• About Tom Dougherty

    Tom Dougherty CEO, Stealing Share

    Tom Dougherty is the President and CEO of Stealing Share, Inc., and has helped national and global brands such as Lexus, IKEA and Tide steal market share over his 25-year career.

    An often-quoted source on business and brands, he has been featured recently by the New York Times and CNN, discussing topics ranging from television to Apple to airlines.

    Tom also regularly speaks at conferences as a keynote and break-out speaker. To find out more on inviting him to your speaking engagement and view a video of him speaking, click here.

    You can also reach him via email attomd@stealingshare.com.

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The rebrand of MasterCard isn’t a rebrand

Doing a re-launch of a brand is hard work to get it right. You have problems to overcome, not just with your outward face like a your current logo, but also what you do operationally. You have to do hard quantitative research, examine the competition (so you are positioned against it) and slay any sacred cows within the company.

MasterCard
MasterCard introduces MasterPass but not much else.

The re-launch of an updated MasterCard brand gets it only half right, but in a weird way. The credit card company now has an app that you use to pay, ala the Apple Store app. This is the wave of the future where physical cards become extinct. (A purchasing app is also something retailers should do more often.)

MasterCard with its MasterPass app has taken the first step forward and I expect its competition, such as Visa and Capital One, to follow suit. In fact, because MasterCard has always had an old feel to me, I’m a little surprised that MasterCard was the first to step forward.

Why MasterCard did not truly rebrand.

MasterCard got the operational part of the brand re-launch right, but the new logo is actually just a refresh of its old one. It won’t affect target audiences much. It might help it get rid of that old feel a bit. But it doesn’t have a new promise or anything new to say. And it’s not connected with anything new MasterCard is doing, such as MasterPass.

Companies are loath to completely rebrand, which is why I’m using the word re-launch. That seems to soothe companies because a rebrand sounds scary.

To steal market share, all options must be on the table. That’s why the slaying sacred cows edict is so important. Companies are wary that a complete rebrand will scare away current customers, but that’s not true. They are already ambassadors of the brand. The target audiences you want to reach are the customers of your competition.

MasterCardThe old adage goes that the definition of insanity is doing the same thing over and over again and expecting a different result. That’s what MasterCard has done here. It has, I’m sure, poured money and time into this re-launch and it will have negligible effect. It will be left wondering why the re-launch didn’t move the needle and its leaders will believe that any kind of future rebrand would fail.

But that’s because MasterCard did not rebrand.

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