When Trump served his first presidential term, he cancelled the international shipping subsidies that made Wish's business model viable. As the world changed around us, rendering our growth strategy obsolete, I knew that our company needed to evolve. I spearheaded the initiative and collaborated with the Communications Design team to rebrand Wish and retool our strategy.
We felt Wish desperately needed a rebrand for several reasons. First, it was never deliberately branded. Second, the company's original business model—the one that made Wish one of the most popular shopping apps in the world with hundreds of millions of users—no longer made sense in the new economic reality of rising international shipping and online advertising costs. Third, our reputation had deteriorated due to customer neglect in favor of short-term growth initiatives.
This deck follows the long two-year journey to pitch and secure executive support for the company's rebrand and the numerous exploratory initiatives aligned with the new brand's direction.
We (1) conducted an introspective review of our market-differentiating strengths and our undeniable weaknesses, (2) set out on an exploration of values and principles that resonated with our brand’s heritage, (3) put together an analysis of strategic opportunities in the greater marketplace of ideas, (4) collected data-informed feedback from former and current customers, and (5) ran a zeitgeist-inspired brainstorm of our brand’s next personality and (6) designed and built product based on this new brand
