Over the past several years, there seems to have been a growing trend across many industries in virtually every category. We have also witnessed this emerging in our own industry over the years as originality has been usurped by convenience.
I cannot be the only one who is disappointed in the branding that has taken a minimalist, near derivative turn. Have you noticed that brand logos have become flatter, color has moved toward neutral, products are losing identifiable qualities, and the uniqueness of brands themselves is becoming uniform?
Many suggest that this shift is the result of a desire for more “clarity, adaptability, and digital friendliness,” but critics (like me) are concerned that it represents a deeper, more serious issue: the decline of creative risk-taking in branding.
This trend is most evident in this wave of what has become known as “blanding” – a recent term used to describe the tendency of brands to sacrifice distinctiveness in favor of sleek, simplified aesthetics.
If you research logos of once quirky brands, many have abandoned stylized fonts and expressive designs in favor of basic, unexciting sans serif typography, monochromatic palettes, and nearly indistinguishable visual identities.
I should say, though, that many incredibly successful companies that use this technique have done so forever, such as Apple, Airbnb, Facebook, and Netflix. Of course, there are those that use the more traditional approach, like McDonald’s, FedEx, Starbucks, Shell Oil, and Coca-Cola.
Yes, while some great companies like these may use a “blanding” approach, memorable logos like Nike’s swoosh, Apple’s bitten apple, or Coke’s flowing script are built not only on clarity, but on originality, storytelling, and cultural resonance. They stand out precisely because they took creative risks that paid off. They created promises based on relationships with consumers and created an addictive experience like no other in the category.
In fairness, the rationale behind blanding isn’t entirely without reason. In a “digital-first world,” artwork needs to be legible at all sizes—from a tiny favicon on a browser tab to a social media profile. A minimalist approach may also suggest a more modern, professional design.
My concern is that when every brand takes on that same strategy, we get a blue ocean of “sameness,” which makes it more challenging to tell one from the next.
It’s not only the visual aspect of branding that troubles me, though. It’s non-creative branding that reflects a broader cultural and economic shift. Companies seem so focused on scalability, speed, and short-term ROI over long-term brand equity. In an environment where design templates and AI-generated marketing has become popular, launching quickly often outweighs thoughtful differentiation. Pre-made kits that mimic others in hopes of visual familiarity will rarely translate to valuable credibility.
While these fever-pitched approaches may get a brand started, they may lack a strong emotional connection with consumers.
Ironically, in trying to be contemporary and appear professional, many become forgettable. Consumers are increasingly savvy and inundated with choices. In such a crowded world where we are all hit with thousands of messages a day, “sameness” is a liability.
Brands that don’t create a truly unique identity risk fading into oblivion. This goes for us in media, as well. What is your branding position? What are you actually selling? Does Apple sell phones and computers, or do they sell an experience that is unique relative to others in the categories?
Does Starbucks sell coffee? No – they don’t! Their mantra since launching has been, “Everyone serves coffee – Starbucks serves People Coffee.” Are you selling a product that a thousand other radio stations are selling, or are you selling an experience that is uniquely your own?
Great brands don’t need to be loud or splashy. Simplicity and clarity have their place. But there’s a difference between minimalism and uniformity. One is born of strategy, the other from a lack of vision.
My suggestion is to be bold always and inject personality, color, and quirk in all you do. Those who dare to be distinctive will be the ones who are the most profitable. Remember the great Steve Jobs when he began creating the branding of Apple…
“The people who are crazy enough to think they can change the world are the ones who do.” — Steve Jobs.
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Bob Lawrence writes weekly columns on radio leadership and business. He most recently served as market manager for MacDonald Broadcasting in Saginaw, Michigan. Throughout his career, Bob has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.
