Over a century outdated but not shy of reinventing itself. Late final yr, the Godrej Enterprises Group unveiled a brand new model id, marking greater than only a visible refresh. The rebranding got here on the heels of the Godrej Group’s structural cut up, which noticed the family-owned conglomerate reorganise into two separate entities: Godrej Enterprises Group and Godrej Industries Group.
Godrej Enterprises Group, now functioning as a stand-alone conglomerate, boasts a various portfolio that features aerospace, defence, vitality options, locks and safety, furnishings, shopper durables, intralogistics, and actual property.
In an period the place conglomerates are repositioning themselves not only for relevance however resonance, how does a legacy model like Godrej navigate the tightrope between continuity and reinvention?
In a dialog with Sumeet Bhojani, head of name and strategic insights at Godrej Enterprises Group, we decode the brand new model playbook from inside storytelling to exterior rollout and the way behavioural information, worker alignment, and stakeholder belief are shaping the following chapter for certainly one of India’s most revered enterprise homes.
From tricolour to purple: The symbolism of change
Some of the seen shifts was the transfer from GEG’s iconic tricolour palette to a singular lead color: purple. Chosen intentionally, purple stands for aspiration, confidence, and consistency—a unifying component throughout touchpoints in a extremely diversified portfolio.
“Through the use of a single lead color, we ensured a cleaner, extra distinctive id. It additionally makes our communication much more coherent throughout companies and channels,” Bhojani explains.
To enrich the color shift, the group retained its signature Godrej wordmark however launched a bespoke font, a refreshed tone of voice, and trendy visible cues, together with imagery and design rules that reduce throughout sectors and platforms.
A artistic reboot—and the companies behind it
The repositioning journey was supported by a powerful company ecosystem. UK-based model consultancy The Clearing helped form GEG’s model technique, id system, tone of voice, and visible storytelling framework.
For the marketing campaign’s artistic, Lowe Lintas took cost, bringing the brand new model promise to life with a multimedia marketing campaign titled Unlock New Worlds. Directed by Katie Bell and produced by Entourage Movies, the marketing campaign was designed to seize the creativeness of a brand new era of shoppers whereas staying true to GEG’s legacy.
Rolling it out—with out rolling eyes
However rebranding a legacy enterprise with deep offline presence isn’t nearly visuals—it’s additionally about inside storytelling and operational finesse. One of many greater challenges, Bhojani admits, was balancing uniformity with flexibility.
“We needed consistency in our id but additionally wanted it to be adaptable for various enterprise contexts—from aerospace to furnishings.”
To unravel this, GEG stored its design rules easy and scalable. The rollout was additionally staggered throughout high-impact phases—beginning with the web site, social platforms, intranet, and inside mailers earlier than transferring on to bodily signage and ATL campaigns like “Unlock New Worlds”.
The phased method helped collect real-time suggestions, permitting course correction alongside the way in which. “This not solely enhanced adoption but additionally gave our groups and clients a way of possession within the transition,” Bhojani notes.
Past model: Relevance, resonance & income
The enterprise’s broader imaginative and prescient, which prioritises personalisation, sustainability, and digital ease, additionally anchors the repositioning.
For instance, over 37% of GEG’s income at present comes from its “Good & Inexperienced” product vary, with a goal of hitting 50% by 2032. In the meantime, digital instruments like WhatsApp bots and omnichannel furnishings discovery options are serving to personalise the shopper expertise, whether or not on-line or instore.
The model can be leveraging behavioural information to fine-tune advertising and marketing, stock planning, and even store-level inventory. “If a sure SKU is trending on-line, that information is fed to retail in order that offline touchpoints mirror digital demand,” Bhojani says.
From lockers to loyalty: Client insights drive creativity
GEG’s post-rebrand storytelling leans closely on insight-led narratives—the place class challenges are translated into culturally related, emotionally resonant campaigns.
Think about their latest commercial for residence lockers. The marketing campaign turned the extensively relatable perception that Indians typically stash valuables in unconventional (and insecure) locations—similar to below the mattress, behind temple idols, or inside pillow covers—right into a metaphor.
The advert depicts members of the family actually ‘playing away’ their valuables, presenting a humorous but hanging argument for Godrej’s safe residence lockers.
“It was an exaggerated take, but it surely resonated,” Bhojani says. “The perception was easy, the execution playful, and the message clear: why gamble together with your peace of thoughts when you may lock it away safely?”
The model examined this creativity earlier than rollout and located excessive message recall and robust emotional engagement. It’s a part of a broader effort to design campaigns that don’t simply inform but additionally entertain, reassure, and persuade by contextually sharp insights.
This similar method, Bhojani provides, extends into product design too. “Whether or not it is sensible ACs or digital locks, each answer begins with a clearly articulated shopper downside. The objective is to take away friction from individuals’s lives.”
The metrics of a profitable rebrand
For a rebrand to stay, each notion and efficiency want to maneuver in sync. At GEG, which means monitoring every little thing from company fame to go looking intent and worker sentiment to buyer desire.
“We’re already seeing improved model salience and engagement throughout sectors,” Bhojani notes. “However we’re not simply self-importance metrics.”
The corporate has established a three-pronged measurement framework:
- Fame metrics similar to salience, consideration, and desire throughout classes.
- Search share to gauge shopper intent and model discovery vs rivals.
- Inside alignment by way of perception-mapping surveys to trace how workers are absorbing and advocating the model’s new id.
“We’re treating this as a long-term transformation,” he says. “And the inner buy-in is as necessary because the exterior optics. The early alerts from worker pleasure to stakeholder belief counsel we’re transferring in the proper path.”
Already, Bhojani says, there’s a cultural ripple impact at play. “Folks throughout the group are beginning to really feel extra related to the brand new id, the brand new objective. And that vitality of shared possession is what’s going to actually carry this transformation ahead.”
Written with the View : afaqs
