Back to Previous

What’s in a name? – Rebranding rejuvenates Snooze

Sarah Stowe

When Simon Beaty joined Snooze as managing director in January 2008, the challenge of continuing the rebranding process attracted him to the new role.

The decision behind the rebrand was a growing understanding that there was a disconnect between the way Capt’n Snooze was perceived and the offer developed since the brand started in the early ’70s.

“Research showed that people weren’t going to Capt’n Snooze because they wanted something a bit more upmarket – there was a clear disconnect between what the brand evoked in people’s minds, and what we had to offer.”

But to change a brand name established for 25 years was a major step. The team worked with a brand specialist to ensure the change reflected the new offering and the evolution of the brand.

Research also showed it was the ‘Capt’n’ component of the name that was holding the brand back and that the Snooze name should be retained. The team began using ‘Choose Snooze’ in-store to spark some understanding among consumers of the name on its own.

“Our choice has been to not dual brand. We had a blitz of ‘The Capt’n has left the building’ advertising, to reduce chances of confusing the consumer.

Time was spent discussing the change with franchisees, conducting research and working with the brand specialist, then the team went about implementing the brand across stores – changing colours, painting stores, displaying new signage, POS and advertising creative. The process took some time to roll out but, says Beaty, was very positively received.

“Our franchisees were excitedly nervous, but knew the rebrand was essential to ensure the future success of the brand. The aim was to implement the brand change and roll it out across all stores within 12 months. The team was a little overzealous with their time frame and it did take longer than planned.”

So how do you judge the efficacy of the rebrand? Beaty explains: “As a relative newcomer to the brand, I had my own impression of it. I’ve also assessed the rebrand by the extremely positive reaction from retail specialists and consumers. I think I’d be safe in saying there’s no existing franchisee who would say we need to go back to the Capt’n.

“That doesn’t mean the job’s over by any means. As a bedding retailer, Snooze has a very long cycle between engagement with customers. The purchase cycle could be six to seven years, or more.

“Even with extensive TV, radio and press advertising, we would be foolish to believe the job would be complete in a year or two – it’s going to take time for the brand to develop so it’s an ongoing job we work towards daily.”

How does a rebranded offer benefit incoming franchisees? “The Snooze brand and in-store offering are now in sync – we’ve clarified and strengthened our position in the market and there’s no confusion for our customers.

“Since rebranding, Snooze has experienced a much higher level of brand recognition and interest in the franchising opportunities available. Our enquiry level is higher that it’s ever been, we have new sites being sold and that’s because the brand is better perceived by the public and potential franchise owners.”