{"id":15928,"date":"2020-09-08T10:45:56","date_gmt":"2020-09-08T14:45:56","guid":{"rendered":"https:\/\/poole.ncsu.edu\/thought-leadership\/?p=15928"},"modified":"2026-04-08T14:36:12","modified_gmt":"2026-04-08T18:36:12","slug":"the-responsibility-to-rebrand-aunt-jemimas-case-study","status":"publish","type":"post","link":"https:\/\/poole.ncsu.edu\/thought-leadership\/article\/the-responsibility-to-rebrand-aunt-jemimas-case-study\/","title":{"rendered":"The Responsibility to Rebrand: Aunt Jemima\u2019s Case Study"},"content":{"rendered":"\n\n\n\n\n

By Ashley Rabinovitch <\/em><\/p>\n\n\n\n

A team of researchers that includes Michael Stanko<\/a>, associate professor of marketing at Poole College of Management, and Mariam Diallo, an MBA student at Poole, recently released a case study that delves into the history of Aunt Jemima, the complex process of rebranding and the questions around a brand\u2019s responsibility to leverage its influence to effect change. <\/p>\n\n\n\n

Coming to Terms with the Past<\/strong><\/h2>\n\n\n\n

Ad Age<\/em> magazine ranked Aunt Jemima between the Pillsbury Doughboy and the Michelin Man on its list of the top ten most iconic brand mascots of the twentieth century. A heavyset older Black woman with a broad smile and a ready laugh, Aunt Jemima is a vestige of the \u201cMammy\u201d caricature designed to soften the legacy of slavery in modern times.<\/p>\n\n\n\n

By the 100-year anniversary of the Aunt Jemima brand in 1989, Aunt Jemima had evolved into a well-dressed grandmother with pearl earrings and a lace collar, but it wasn\u2019t enough to satisfy critics of the brand\u2019s racist roots. At the time, Quaker Oaks defended the brand by arguing that \u201cfamiliarity and recognition [are] a valuable asset.\u201d <\/p>\n\n\n\n

In addition to the high premium placed on brand recognition, financial considerations represent a significant barrier to change. The chairman of one branding company estimated a necessary investment of between $20 million and $50 million to promote a revised brand. Even after the 2001 sale of Quaker Oats to PepsiCo, a company that prides itself on promoting diversity, the image of Aunt Jemima remained on the cover of every pancake box mix and bottle of syrup the company produced. <\/p>\n\n\n\n

Making a Change<\/strong><\/h2>\n\n\n\n

Several PepsiCo teams were tasked with reimagining the 130-year old Aunt Jemima brand in the mid-2010s, but it was only the racial unrest of 2020 that finally tipped the balance in favor of change. Within the course of one week, The Onion<\/em> wrote a critical piece<\/a> of satire about the Aunt Jemima brand, and a popular singer posted a TikTok video<\/a> highlighting the racist origins of Aunt Jemima. The video racked up several million views, and Aunt Jemima began trending on Twitter. <\/p>\n\n\n\n

In response, Quaker Oats joined companies like Land O\u2019Lakes Butter, Mars, Dryer\u2019s Ice Cream, and several sports franchises in announcing plans to revamp the brand. \u201cWe acknowledge the brand has not progressed enough to reflect the confidence, warmth, and dignity that we would like it to stand for today,\u201d said a Quaker Oats marketing executive. The company pledged to remove the image of Aunt Jemima from its packaging beginning in late 2020 and initiated the process of rebranding.<\/p>\n\n\n\n

Taking the Next Step<\/strong><\/h2>\n\n\n\n

Quoted in the case study, Mike Jackson, a former vice president of General Motors North America, highlights the need for companies to move beyond apologies for past insensitivity. \u201cOnce they acknowledge that the name is derogatory . . . they need to lead,\u201d he reflects. \u201cAt the end of the day, it\u2019s about action: that\u2019s what\u2019s going to drive their bottom line and that\u2019s what is going to ensure that these brands are successful for the next 100 years.\u201d <\/p>\n\n\n\n

The case study highlights one definitive action that PepsiCo is taking: a five-year, $400 million commitment to fund a range of initiatives, including increasing the number of Black managers by 30% by 2025, doubling their sourcing from Black-owned companies and funding annual scholarships for 400 Black community college students. Whether or not this initiative will go far enough remains to be seen. <\/p>\n\n\n

\n
\n

\u201cIn considering the rebranding decision, the actions that the brand takes now must set it up for success both in the short term and decades into the future,\u201d affirms Michael Stanko.<\/p>\n <\/div>\n<\/blockquote>\n\n\n\n

\u201cIn considering the rebranding decision, the actions that the brand takes now must set it up for success both in the short term and decades into the future,\u201d affirms Michael Stanko. \u201cIn my experience teaching the case, students have strong and wide-ranging opinions about how to achieve that objective.\u201d Students identify numerous factors that led Quaker Oats and PepsiCo to this moment in time, but they agree that the rebranding process will involve difficult decisions. \u201cThe motivation to rebrand quickly has to be balanced with the substantial investment required to do so,\u201d explains Stanko. <\/p>\n\n\n\n

Stanko and the co-authors of the case study leave their audience with a series of open-ended questions for reflection: \u201cNow that the announcement was made, how fast did the brand need to move? The first steps had been taken, but what was the best path forward? How could the new brand be a force for good?\u201d Only time will bring clarity to these questions. In the meantime, Stanko has no doubt that the scenario will continue to spark vigorous debate, both in and out of the classroom. <\/p>\n\n\n\n

This article is based on the case study, \u201c<\/em>Reckoning with Jemima: Can the Brand Be Remade for Good<\/em><\/a>,\u201d which is freely distributed by Ivey Publishing. The first author of the paper is Joseph C. Miller, professor of sales and marketing at St. Ambrose University. The paper was co-authored by Michael A. Stanko, associate professor of marketing at Poole College of Management; and by Mariam D. Diallo, a graduate student in the Jenkins MBA program at Poole College of Management.<\/em><\/p>\n","protected":false,"raw":"\n\n\n\n\n

By Ashley Rabinovitch <\/em><\/p>\n\n\n\n

A team of researchers that includes Michael Stanko<\/a>, associate professor of marketing at Poole College of Management, and Mariam Diallo, an MBA student at Poole, recently released a case study that delves into the history of Aunt Jemima, the complex process of rebranding and the questions around a brand\u2019s responsibility to leverage its influence to effect change. <\/p>\n\n\n\n

Coming to Terms with the Past<\/strong><\/h2>\n\n\n\n

Ad Age<\/em> magazine ranked Aunt Jemima between the Pillsbury Doughboy and the Michelin Man on its list of the top ten most iconic brand mascots of the twentieth century. A heavyset older Black woman with a broad smile and a ready laugh, Aunt Jemima is a vestige of the \u201cMammy\u201d caricature designed to soften the legacy of slavery in modern times.<\/p>\n\n\n\n

By the 100-year anniversary of the Aunt Jemima brand in 1989, Aunt Jemima had evolved into a well-dressed grandmother with pearl earrings and a lace collar, but it wasn\u2019t enough to satisfy critics of the brand\u2019s racist roots. At the time, Quaker Oaks defended the brand by arguing that \u201cfamiliarity and recognition [are] a valuable asset.\u201d <\/p>\n\n\n\n

In addition to the high premium placed on brand recognition, financial considerations represent a significant barrier to change. The chairman of one branding company estimated a necessary investment of between $20 million and $50 million to promote a revised brand. Even after the 2001 sale of Quaker Oats to PepsiCo, a company that prides itself on promoting diversity, the image of Aunt Jemima remained on the cover of every pancake box mix and bottle of syrup the company produced. <\/p>\n\n\n\n

Making a Change<\/strong><\/h2>\n\n\n\n

Several PepsiCo teams were tasked with reimagining the 130-year old Aunt Jemima brand in the mid-2010s, but it was only the racial unrest of 2020 that finally tipped the balance in favor of change. Within the course of one week, The Onion<\/em> wrote a critical piece<\/a> of satire about the Aunt Jemima brand, and a popular singer posted a TikTok video<\/a> highlighting the racist origins of Aunt Jemima. The video racked up several million views, and Aunt Jemima began trending on Twitter. <\/p>\n\n\n\n

In response, Quaker Oats joined companies like Land O\u2019Lakes Butter, Mars, Dryer\u2019s Ice Cream, and several sports franchises in announcing plans to revamp the brand. \u201cWe acknowledge the brand has not progressed enough to reflect the confidence, warmth, and dignity that we would like it to stand for today,\u201d said a Quaker Oats marketing executive. The company pledged to remove the image of Aunt Jemima from its packaging beginning in late 2020 and initiated the process of rebranding.<\/p>\n\n\n\n

Taking the Next Step<\/strong><\/h2>\n\n\n\n

Quoted in the case study, Mike Jackson, a former vice president of General Motors North America, highlights the need for companies to move beyond apologies for past insensitivity. \u201cOnce they acknowledge that the name is derogatory . . . they need to lead,\u201d he reflects. \u201cAt the end of the day, it\u2019s about action: that\u2019s what\u2019s going to drive their bottom line and that\u2019s what is going to ensure that these brands are successful for the next 100 years.\u201d <\/p>\n\n\n\n

The case study highlights one definitive action that PepsiCo is taking: a five-year, $400 million commitment to fund a range of initiatives, including increasing the number of Black managers by 30% by 2025, doubling their sourcing from Black-owned companies and funding annual scholarships for 400 Black community college students. Whether or not this initiative will go far enough remains to be seen. <\/p>\n\n\n\n\n\n

\u201cIn considering the rebranding decision, the actions that the brand takes now must set it up for success both in the short term and decades into the future,\u201d affirms Michael Stanko. \u201cIn my experience teaching the case, students have strong and wide-ranging opinions about how to achieve that objective.\u201d Students identify numerous factors that led Quaker Oats and PepsiCo to this moment in time, but they agree that the rebranding process will involve difficult decisions. \u201cThe motivation to rebrand quickly has to be balanced with the substantial investment required to do so,\u201d explains Stanko. <\/p>\n\n\n\n

Stanko and the co-authors of the case study leave their audience with a series of open-ended questions for reflection: \u201cNow that the announcement was made, how fast did the brand need to move? The first steps had been taken, but what was the best path forward? How could the new brand be a force for good?\u201d Only time will bring clarity to these questions. In the meantime, Stanko has no doubt that the scenario will continue to spark vigorous debate, both in and out of the classroom. <\/p>\n\n\n\n

This article is based on the case study, \u201c<\/em>Reckoning with Jemima: Can the Brand Be Remade for Good<\/em><\/a>,\u201d which is freely distributed by Ivey Publishing. The first author of the paper is Joseph C. Miller, professor of sales and marketing at St. Ambrose University. The paper was co-authored by Michael A. Stanko, associate professor of marketing at Poole College of Management; and by Mariam D. Diallo, a graduate student in the Jenkins MBA program at Poole College of Management.<\/em><\/p>\n"},"excerpt":{"rendered":"

Michael Stanko, associate professor of marketing, dives in to the rebranding of Aunt Jemima and the responsibility of a brand to effect change.<\/p>\n","protected":false},"author":39405,"featured_media":15936,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"source":"","ncst_custom_author":"","ncst_show_custom_author":false,"ncst_dynamicHeaderBlockName":"ncst\/default-post-header","ncst_dynamicHeaderData":"{\"showAuthor\":false,\"showDate\":true,\"showFeaturedVideo\":false,\"caption\":\"\",\"displayCategoryID\":139,\"subtitle\":\"When the killing of George Floyd on May 25, 2020, ignited a firestorm of protests and calls for racial justice around the world, major brands felt the heat. After years of debating changes to its controversial Aunt Jemima brand, Quaker Oats and its parent company, PepsiCo, initiated an extensive rebranding process.\u00a0\"}","ncst_content_audit_freq":"","ncst_content_audit_date":"","ncst_content_audit_display":false,"ncst_backToTopFlag":"","footnotes":""},"categories":[139,77,90],"tags":[300],"_ncst_magazine_issue":[],"series":[159],"class_list":["post-15928","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-marketing-and-consumer-behavior","category-newswire","category-sustainability","tag-stanko","series-trends-and-insights"],"displayCategory":{"term_id":139,"name":"Marketing and Consumer Behavior","slug":"marketing-and-consumer-behavior","term_group":0,"term_taxonomy_id":139,"taxonomy":"category","description":"","parent":0,"count":52,"filter":"raw"},"acf":{"ncst_posts_meta_modified_date":null},"_links":{"self":[{"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/posts\/15928","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/users\/39405"}],"replies":[{"embeddable":true,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/comments?post=15928"}],"version-history":[{"count":10,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/posts\/15928\/revisions"}],"predecessor-version":[{"id":35067,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/posts\/15928\/revisions\/35067"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/media\/15936"}],"wp:attachment":[{"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/media?parent=15928"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/categories?post=15928"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/tags?post=15928"},{"taxonomy":"_ncst_magazine_issue","embeddable":true,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/_ncst_magazine_issue?post=15928"},{"taxonomy":"series","embeddable":true,"href":"https:\/\/poole.ncsu.edu\/thought-leadership\/wp-json\/wp\/v2\/series?post=15928"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}