As CEO of LS International, I’ve been witnessing an unprecedented surge in demand from CEOs of legacy CPG and retail companies seeking guidance on brand revitalization. These leaders are grappling with a fundamental challenge: how to breathe new life into heritage brands while preserving the authentic legacy that made them household names.
This trend prompted me to take a deeper dive into the strategies and frameworks that successful heritage brands are using to navigate this complex transformation. Through conversations with industry leaders and marketing strategists like Linda De Vito, who has extensive experience with iconic heritage brands, several key patterns have emerged that every CEO should consider.
The Wake-Up Call: When Heritage Becomes a Burden
Recently, I spoke with a CEO who perfectly encapsulates this challenge. His company – a French heritage brand with billions of products sold globally – has built its reputation on products that once dominated their categories. This company has achieved remarkable penetration in traditional categories, selling over a billion units of their signature transparent products worldwide.
However, as this CEO candidly shared, these traditional categories are facing significant headwinds from changing consumer behaviors and digital transformation. The hypothesis he’s operating under is clear: “In order to grow the business, we would need to expand the brand into adjacent categories.”
This scenario is playing out across numerous heritage CPG and retail brands. The very categories that built these companies are now facing headwinds from digital transformation, changing consumer behaviors, and evolving market dynamics.
The Strategic Framework: Core Values as Your North Star
“For a legacy brand, you need to define and be incredibly clear on the core brand values and messaging that you want to run through everything you do,” explains De Vito, who has extensive experience working with iconic heritage brands including Harper’s Bazaar, Esquire, Town and Country, Cosmopolitan, and Good Housekeeping. “The brands that stay true to that are likely the ones that last the longest.”
This foundation becomes crucial when considering category expansion. As I’ve observed in the market, heritage marketing and branding campaign trends focus on authenticity, nostalgia, and engaging the collective, making it essential for brands to identify what made them great before venturing into new territories.
The Cross-Category Expansion Opportunity
The potential for heritage brands extends far beyond their traditional boundaries. As I mentioned in a recent LinkedIn post that resonated with many industry leaders, we’re seeing fascinating crossovers between fashion brands and FMCG, and innovative design applications across categories.
Take the recent collaboration between E.L.F. Cosmetics and Stanley, where they created an attachment system for lip gloss on Stanley Cups. This type of creative partnership demonstrates how heritage brands can leverage their equity in unexpected ways.
When considering strategic expansion, De Vito highlighted that successful heritage brands follow a systematic approach:
- Define clear objectives – What specific business goals are you trying to achieve?
- Assess brand equity transfer – Which core brand attributes will resonate in new categories?
- Identify non-negotiables – What brand values and messaging cannot be compromised?
- Plan execution thoroughly – How will you authentically bring this expansion to life?
The Test-and-Iterate Philosophy
Rather than making dramatic pivots, De Vito advocates for a measured approach: “I always suggest a test-and-iterate approach to things. Rather than going all in 100% from the start, it’s often more effective to run controlled tests on platforms…you minimize risk while generating some insights that inform whether a strategy or channel is viable and is going to work for you.”
This methodology proved successful in De Vito’s work expanding Hearst’s presence on TikTok, growing from two to 20 active brand accounts while maintaining authentic brand voice. The lesson for heritage CPG brands is clear: start small, learn fast, and scale what works.
Case Study: The LEGO Adult Strategy Revolution
LEGO’s transformation offers a masterclass in heritage brand expansion. The company strategically shifted to target adults, transforming from a children’s toy company to a multi-generational brand. Their “Adults Welcome” line features complex builds and collectible aesthetics designed specifically for Adult Fans of LEGO (AFOLs).
This wasn’t just about new products – LEGO invested in community building strategies and creative activations. LEGO reported revenue of DKK 55.3 billion in 2021, a 27% increase from the previous year, demonstrating the tangible results of thoughtful heritage brand evolution.
The New Balance Transformation Blueprint
New Balance’s journey from “dad shoes” to streetwear icon provides another compelling example. Once dismissed and stigmatized, the brand achieved an 88% brand awareness rate among sneakerheads in the United States by 2024, with 40% holding a positive opinion of the company.
Their success came from strategic collaborations with designers while maintaining core focus on quality craftsmanship and comfort. New Balance’s “Fearlessly Independent Since 1906” global brand platform demonstrates how heritage can be leveraged as a differentiator rather than a limitation.
The Talent Challenge: Breaking Out of Traditional Thinking
In my recruiting work, I’ve observed that many traditional FMCG marketers operate within established frameworks that can limit creative thinking. As I shared with the heritage brand CEO, “A lot of the FMCG traditional marketers are very in a box and they’re not really… I think it’s because they’ve been trained in a specific way and they think that certain things are possible so they just block it out completely.”
The solution often lies in bringing in talent from adjacent industries – particularly fashion, which has created numerous creative profiles capable of thinking beyond traditional category boundaries. Sometimes you need someone who’s outside of that sector completely to ask, “Have you ever thought of this?”
Building Brand-Centric Culture
Successful heritage brand transformation requires shifting from product-centric to brand-centric thinking. As De Vito notes, “It’s about relationship building at every touch point and not just a transaction. It’s sort of like a partnership and a long lasting relationship, not a one time transaction.”
This cultural shift is particularly challenging for heritage companies where product excellence has been the historical focus. However, recognizing the brand as the biggest asset – often undervalued by the organization itself – is the first step toward transformation.
The Market Opportunity
The Global Corporate Heritage Data Management market is projected to reach US$2.2 billion by 2030 from US$656.7 million in 2023, growing at an impressive CAGR of 19.1%. This growth indicates strong market recognition of heritage value and the business opportunity for brands that get this transformation right.
Key Takeaways for Heritage Brand CEOs
Based on my observations working with heritage brands and conversations with industry leaders, successful revitalization requires:
- Strategic patience: Test and iterate rather than making wholesale changes
- Talent diversification: Bring in creative thinking from adjacent industries
- Brand-centric focus: Recognize your brand equity as your greatest asset
- Authentic expansion: Ensure new categories align with core brand values
- Cultural transformation: Shift organizational mindset from product to brand focus
As heritage brands navigate an increasingly complex marketplace, those that master the balance between tradition and transformation will not only survive but thrive, creating lasting value that transcends generations. The key is having the courage to evolve while staying true to what made your brand great in the first place.