to pointedly ask, "Do you sell cars?"—a sentiment that resonated with many observers.

The disconnect between the brand's heritage and its new identity has led to concerns about alienating its existing customer base. Industry estimates suggest that only 10-15% of current Jaguar owners might remain loyal to the brand post-rebrand, highlighting the risks of such a dramatic departure from tradition.

Understanding the Vision: The Strategy Behind the Change

Despite the criticism, Jaguar's rebranding effort seems rooted in a clear strategic vision. The company is preparing for a complete transition to electric vehicles by 2026, with plans to launch three new electric models. This ambitious transformation isn't just about changing powertrains—it represents a fundamental shift in how Jaguar positions itself in the luxury market.

The new branding, centered around the concept of "Exuberant Modernism," aims to attract a younger, more diverse, and so-called “design-centric” audience, though that itself can be rather subjective. The company is deliberately creating what it calls a "fire break" between its traditional identity and its electric future, signaling a clean break from its past.

Beyond the Logo: Changes in Jaguar's Core Proposition

A rebrand is only as good as the value proposition, so let’s examine what that looks like. The rebrand reflects deeper changes in Jaguar's product strategy and market positioning. The company is moving upmarket, targeting the ultra-luxury segment with its upcoming electric vehicles. These new models will feature:

- A dedicated electric vehicle platform (JEA - Jaguar Electronic Architecture)
- Advanced battery systems offering ranges potentially exceeding 700 km
- Cutting-edge technology integration
- A minimalist design philosophy emphasizing modern luxury

 However, they aren’t really launching their new EV line-up yet till mid 2026; in fact they are phasing out their existing EV models.

Competitive Analysis: How Does the Current Jaguar Stack Up?

Looking at Jaguar's current electric offering, the I-PACE, provides insights into the challenges ahead. While competent, the I-PACE's 246-mile range currently falls short of key competitors:

- BMW iX: 324 miles
- Hyundai Ioniq 5: 303 miles
- Audi Q8 e-tron: 265 miles

Pricing also reveals a competitive challenge. The I-PACE starts at $73,375, positioning it above the Tesla Model Y ($52,990) and Mercedes-Benz EQB ($54,500), but below the BMW iX ($84,100) and Porsche Taycan Cross Turismo ($95,000).

Perhaps the rebrand is more to take the attention away from their current lack of a clear value proposition OR is it more a clever way to remind everyone that they still exist?

What Could Have Been Done Better?

While Jaguar's ambition to reinvent itself for an electric future is commendable, several aspects of the rebrand could have been handled more effectively:

1. Balance Heritage with Innovation: Rather than completely divorcing itself from its past, Jaguar could have demonstrated how its legacy of performance and luxury evolves in an electric era.

2. Benefit-Centric Communication: The rebrand could have maintained a stronger focus on vehicles while still embracing modern design elements and diversity.

3. Clear Value Proposition: The campaign could have better articulated how Jaguar's new direction translates into tangible benefits for luxury car buyers.

4. Gradual Transition: A more evolutionary approach might have helped maintain existing customer loyalty while attracting new audiences. Personally, I’m not a car person but the first impression looking at their campaign reminds me of a Gucci or Balenciaga Ad, so I’m not sure just how creative or original that really is in essence.

5. Don’t Rebrand – Yet: Maybe a more obvious approach would just be to not have the rebrand yet till their new EV line-up is ready. 1.5 years is a long time to try and sustain the hype and buzz.

6. Use Creative Territory Testing: It’s not explicitly known if they have done this but in major rebrands, companies often validate their creative direction through targeted consumer testing, gauging emotional resonance and initial responses from their desired audience segments.

 Looking Forward

Jaguar's rebrand represents one of the most ambitious transformations in automotive history. While the execution has faced criticism, the underlying thinking —positioning Jaguar as a leader in ultra-luxury electric vehicles—shows promise for some. The true test will come with the launch of its new electric models in 2026, if people are willing to wait that long and if technology hasn’t surpassed what they are doing by then.

 For a brand with such rich heritage, the path to modernization doesn't necessarily require abandoning its past. Instead, success may lie in showing how Jaguar's legendary commitment to performance, luxury, and design can evolve to meet the demands of an electric future while maintaining the essential character that has made the brand special for generations.

The automotive industry is watching closely as Jaguar attempts this bold transformation. Whether this rebrand will be remembered as a misstep or a visionary move largely depends on the execution of its promised electric vehicles and their ability to deliver on the brand's new promise of "exuberant modernism" while maintaining the excellence expected of a luxury automaker.

Mad About Marketing Consulting

Advisor for C-Suites to work with you and your teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.


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Change Management, Marketing Transformation, Marketing Strategies, Organizational Transformation Jaslyin Qiyu Change Management, Marketing Transformation, Marketing Strategies, Organizational Transformation Jaslyin Qiyu

Solving The People, Platform and Process Conundrum

When it comes to transformation of any sort, especially digital ones, many business and marketing leaders tend to focus mainly on the packaging, pricing, platform and sometimes people side of things.

Based on my decades of experience working in global corporates, including professional services and consultancies, I have come to observe that the dependency on the 3Ps (People, Platforms, Process) is inherent everywhere I help with transformation, including marketing and organization-wide transformation to upskill, digitalize and restructure the function to be fit for the intended vision of the organization.

However, I have also observed that many don’t fully understand the true potential and are not maximizing the true potential of the marketing function, often treating them as a communication, creative, events or worse, a corporate gifts department.

Due to this lack of understanding and appreciation of how marketing can and should work, they often try to force new technologies, new platforms or restructure the function in such a way that it leaves no room for progress, upward mobility or innovation in the way they think, plan and execute.

This in turn affects their ability to help you actualize your business value proposition to your customers as they can only do a redesigning of your product or service offerings with a nicer tagline and/or visual year after year or come up with gimmicky promotions to entice the customers.

This then affects your overall growth and profitability as you are not addressing the true needs of your customer and in turn, you look to cut the marketing budget and worse, headcount as you see them as a cost centre and not much else. Being short on resources on all fronts, your marketing team begins to churn or go back to doing the same things in trying to cope with all the business demand and the vicious cycle repeats itself.

However, often times we should be looking at transformation in totality to include process as well to check if 1) your existing process is supportive or conducive for the transformation you need to make and 2) what changes or enhancements do you need to make or 3) what new processes you need to create to incorporate the transformation needed.

Take for example, you wish to introduce automated A/B testing within your MarTech capabilities to improve on efficiency and speed to market. There are a few things you need to consider from a process perspective.

This includes:

  • What is the current process your team has to go through to create content and offers to enable the A/B testing even if it’s a manual one?

  • Will that process change with an automated tool or will there be an additional layer of process needed to enable the testing? This can be approval of the A/B testing logic set-up in addition to the content and offer mechanics for example.

  • Are there regulatory restrictions to adhere to from a customer fairness perspective? How about the customer targeting set-up logic needed? Can you use your existing set-up framework and customer targeting attributes or do you need a new one?

  • Is there any security risk in terms of data transference leakage or concerns by incorporating the new A/B testing tool onto your existing MarTech stack?

The above is just a rough example of the process and platform side of things to consider when it comes to even a simple implementation of a seemingly harmless tool. Just barely scratching the surface and not even getting into the deep end of transformation.

This is why I founded Mad About Marketing Consulting, to bridge the gap between business and marketing, having helmed transformative roles for several global MNCs, including EY, JLL, Kantar, State Street and most recently, Citibank. I work with your business and marketing teams, creative, brand, media and even business management agencies to bring across that insider perspective of how marketing can and should work as a business enabler. This is to ensure nothing falls through the cracks as you go about your organization wide transformation.

Simply said, no one understands marketing pain points and potential as well as a marketer who has been at the forefront of change, built teams from scratch and nurtured inherited and mature teams.

Check out my credentials here.

Mad About Marketing Consulting

Ally for C-Suites to work with you and your teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.

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MarTech, Data Analytics, Marketing Analytics, Marketing Transformation, Marketing Metrics, Change Management Jaslyin Qiyu MarTech, Data Analytics, Marketing Analytics, Marketing Transformation, Marketing Metrics, Change Management Jaslyin Qiyu

Demystifying Digital and Data

I cringe and roll my eyes internally whenever I hear companies talk about how digitally mature they are because they have a nice looking website, are on all the latest social channels and have adopted a dozen of MarTech tools but not entirely sure how they are measuring success or what they are truly trying to achieve.

Being digital goes beyond just a nice looking website, be on all the latest social channels and buying all the fancy MarTech tools so you look like you are at the forefront of digital adoption. It’s also to avoid creating a data and digital dumpster.

Yes, there is such a thing as too much data and digital tools.

On the flipside, there is also such a thing as over reliance on one single platform/tool, person or process to try and help you make sense of the data you have or enable your business.

“Wait a minute”, I hear you say. “What am I supposed to do if both scenarios are not ideal?.”

I was recently inspired to write something about this after attending a few forums speaking about digitalization, data analytics, Gen AI and MarTech.

It depends on a few factors:

  • what are your objectives for using this tool or platform?

  • what are you trying to achieve and what insights are you trying to gather with the data collected?

  • how does the tool and data help you achieve your objectives?

  • what are you current processes like that will either hinder or enable you to fully utilize the tool and data collected?

  • what are the current skillsets and mindsets of your people that again will either hinder or enable you to maximize the tool and data?

  • what matters most when it comes to choosing the right tool?

  • what matters most when it comes to analyzing the data collected?

  • have you tested other tools serving a similar nature and what are the test steps you have used?

  • how are you collecting your data, storing, managing and analyzing it? What do you do with the insights gathered?

  • understand the pros and cons of multiple tools/platforms versus single tool/platform and their impact on your objectives and desired outcomes.

Some companies have chosen to stick to certain tools because they have invested a lot of time, money and effort on it despite it not meeting their needs. Some companies have chosen to over rely on just one or two people to be their so-called power users and are almost at the mercy of these folks.

Both scenarios create what we call bad behavior almost like a bad relationship where you know deep down it’s not quite right but you are so entrenched it feels like you need to live with it. What happens then is they abandon the tools bought or underutilize it (especially in the first scenario) and buy yet another tool without first understanding what is it that is not working well.

The other possibility is to hire an expert to either train your users or join your company and end up being at their mercy especially if you as the function or business owner doesn’t have a clue as to what you are trying to achieve, what the tool is capable of and its limitations, and how you intend to sustain the use of the tool if your needs change.

The way I prefer to work and advise my clients have always been to really deep dive into their pain points, current processes, people capabilities, business and marketing objectives , outcomes they want to achieve and how they want to measure success.

If I know for sure that there is a more effective platform or tool to help them achieve what they need, I will not hesitate to advise them to bite the bullet and consider another tool. Likewise, if I know the issue is not the tool but their current lack of knowledge or a gap in their processes, then I will work with them on addressing that gap instead.

A critical part of change management is mindset and behavioral change, and enablement of the people with the right skillset, supportive processes and therefore cultivating a supportive mindset to adapt to the change.

There is no one-size fits all, so what matters more is to be open to learn about different options available out there, not just what you are comfortable with or what others are using.

Psst - For data analytics, there are - tableau, amazon quicksight, power bi, looker, qilk, apache spark just to name a few commonly used ones. I have my personal favorites but it depends again on the factors I mentioned above.

About the Author

Mad About Marketing Consulting

Ally and Advisor for CMOs, Heads of Marketing and C-Suites to work with you and your teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.

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MarTech, Employee Enablement, Digital Transformation, Marketing Transformation Jaslyin Qiyu MarTech, Employee Enablement, Digital Transformation, Marketing Transformation Jaslyin Qiyu

The Case of the Misunderstood MarTech - Concept of “Power Users”

There was once a bakery who was trying to get better at creating more pastries for their increasing customer base at a more efficient manner, including pastries on demand and that can accommodate different dietary preferences. They had a head baker who is also the owner of the bakery, 2 baking assistants, a cashier, 2 servers and 1 marketing person who also oversees pop-ups at designated customer events.

One day, a baking supplier introduced them to this state of the art baking oven that seemed to be everything they have ever wanted; customized settings allowing for tailored dietary needs, self regulating temperature control to avoid burnt pastries, pre-set recipe function so they can just choose any setting easily, pop in the ingredients and get their key pastries all done without having to keep referencing the recipe list each time they bake.

The supplier said the best part of this new oven is that anyone can be a baker and everyone should learn to be a baker using this oven. However, the training comes at an additional cost though they will be accredited as professional xx oven practitioner after that, which apparently is a very prominent accolade to have in the industry.

The head baker was over the moon at this prospect that she can get everyone to chip in and bake even more pastries in a shorter time that way since they can just use the preset functions moving forward. She insisted that everyone needs to be trained, pass the test and get certified, else they will get penalized in their performance review.

However, many of them soon realized that it wasn’t that easy to be certified as it does require some baking knowledge, experience and even appreciation. This resulted in a few of them having to take up certain baking modules that were added as part of the entire “package” sold to the baker by the vendor. That’s not all, if they fail the test, they need to pay and retake the test again. The entire training, test preparation and certification took each of them 4 to 6 months at varying speed, depending on their appetite and aptitude to really learn all the modules and be able to pass the test.

During this time, things started to fall into pieces.

The head baker managed to pass the certification herself. So did her baking assistants. The cashier, servers and marketing person however struggled to cope while trying to do their current jobs as efficiently as possible.

As the baking assistants became very good with using the oven to churn out pastries, they also ran out of ingredients faster than usual but as they were so obsessed with using this new technology, they then asked the head baker to help with getting the ingredients faster so they can be loaded into the oven. Initially the head baker thought why not but soon she realizes it’s not practical as she, herself can also use the oven and she wants to be the chief designer to design new baking recipes to fully maximize the oven. Thus, she then delegated this task to the cashier, servers and marketing person to help instead, adding to their level of stress in trying to cope with yet another additional ask.

Eventually, it led to chaos as everyone was in the kitchen trying to prepare ingredients, use the oven and essentially be a baker, which was the vision sold by the supplier; no one was serving, taking orders, getting payment or promoting the bakery. Customers started complaining about this lack of attention as queues started forming not for pastries to be ready as they were all piling up in the kitchen but for them to be ready, packaged, displayed, served and to even make payment. Some of the bakes also became quite inconsistent in taste as it depended on the non bakers to prepare the original ingredient list when the assistant bakers were too held up baking. This led to bad reviews of the bakery for its service, poor maintenance of the shop front and inconsistent quality.

Yet, the head baker was still trying to recover the cost of investment on the oven and training modules as well as test modules to be able to hire more people to help. Worse, business became impacted and sales were dipping, which then led to unconsumed ingredients and pastries going bad. Frustrated, the bakery owner blamed the oven and decided to sell it; the supplier agreed but persuaded her to go for another newer model that has an added function of doing ingredient quantity forecasting to solve her problems instead. She was tempted yet again as she thought that was the cause of her problems.

This is not a piece about ovens, the baking industry or even pastries. It essentially is an observation I made while helping companies to review their MarTech stacks and/or implement their MarTech adoption process.

Just as not everyone is a Baker and should be a Baker in that story, not everyone should be required to use the tool in the exact same manner and level. There are job roles and expertise for a reason and a good one. Whoever is designated to maximize the use of it to benefit the rest of the company, should be your power users, your expert users and your most certified users. There should be different levels of users who should then be trained to use the tool differently so they can reap the most benefit out of the tool to in turn, benefit the rest of the company and your customers.

Remember, before you blame the tool, look instead at your original purpose, objectives and what you were trying to solve for with the tool.

About the Author

Mad About Marketing Consulting 

Ally or Advisor for CMOs, Heads of Marketing and C-Suites to work with you and your marketing teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.

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