5 things IC can learn from Cracker Barrels' rebrand fail

I really wanted to write about Taylor Swift’s engagement this week but decided to shake it off and focus on another story dominating my LinkedIn feed, the Cracker Barrel rebrand.

For those unfamiliar, Cracker Barrel is a US restaurant and retail chain known for its Southern comfort food. It’s a brand steeped in nostalgia.

It was only a week ago that Cracker Barrel’s CEO described the response to its new logo as “overwhelmingly positive.” The company’s statement implied the familiar “Old Timer” figure, referring to the classic illustration of a man known as Uncle Herschel, and barrel icon were consigned to the past. The logo was replaced by a cleaner, text-only look.

The reaction from customers and commentators told a different story. They said the redesign stripped away the nostalgia that made the brand distinctive. Within days, Cracker Barrel scrapped the new design and reinstated the old logo.

IC has a critical role in helping employees understand ‘why’

There are many reasons organisations decide to refresh their brand. This could be about modernising to suit digital channels, to signal a shift in strategy, or about keeping pace with cultural or generational change.

Internal communicators aren’t usually involved in rebranding decisions, that sits with marketing or the brand team, but do have an important role in shaping the narrative and helping employees understand why the brand is being refreshed and how colleagues can bring it to life in their day-to-day work. That means being involved early and working closely with brand colleagues on the roll-out

A rebrand is change programme that needs a plan

An internal communications plan for a rebrand should be treated like any major change programme, setting out clear objectives such as why the rebrand is happening, what it aims to achieve, and what success looks like for internal comms (for example, employees understanding the rationale, feeling proud to represent the new brand, and using assets correctly). The plan should address employees’ logical and emotional needs too. On the logical side, this may include sessions led by the branding team to explain the thinking behind elements like design and colour choices; on the emotional side, it’s about remembering the nostalgia attached to the old brand, acknowledging people’s connection to it, and showing how the new identity respects that legacy while looking to the future.

To make sure a rebrand lands well with employees here are my five tips:

1. Involve employees early. Some brand teams already bring employees into the design process, but if not, internal comms should make the case. Many organisations set up a brand champion network to explain new templates and guidelines, but the real value comes when those champions are involved before roll-out. Build a diverse group that includes neurodivergent colleagues and those with colour-vision deficiency, and test colours, fonts and templates in real workplace settings

2. Create space for listening. Create space for employees to share their views on the new brand, just as you might test logos, colours or messaging with customer groups. Involving colleagues early, listening carefully, and showing how feedback has been considered can help build trust.

3. Honour the legacy. Acknowledge the history, stories and rituals employees hold dear. Use “then and now” visuals and storytelling to show continuity. It signals that the past is valued, even as the organisation evolves.

4. Be pragmatic about old assets. Set a clear timeline for when older assets will become obsolete. A phased approach avoids unnecessary waste

5. Prepare your leaders to answer the cost question. Leaders may prefer not to highlight the price tag, but it’s one of the first things employees will ask. Build it into your FAQs for managers you don’t need to give exact costs, but have a where the money has been spent, how costs are being phased to avoid waste, and what the investment will deliver for customers and the organisation. Being transparent at this level helps defuse the “waste of money” narrative and positions the rebrand as a strategic investment, not a vanity exercise.