Why are hospitality groups choosing to rebrand themselves?

In April of this year, D&D London will officially rebrand to The Evolv Collection, signifying a shift in its corporate identity. The group says that the new choice of name reflects its “commitment to a forward-thinking mindset” across its portfolio of restaurants – and it’s not alone in making such a move. In late 2024, Liberation Group became known as Butcombe Group, while Revolution Bars emerged as The Revel Collective in what was the fourth rebrand since its inception in 1991. Rebrands like these are becoming increasingly common in hospitality – and they appear to be more than just aesthetic. With new figures from Zonal and CGA by NIQ showing that 31% of restaurant, pub and bar customers are likely to switch to a competitor, brands are under pressure to stay relevant due to consumers having the pick of the crop. This is where a potential rebrand comes in. According to Neil Kent, managing director of branding and PR agency Chapter Communications, the main reasons for a hospitality group rebranding typically come down to changes in ownership, group strategy or direction, major mergers and acquisitions, or because the existing brand “is just tired and no longer fit for purpose”. However, he noted that another big reason for such a change is that, as groups grow, they often move away from names or initials tied to their founder. This last explanation rings particularly true for D&D London, which traces its early roots as part of Sir Terence Conran’s restaurant empire. A similar challenge was faced by Mexican restaurant chain Wahaca, which underwent a rebrand in 2018 to bring consistency to its then-growing portfolio. Creative director Rory Grant at design agency Without, which was responsible for the chain’s rebrand, explained that Wahaca’s visual identity had become “a little fragmented and slightly ad-hoc” as the brand expanded. Grant added: “Over our lifespan, Wahacha was able to pick up the phone and say, ‘can we have an illustration for this?’ or ‘can we have some photos for that?’ and we’ve tried to keep it all with the same spirit, but the estate became quite diverse.” That is to say: the rebrand aimed to create a clearer, more structured identity that could be applied across multiple locations while still retaining “the energy and vibrancy of the original brand”. “Most businesses start with a handful of people, and as they grow and evolve, the identity needs to reflect the wider business and not just the founder(s),” Kent added. “Naming a business after a founder can present problems for growth as it is intrinsically linked to one person, which makes perfect sense when the business consists largely of one person’s efforts. However, in a multi-business group representing a variety of interested parties, this can create hierarchical issues.” By this logic, D&D’s rebrand aligns with its long-term vision – and Wahaca’s, in turn, did not include any of its founders’ names. A D&D London spokesman stated that the business constantly strives to “evolve and innovate its guest experiences, products, and environments” – hence the stylised ‘Evolv’ in the new name. “On our quest to be the market-leading premium restaurant company, we never want to think we have arrived. We must never take success for granted,” the spokesman added. “Our new logo, when revealed, will represent a continuous cycle of change, growth, and speed.” The notion of ‘evolution’ in branding is often synonymous with modernisation. In an industry where staying relevant means staying profitable, rebrands serve as ways to signal change, ambition, and alignment with contemporary consumer expectations. Hospitality groups, in particular, rely heavily on trends and cultural shifts, making it imperative to capture the attention of younger, experience-driven audiences. Wahaca’s rebrand in the late 2010s was also about adapting to shifting consumer perceptions. Initially celebrated for bringing “authentic” Mexican street food to the UK, its refreshed identity placed greater emphasis on the idea of fresh and vibrant dining rather than authenticity. Grant noted, “We’d never describe Wahaca as a taco restaurant because it offers much more than that, but it’s a bit like Pizza Express – you can have a lasagne, but [most people] go for the pizza.” This repositioning at Wahaca mirrored a broader industry trend, where restaurants highlight signature dishes or formats to carve out a distinctive niche. Kent emphasised that a rebrand can be a powerful tool to drive new business if done correctly. “A rebrand can absolutely help drive new business without alienating customers if it is done with a customer-focused mindset. Too often businesses create a brand that solely represents its ambitions, without the strategic insights and planning that allows a brand to appeal to the most important people – its customers,” he said. “With careful consideration of who the brand is aimed at and why, a brand can be seen as a statement of intent; a business that is investing in its future and is therefore stable and confident.” The same Zonal and CGA by NIQ report found that consumers’ sense of loyalty for restaurants, pubs, and bars is on par with that of supermarkets (31%), gyms (32%), and phone networks (32%) – highlighting just how easily consumer attention can drift. The report also found that loyalty varies by demographic; older consumers tend to be more loyal, with only 16% of those aged over 65 likely to switch to a competitor, compared to 41% of 25 to 44-year-olds. Parents also display greater loyalty than non-parents, with only 26% likely to switch venues versus 37% of non-parents. However, this dynamic works both ways. While consumer loyalty can be fleeting, it is also recoverable – provided hospitality brands evolve in ways that truly resonate. Rebranding is not without its challenges: a study from Bynder found that the average rebrand takes seven months and involves updating some 215 marketing assets. In fact, almost one in 10 marketers have worked on a rebrand which lasted between one and two years. The most difficult aspects of rebranding reportedly include updating marketing materials (47%), communicating the change to audiences (42%), and managing creative alignment and budget constraints (36%). Marketers cited brand identity updates (57%), repositioning in the market (45%), and appealing to a new target audience (41%) as the main reasons for seeking a rebrand. Highlighting the hallmarks of a successful rebrand in hospitality, Kent added, “The smartest rebrands are those that are forward-thinking and demonstrate that a business has moved with the times, whilst retaining elements of its heritage and experience. This is a fine balance; however, it is possible for a brand to make a respectful nod to its history when future-proofing its identity.” Kent also noted the importance of aligning a rebrand with evolving consumer expectations, but cautioned against chasing trends, saying, "Brands must reflect the changing needs of the customer but be cautious of curating an image that is a current trend. Typically, businesses will update their identity around every ten years. This doesn’t mean a change in name, but usually comes in the form of a brand uplift with assets such as typeface, colour palette and tone of voice analysed and adapted, if required." At the end of the day, a rebrand isn’t just about a fresh logo or a trendy new name—it’s about telling a story that feels authentic and relevant to both new and loyal customers. But getting it right is no easy feat. As Steve Vinall, director of global brand and communications at Bynder, explained, “Rebranding is not just about updating a logo and other marketing assets, it’s making sure the new brand identity is consistently represented across all channels.” From managing internal expectations to avoiding consumer backlash, the process can be long and complex. Done well, though, a rebrand can signal that a business is ready for the future.