Well well well - I keep trying to post on this but work gets in the way.
Firstly - it's a logo. It gets refreshed from time to time - what a suprise. Do you really think the Visa Logo is the same one you saw in 1970 (if you were born unlike me!)!!
Nope - it's been through about 10 different ddesigns since then, but they are all 'tweaks' and as such the change is more to keep the logo fresh in the modern advertising space, than change the image or perception of the company.
This logo seems liek a good idea. as others have said there are a multiplicity of logos currently and branding is not consistent across communications and products. When that happens in a company (and especially in a high value, limited market non essential luxury purchase like a Morgan) then you can have problems.
Company identity will be more important in the future, and having a logo that can sit on a trad and a lifecar is important. The 'change' (if you can call it that) is tiny, and probably more related to the manufacturing process envisaged for the badge than anything else. I think it looks fine, and I'd associate it with Morgan without requiring any re-education.
This all looks like a storm in a tea-cup. Morgan needs a single logo to represent the company for all purposes. It has an iconic design that just needs a little freshening up, it has done that inexpensively (the Visa change I presided over in various segments took over 2 years and cost, well it cost a lot more than Morgan, and probably more than BMW too...)
Overall I think they shoudl be congratulated for doing a decent modern interpretation, that is conservative and looks good, will be relatively cheap to produce, is simple enough to adorn ties, letterheads pens and dealerships at multiple scales as welll as the cars.
Most won't think about this in terms of a logo - but it's important, and I think it's a pretty decent job!
Anyone getting their unddergarments entwined over this really needs to find something else to do with their lives!
Last edited by mr_tony; 01/10/07 10:12 AM.
