The intelligence(?) behind the new Intel identity
In early January, Intel introduced a new brand mark and tagline to coincide with the announcement of Intel-based Apple Macintosh computers. According to the press release, the new brand was described as an evolution that "will allow Intel to be better recognized for [its] contributions, establish a stronger emotional connection with [its] audiences, and strengthen [its] overall position in the marketplace."
Changing a brand mark that is one of the most recognizable in the world seems like faulty logic
to this critic. The reason for the update probably seemed like a good
idea at the time; after all, Intel has had not just one, but two highly
successful brands. The original Intel logo, introduced in 1969,
featured a dropped “e,” resembling an electronic circuit. In 1991, the
“Intel Inside” identity made its debut, appearing as stickers on the
outside of millions of computers. Additionally, an unmistakable
three-note tone identified the brand audibly in television 
and radio commercials.
The new Intel identity attempts to solve the problem of having two highly effective brands,
which in the case of a monolithic brand is when both become diluted or
even over shadowed by the other’s success. Intel’s solution is to merge
the two identities together by combining a futuristic-looking, sans
serif typeface with a swoosh encircling it. The end result is an
identity that could easily represent any technology-oriented company.
And the new tagline, “Leap Ahead,” sounds like it is more applicable to
the educational toy maker Leap Frog®.
Has Intel achieved its goal of bringing their identity to is next logical evolution?
Does the new mark truly say anything about the company and what they
do? In my opinion, the answer is a resounding “no.” It appears as
though upper management didn’t have the courage to make a decision
between two unique and memorable brands, and in trying to combine the
most successful qualities of each, further diluted and weakened their
brand image in the mind of consumers.
Copyright ©2006 Ryan Hembree.
