The automotive industry is no stranger to reinvention, but few moves sparked as much conversation — and outright derision – as Jaguar’s 2024 rebranding approach.
In a market increasingly driven by sustainability, innovation and luxury, Jaguar’s decision to reintroduce itself as an all-electric, high-end niche brand marks a pivotal moment in its storied history. However, the approach, intentionally provocative and steeped in exclusivity, ignited thousands of conversations across social media, the automotive press, and more about whether such a bold transformation could succeed.
Now that the dust has settled – and Jaguar has unveiled its first vehicle video – we’re getting a clearer picture of its direction, providing valuable insights into whether the brand’s gamble is poised for long-term success or destined to miss the mark.
With the new Jag’s debut still nearly a year away, we have the unique advantage of hindsight and foresight in considering their plan’s potential. In this two-part series, we offer two different perspectives on Jaguar’s rebrand. Part one dives into the potential of the rebrand, the rules broken and lessons learned, and more. In part two, “The Jaguar Rebrand: Is the Data Just as Bold?”, we take a deeper look through the lens of Virtuoso’s unique Multidimensional Intelligence data-driven approach – analyzing the data behind the strategy to uncover what it reveals about Jaguar’s future. So, we’ll share our instincts and insights, but more importantly, we’ll let the data do the talking.
Talking Jaguar
In the following discussion, Rebellion Group Associate Creative Director Jon Feld sits down with Virtuoso CEO BJ Kito to unpack the method behind Jaguar’s madness.
From the absence of a concept vehicle to the deliberate rejection of Jaguar’s heritage, every decision was crafted to stop the presses and reset the narrative. The case study goes beyond the surface to discuss how Jaguar is playing the long game: exploring key elements such as the target audience, sustainability-driven messaging, and the challenges of redefining a known legacy brand. It’s not just about selling cars- it’s about reclaiming prestige and planting a flag in uncharted territory. But with bold moves come big risks, and as Jon and BJ reveal, success hinges on much more than a slick campaign.
Intentional Disruption
Jon: Jaguar had to know there would be backlash from their approach. Was the rebrand intentionally jarring and how do we view the strategic intent behind it?
BJ: The strategic intent was to drastically shift the volume of conversation around Jaguar, to have folks take note that there was a change going on. They’ve never really grown or evolved over the last couple of decades. They needed something to stop the presses and stop the social feeds to have folks take note that there was a change. And whether that change is a rubber band and pushes the bounds on the first stretch and eventually brings it back to the norm when it comes to market — they needed to do something to step out of what they were perceived as.
Jon: At first, they didn’t even show a concept vehicle. Was that intentional?
BJ: Absolutely. This was auto marketing without an auto. It was designed to build intrigue and anticipation, leaning heavily on exclusivity and mystery, similar to what you’d see in a high-end fragrance ad.
Jon: Now you’re looking at the automotive press stepping in and saying Holy Cow we can actually see this thing. It was interesting because in a way they weren’t going directly to the public they were going to those who talk about them and I think they achieved something in doing it.
Breaking the Rules
Jon: As they rebranded and we saw the comments roll in — mostly negative — what were the marketing and branding rules they broke?
BJ: They ignored the legacy and heritage of Jaguar. To longtime fans, not like Jaguar at all. It looked like a fashion campaign. But the reality is, they needed to break the mold. They’re never going to sell to the 45 to 60-year-old professional. With that type of positioning, what they may be saying is we don’t want or need to.
Other brands have done the same. Look at Nike with Jordan. That was a huge gamble, and it redefined their brand. Cadillac’s push into electric vehicles broke traditions, but they’ve started to find their footing. Even Mazda with the Miata — it wasn’t something people thought they wanted until they saw it. Breaking the rules can work, but it has to have intent.
This is Jaguar restaking the prestige ground. They’re saying, ‘We’ve been out of the game, but if we’re going to get back in, we’re going to do it our way. We’re going to put our flag in the ground where nobody has it yet. If we’re going to be a product of our time, we’re going to embrace stuff that not everybody is embracing, but you will.’ That’s bold, and, frankly, necessary.
Tapping into Underlying Target Desire
Jon: We’ve known for the past 20 years, especially the past 10, that sustainability has become an increasing issue. So, does that mean this is an opportunity to shift the demographic and appeal to younger buyers while keeping your marquee out there?
BJ: It’s true that critics have said the campaign was aimed at younger people, but I don’t think that’s accurate. It’s less about targeting young buyers and more about creating an aspirational image. Think of Fashion Week. You see young models, but the products are aimed at affluent buyers who see themselves in that imagery.
Our research on the eco-affluent sort of customer profile in that price range is fourth or fifth by volume of types. When we dug in further we realized that it’s not actually the eco-efficiency of the automobile that is really driving choice and sentiment, but the principles and the perception of supporting sustainability and a greener climate. It’s a somewhat interesting dichotomy, because it’s as if they’re saying, ‘We want to buy this symbol to show that we support it, but we’re not going to actually live that lifestyle’.
The niche strategy is what makes sense here. Jaguar doesn’t need mass appeal. If just 0.6% of households with $3 million in net worth raise their hands, that’s enough to hit their goals. They’re focusing on exclusivity, targeting eco-conscious, high-income buyers who want something unique. What they’re tapping into is the idea of luxury as a personal statement. For buyers in this market, it’s not just about the car — it’s about what the car says about them.
Competition and Strategy
Jon: Why go all-electric when there is inherent risk. We know, for example, that market penetration is still lagging. Electric vehicles make up 18% of the market now. It’s growing, but it’s still not universal.
BJ: Jaguar is betting on the future. They’re saying, ‘This is where the market is going, and we’re going to lead the way.’ It’s a bold move, but it aligns with sustainability trends, which are only going to grow in importance.
Some people view it as a shifting deadline, where the promise of going all eclectic by 2035 turns into 2050, turns into 2080, and so on. But I think there’s a gap in the marketplace and they are a comparatively small volume producer focused on high-end, high-income consumers.”
Exclusivity is key here. They’re not trying to compete with Tesla or even Lucid on volume. Jaguar is saying they’re not for everyone, and that’s O.K. By offering fewer, high-end models, they’re creating a boutique experience. It’s about being premium, not mainstream.
Measuring Success
Jon: So, beyond the numbers, what will success look like?
BJ: It’s not just about selling units. It’s about reestablishing Jaguar as a leader in design, innovation, and luxury. They want to create a new generation of loyalists who see the brand as something to aspire to, but the campaign alone isn’t enough. Execution is everything. They’ve built the hype, but now they have to deliver. If the products don’t live up to the promises, the backlash could be worse than the initial criticism.
Success looks like making good on some of the bold promises that they debuted, effectively reentering the market in 2026 when they said they would. It’s a step to validate the need for people to be reminded of Jaguar’s heritage, credibility, and implied quality.
As of right now, they did a great job of getting enough attention so that people will tune in when they’re back, but they have to answer the questions, ‘Am I going to drive this to work or on the weekends? Is it a family car? Is it going to have a longer range or more amenities? Is it professional? We just don’t know right now and that’s where I think they can be successful if they take that sort of jar of change and fit it into how people can understand where it works in their lives.
What Does Failure Look Like?
Jon: If this rebrand ultimately fails what is the cautionary tale? Will the name plate wind up in the land of Oldsmobile and Saturn and others as automotive history footnotes?
BJ: First, it would mean that the marketing Monday morning quarterbacks were all right and you don’t break the fundamental rules of re-branding or marketing. They may also fail because they’ve just lost a lot of ground, and there’s no void of potential competitors in the marketplace. They could miss out on finding that niche that they can appeal to build on. I wouldn’t chalk that up as a failure in the marketing as much as a failure in their ability to evolve with their competitors over the last 20 years.
With a great jump like this comes great potential work, along with great potential risk, but this feels like an instance of a business starting to see its end of life, and marketing stepping in.
They had to course correct, which could only be done by marketing. You can start a business with a plan thinking you know what you’re going to do, but with a name like Jaguar, the change you’re putting out there changes production and internal work with a specific face to the public, which is why marketing was more crucial to this than other elements of what they do.
Lessons Learned
Jon: Give me some key takeaways from a branding perspective.
BJ: Part of the criticism was not in how bold they went, but in how truly disconnected it felt from who they were. If there could have been some relation, people would have accepted it more quickly in a different way. It would have felt as purposeful as it was, rather than erratic and desperate, which is much of where the criticism was. It could have been too big of a leap. They need to bring it back to who they are because people don’t buy their cars based on blind faith.
I liked their response to criticism in that they didn’t try to hide from it, but supported their strategy and intention, knowing that they weren’t going to be for everyone. They wanted to shift the narrative and knew it was going to scare some people off.
Their ‘stay-tuned’ approach is really interesting because they have that veracity of being a 100-year-old brand and expect us to be patient. They’re not repeatable and you can’t duplicate them. They’re saying, ‘This is our space. We’re going to come out with something truly different.’ I know we’re intrigued and we’ll definitely stay tuned.