Air India rebranding Part 1: The good, the bad and the ineffective

In the fiercely competitive and ever-evolving world of aviation, where perceptions can take off or crash with a single glance, Air India’s bold rebranding journey has been making waves. Undergoing a significant transformation, the airline seeks to rise above its troubled history and soar into a brighter future. The rebranding effort is a delicate dance between preserving the legacy and embracing modernity, a balance that has caught the attention of passengers and industry experts alike.

“The new look reimagines the iconic Indian window shape, historically used by Air India, into a gold window frame that becomes central to the new brand design system – symbolising a ‘Window of Possibilities’,” said the airline in a press note.

In this two-part series, Adgully weighs in on the airline’s makeover, sharing their insights on its strategic choices and potential impacts.

“My initial impression of the new brand identity of Air India is that it tries to communicate too many things and ends up communicating nothing,” opines Piali Dasgupta, Senior Vice President - Marketing, Columbia Pacific Communities. She feels that it doesn’t express the brand proposition clearly, and most importantly, it doesn’t evoke a strong emotion.

“The logo mark looks like a boomerang at first glance. The livery does look off, without cohesion, and the purple is completely forced. The red and white identity of the brand, that’s etched in people’s minds for decades, could have been retained, contemporising it with modern design tweaks. The font, which is a Sans Serif font, developed by the brand, does look deceptively similar to the Air Arabia font – something a lot of social media users have been pointing out as well. It doesn’t create the magic of the old font. The airline is struggling to stay relevant, gain back market share, and be a preferred choice for young India. More than 65% of our population is below the age of 35. And the one thing that brand owners must understand about the under-35 audience is that this generation immediately discards anything that is too forced or trying too hard to be something they are not. They prefer authenticity and genuineness over anything else. And the brand identity doesn’t seem to be either of that. It tries very hard to be a whole lot of things and ends up owning nothing,” says Dasgupta.

On the other hand, Vejay Anand, CEO, Ironhill India and a branding expert, opines that Air India is undergoing a massive overhaul as it tries to shed its troubled history. It’s only logical, given this perspective, that some of the past is hidden away. The most obvious is to alter the logo and overall brand image, he adds. According to him, this redesign successfully balances a comprehensive revamp and a brand refresh.

“The iconic red of Air India is preserved, albeit in a different shade. The arches and chakra are used subtly to emphasise the brand’s past. Using gold gives the logo a more luxurious feel and pairs well with the red. The entire design language, including the choice of font and the position of brand elements on various aircraft parts, is modern and respectful of the airline’s history. While the marketing film’s depiction of Air India as a window to new opportunities is appealing, the logo’s lack of an actual ‘vista’ leaves much to be desired. I liked the logotype, but perhaps the font could have been slightly slimmer to give it a sleeker look – a young at heart, nimble airline,” he said.

Since the brand name is Air India and practically represents the country, it was possible to bring in the Tricolor, though it is optional, feels Vejay Anand.

“The Maharaja is very endearing and has lent himself very well to various guest touchpoints and has been the most positive aspect of Air India. As the company mulls its future route, ‘The Maharaja’ should remain a beloved companion, representing the rich tapestry of legacy and the promise of a voyage into the future. I would expect a modern Maharaja to continue domestically and internationally – an amalgamation of the past, but more into the future,” he adds.

Rohit Varma, Founder, Narrative, however, has a different take. He thinks that Air India’s new brand look and livery is a bold and modern update that reflects the airline’s new ambitions.

“The new logo, called ‘The Vista’, is inspired by the peak of the gold window frame, which is a classic design element of Air India’s aircraft. The new colour palette of deep red, aubergine, and gold is also more sophisticated and stylish than the previous red and orange livery. I think the new brand look and livery align well with Air India’s efforts to change audience perception. The airline is trying to position itself as a premium global airline, and the new branding helps to achieve this. The new logo is more distinctive and memorable, and the new colour palette is more luxurious and elegant. Overall, I think Air India’s new brand look and livery is a successful update that will help the airline attract new customers and improve its reputation,” says Verma.

Trust and credibility

Air India has faced a series of issues recently. An effective rebranding strategy can go a long way in rebuilding trust and credibility.

Trust and credibility of a brand is built primarily by great product offering and customer experience, points out Piali Dasgupta. “It’s what happens up in the air for Air India that matters the most. The pee-gate controversy at the beginning of this year is still fresh on people’s minds. Creators are still creating memes about it, in fact. Of course, the company took several disciplinary actions against the pilot, the Director of In-flight services, etc., post the incident, and was even fined Rs 10 lakh for the incident, but it did lose a tremendous amount of credibility owing to the crisis,” she points out.

Dasgupta feels that this rebranding exercise could be seen as a fresh start for the flag carrier. She notes, “The takeover by Tata and Sons, the merger with Vistara and an overall focus on making the airline better and more profitable could be signalled by the rebranding exercise. Air India has lost significant amount of market share in the past few decades to newer, smarter and better alternatives such as Indigo and Spice Jet. The rebranding exercise was an opportunity to gain market share back by positioning the airlines as an airlines of today. Unfortunately, the new identity of the brand didn’t garner the kind of audience love it could have.”

Vejay Anand feels that a rebranding strategy can significantly rebuild trust and credibility for an organisation that has faced a series of scandals, such as Air India. However, he adds, it’s important to note that rebranding alone is not a magic solution; it must be accompanied by genuine changes in the organisation’s behaviour, transparency, and overall operations.

A rebranding strategy can be an important part of rebuilding trust and credibility in the wake of a scandal, points out Rohit Varma, but “it is not a quick fix”. He further adds, “When a company is involved in a scandal, it can damage its reputation and erode customer trust. A well-executed rebranding strategy can help to repair the damage and restore the company’s image. Rebranding is not a quick fix. It takes time and effort to rebuild trust and credibility. However, a well-executed rebranding strategy can be an important part of this process. In the case of Air India, the airline has faced a number of scandals in recent years, including allegations of financial mismanagement, safety lapses, and poor customer service. The new brand look and livery are a good start, but it is just one part of a broader rebranding strategy that will need to address the underlying problems at Air India.”

Varma feels that the airline will also need to improve its customer service, safety record, and financial performance. It will need to be transparent about its operations and communicate effectively with its stakeholders. Only then will Air India be able to rebuild trust and credibility with the public, he adds.

The Challenges

Rebranding a well-established airline like Air India is a significant undertaking. What could be the challenges they might have faced during this process?

This is the ninth logo change and rebranding of Air India. So, it’s not a process that is alien to the airlines, points out Piali Dasgupta. “Having been a part of a rebranding exercise earlier in my career, what I can say is that the biggest challenge in a rebranding exercise is to communicate a fresh new positioning thought in an effective manner, while ensuring that the new identity doesn’t alienate brand loyals in case of a legacy brand such as Air India. Often, a rebranding exercise is also met with a lot of resistance internally, and getting everyone’s buy-in on it is also a challenge,” she explains.

Rohit Varma lists out some of the challenges that Air India might have faced during the rebranding process:

Changing the public perception of the airline: Air India has been around for over 70 years and has a long history. This can be both a blessing and a curse when it comes to rebranding. On the one hand, the airline has a strong brand identity that is instantly recognizable. On the other hand, the airline also has a baggage of negative associations, such as poor customer service and financial problems. The rebranding process will need to address these negative associations and change the public perception of the airline.
Managing stakeholder expectations: Rebranding an airline is a complex and expensive undertaking. It is important to manage the expectations of all stakeholders, including employees, customers, and investors. Employees may be worried about losing their jobs or having to change their work routines.
Implementing the rebranding across all touchpoints: A rebranding is not just about changing the logo and livery. It is about changing the entire brand experience, from the way the airline looks and feels to the way it interacts with customers. This requires a significant investment in new marketing materials, training for employees, and changes to the airline's operating procedures.

According to Varma, rebranding an established airline is complex and challenging, but worthwhile undertaking. If done correctly, it can help the airline to improve its image, attract new customers, and boost its financial performance. Such a process involves many considerations and potential challenges due to the airline’s history, public perception, operational intricacies, and regulatory factors. He lists out some insights into the obstacles Air India might have faced during the rebranding process:

Legacy and History:Air India has a long history and legacy. Rebranding means severing ties with this history, which can be met with resistance from employees, loyal customers, and even the broader public who have emotional connections to the brand.
Employee Involvement:Employees are crucial to an airline’s operations. Convincing employees to embrace the new brand identity and changes in company culture can take time and effort. Resistance to change might arise due to concerns about job security, shifts in company values, and alterations in work practices.
How Customers See It:Rebranding may only sometimes be positively received by consumers, especially if the new brand identity is perceived as superficial or an attempt to cover up past issues. Convincing customers that the changes are genuine and significant can take time and effort.
Consistency & Integrity Across Touchpoints:Ensuring a consistent rebranding across all customer touchpoints, from website and advertising to airport terminals and aircraft interiors, requires careful coordination and execution. Inconsistencies can dilute the impact of the rebranding and confuse customers.
Market Rivalry:The aviation industry is highly competitive. Rebranding must set the airline apart from its competitors while aligning with evolving customer preferences and industry trends.
Difficulties in Communication:Communicating the reasons behind the rebranding, the desired changes, and the benefits to customers, employees, and stakeholders is crucial. A well-managed communication strategy can lead to clarity and scepticism.
Incorporation of alterations:The rebranding should be integrated into broader efforts to address operational, customer service, and organizational culture issues. A disjointed approach might lead to a disconnect between the new brand image and the reality of the airline’s services.

“Rebranding an established airline like Air India has many challenges that require careful planning, strategic communication, financial investment, and a commitment to real change. Overcoming these challenges can lead to a renewed brand image, improved customer perception, and enhanced trust in the airline,” he adds.

(Tomorrow, Part 2 of this special report will delve into public reactions to the rebranding, change in Air India’s overall brand narrative, etc.)