Cracker Barrel’s Logo Backlash Isn’t the Point.
Brand Responsibility Is.
Why Responsible Rebrands Protect Customers, Employees, Shareholders, and Culture
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Cracker Barrel’s Logo Backlash Isn’t the Point
Cracker Barrel recently rolled out a rebrand that removed its “old timer and barrel,” replacing it with a minimalist wordmark. The Internet erupted, politicians piled on, and Cracker Barrel’s stock dropped sharply, falling as much as 15 percent intraday and closing down about 8% on August 21.
The controversy did not land in a vacuum. High-profile conservatives blasted the change as “woke,” while others called it bland and soulless. Sardar Biglari, Steak ’n Shake’s activist owner, even used corporate channels to slam the move. Despite this, Cracker Barrel CEO Julie Felss Masino defended the update and said feedback has been positive.
But first, a story
Almost 15 years ago, I helped a beloved organization I belong to “freshen” its look. It didn’t go well. My mistake was not the solution. We didn’t ask the membership what they valued. The work was clean, clever, and… wrong. Member reaction was immediate and angry. And desperate to appease their members, the association reinstated the old look, where it remains to this day.
Cracker Barrel has navigated value-signaling flashpoints before. A 2022 post about adding Impossible Sausage sparked a backlash that had little to do with taste and a lot to do with identity. This moment clearly echoes that one.
This was never about color or kerning.
These storms are about responsibility and inclusion. Unless you narrate a change with uncommon care, a new mark reads like a manifesto.
So, what do companies owe their customers?
Customers are not design critics, they are stewards of meaning. When you disrupt the symbol that carries meaning, you owe proof of your promise. Study Tropicana. In 2009, a redesign of the tidy carton pleased insiders, but then sales fell almost 20 percent in two months and the company reversed course. The lesson was not “never change.” The lesson was “pressure-test meaning before you change what carries it.” Packaging Digest
What do companies owe their shareholders?
Shareholders deserve plans that manage cultural risk. Bud Light is the cautionary tale. A single influencer moment turned into a drag on U.S. revenue and persistent volume losses, with estimates of billions in value impact.. Scenario planning and rapid response are not nice to have, they are mandatory. Wall Street Journal
For balance, read how market analysts framed recent Cracker Barrel moves and sentiment. Use evidence, not vibes. Barron’s
For a rebrand that managed environment rather than aesthetics, see my MS NOW analysis. Bruce Turkel
What do companies owe their employees?
Front-line employees are first to face the fallout. Equip teams with simple talking points that connect the update to the original promise. If leadership says, “the heart and soul remain,” show where that shows up in the dining room, menu, and retail store. Then arm them with answers to two questions guests will ask: What changed, and why should I believe you kept what I love?
What do companies owe the culture?
Brands do not control how people attach meaning to symbols, but they do control the cues. Rebrands should include facts that politely debunk viral myths, using neutral third-party citations to keep discourse tethered to reality. Start with high-authority outlets when you reference selloffs, sentiment, or timelines. Wall Street Journal
What should Cracker Barrel do now?
Prove the guest benefit
Share pre- and post-measures for visit frequency, check average, and guest satisfaction in refreshed stores. Tie the new mark to outcomes guests value, such as speed, comfort, and familiarity.
Stage the rollout and test
Pause system-wide conversions. Run A/B pilots. Invite loyalists to in-store councils. Capture feedback, and publish what you learn.
Restore symbolic anchors
If “Uncle Herschel” remains part of the brand, show where and how. Let customers help direct what heritage elements endure.
Protect employees
Give store teams calm, consistent language and an escalation path. No one should be ambushed by culture-war debates on a Saturday lunch rush.
Set decision triggers
If KPIs do not move after a defined window, adjust or roll back. Tropicana did it. Gap did it. Cracker Barrel can do it. You can too. Packaging Digest
Cracker Barrel does not owe the Internet a logo it loves. It owes customers continuity of meaning, employees safety and clarity, shareholders disciplined risk management, and the culture clear facts.
Get those right, and the art takes care of itself.
If your audience needs a high-energy, fact-driven keynote on brand responsibility in turbulent times, I speak on messaging strategy and how to keep your promise when the world gets noisy. Let’s talk dates and make this happen.
See related lessons on outrage and branding here, and how to navigate noisy markets with AI here.
It used to be so simple: When brands mess around in politics, it’s a no-win situation. But I’m not sure that is true any more. I think the new wisdom is that if you do get into politics, do it with a clear set of intentions, anticipate the response and be ready.
Case in point: Nike and Colin Kaepernick. Kaepernick was already signed to Nike when he first took a knee. In fact, he was already a disappointment to them because he had got from being a star when he was first signed to being a reserve. But when he became a political lightning rod, Nike boldly doubled down in their support. The resullts?
– Stock price tumbled, and then rallied back when it was clear the move hadn’t hurt sales.
– Some conservative fans burned their Nike gear in protest. This had zero effect on sales as the items that were burned had already been purchased. Some people said “‘Screw Nike” I’m buying Converse!” a brand that was owned by Nike. Nike anticipated the push back and took it, making them heroes to young people and people of color, their core audience.
The difference with Budweiser and Cracker Barrel was a lack of awareness.
I have to think somebody had it in for Cracker Barrel. I doubt they really wanted to jump into the culture wars, but they felt a need to fix something that wasn’t really broken and they put zero thought into the broader implications. Budweiser thought that if they tried a targetted message to an audience they weren’t very strong with, nobody in their core audience would notice. They never thought “all it takes is one loud mouth.”
It was either an ignorant move or a brilliant, yet risky publicity stunt. You can’t pay for the kind of exposure they have received. Not to mention the immediate feedback of consumer loyalty and connection to the brand.
In the old days of “no PR is bad PR“ I would absolutely agree with you, Nancy. Today, I’m not so sure…
Thank you for sharing your comments about MS Now and Cracker Barrel. I think you were spot on and another one was when Coke tried to change who they were and went back. clearly it doesn’t matter what managment thinks it’s how the customer reacts and the effect it has on your business
THAT’S exactly why I wrote the book “All About Them,” David.
“Continuity of meaning.” I’ve never even thought of that before. Thank you for sharing that massively significant insight.
Thank you for noticing , Brian.
always insightful.. Thank you
Thank you Carlos!