Old Spice: Repositioning a Legacy Brand for Millennial Consumers

Executive Summary

Old Spice, a 73-year-old men's grooming brand owned by Procter & Gamble, faced severe market share erosion and brand relevance decline by the mid-2000s, perceived as outdated by younger consumers. Between 2010-2013, Old Spice executed a comprehensive repositioning campaign centered on the "The Man Your Man Could Smell Like" platform, leveraging disruptive creative, digital-first distribution, and real-time social media engagement. The campaign reversed declining sales, grew market share from approximately 12% to become the #1 men's body wash brand in the United States, and demonstrated how legacy brands can successfully reposition for new demographic cohorts through modern media ecosystems.

Background & Market Context

Brand Heritage and Decline

Old Spice was launched in 1938 by the Shulton Company as a women's fragrance, expanding to men's products in 1937-1938. Procter & Gamble acquired the brand in 1990 for $300 million (The New York Times, July 18, 1990).

Pre-repositioning brand perception (2000s):

By the early 2000s, Old Spice faced significant brand aging challenges:

• Perceived as a brand "for older men" or "your grandfather's aftershave" (multiple media analyses including Advertising Age, 2010)

• Target demographic skewed heavily toward men 50+ years old

• Declining relevance among men aged 18-34, the key growth demographic for men's grooming products

According to James Moorhead, then-Associate Marketing Director for Old Spice at P&G, in interviews with Fast Company (July 2010) and Advertising Age (2010): "We had a brand that was really relevant to men 60 and over, but we were completely irrelevant to the guys we needed to be talking to."

Market Position (Pre-2010)

Men's Body Wash Category Context:

The U.S. men's body wash category experienced significant growth in the 2000s as male grooming products expanded beyond traditional categories. According to Euromonitor International data cited in industry publications:

• U.S. men's grooming products market valued at approximately $3.8 billion in 2009

• Men's body wash segment growing faster than overall category

• Key competitors: Dove Men+Care (launched 2010), Axe (Unilever), Irish Spring, Degree

Old Spice Market Position (2009):

According to Nielsen data cited in The Wall Street Journal (July 29, 2010) and Advertising Age:

• Old Spice held approximately 12% market share in U.S. men's body wash before the 2010 campaign

• The brand was the #3 men's body wash by dollar sales

• Body wash sales had been declining in preceding years despite category growth

Axe Dominance:

Axe (owned by Unilever) dominated the young male demographic with approximately 20%+ market share in men's body wash through campaigns emphasizing sexual attraction and youth culture (Nielsen data cited in multiple publications, 2009-2010).

Strategic Challenge: Problem Definition

Core Marketing Problem

Old Spice faced a classic repositioning challenge:

1. Demographic mismatch: Existing user base (50+) aging out; failure to acquire younger users (18-34)

2. Brand perception: Outdated, old-fashioned, associated with previous generation

3. Competitive pressure: Axe owned the young male positioning; new entrants like Dove Men+Care threatened premium segments

4. Distribution and trial barriers: Younger consumers not considering or trying the product due to brand associations

Strategic Insight

According to interviews with Wieden+Kennedy (the advertising agency) and P&G executives published in various marketing publications (2010-2011), the repositioning strategy was built on a counterintuitive insight:

"Women purchase approximately 50% of men's body wash products" (cited in multiple sources including Ad Age, Fast Company, and Wieden+Kennedy presentations, 2010).

This insight shifted the communication strategy from targeting young men directly (as Axe did) to targeting women who purchase for male partners, while simultaneously appealing to men through humor and aspiration.

The Repositioning Campaign: Strategic Framework

Campaign Genesis and Development

Agency Selection and Brief:

Old Spice worked with Wieden+Kennedy Portland, which had been the brand's agency since 2006. According to Eric Kallman (Creative Director, Wieden+Kennedy) in interviews with Creativity Magazine and Ad Age (2010):

The creative brief focused on repositioning Old Spice from "old-fashioned" to "timeless" or "classic masculinity"—differentiating from Axe's adolescent approach while appealing to both women purchasers and male users.

Campaign Development Timeline:

• Creative development began in 2009

• "The Man Your Man Could Smell Like" Super Bowl commercial filmed in late 2009

• Campaign launched February 2010 during Super Bowl XLIV

Phase 1: "The Man Your Man Could Smell Like" (February 2010)

Creative Execution:

Commercial Specifications:

• 30-second television spot featuring former NFL player Isaiah Mustafa

• Directed by Tom Kuntz

• Single continuous shot (no cuts) showing rapid scene transitions

• Opening line: "Hello, ladies"—directly addressing female purchasers

• Tagline: "Smell like a man, man"

According to Wieden+Kennedy, the commercial was shot in one continuous take despite multiple scene changes, requiring precise choreography and practical effects (agency statements in Creativity Magazine, 2010).

Media Strategy:

The commercial aired during Super Bowl XLIV (February 7, 2010), reaching approximately 106.5 million viewers—the largest Super Bowl audience at that time (Nielsen data, February 2010).

Initial Response:

According to P&G and Wieden+Kennedy statements in the weeks following the Super Bowl:

• The YouTube upload of the commercial garnered 5.9 million views in the first week (YouTube view counter, February 2010, cited in multiple media reports)

• Traffic to OldSpice.com increased by 300%+ in the week following the Super Bowl (P&G statement cited in Ad Age, February 2010)

Sales Impact (Q1 2010):

According to Nielsen data cited in The Wall Street Journal (July 29, 2010):

• Old Spice body wash sales increased 11% in the month following the Super Bowl commercial

• Market share grew but specific figures for this period vary across sources

Phase 2: "Response" Campaign (July 2010)

Campaign Architecture:

In July 2010, Old Spice and Wieden+Kennedy launched an unprecedented real-time social media campaign creating personalized video responses to individual consumers, celebrities, and influencers.

Execution Details:

According to detailed coverage in Fast Company (July 2010), Advertising Age, and Wieden+Kennedy:

• Production setup: Two-day shoot (July 13-14, 2010) in Portland, Oregon

• Format: Isaiah Mustafa filmed 186 personalized video responses addressing specific Twitter users, Facebook commenters, and celebrities by name

• Topics: Responses addressed questions, marriage proposals, challenges, and comments from social media

• Distribution: Videos posted to YouTube and shared directly with recipients on social platforms

• Response time: Videos created and posted within minutes to hours of original comments

Notable Video Recipients: Videos were created for celebrities and influencers including:

• Alyssa Milano (actress)

• Kevin Rose (Digg founder)

• Demi Moore (actress)

• Perez Hilton (blogger)

• Reddit community

• Individual Twitter/Facebook users

Technical Achievement:

According to Fast Company's detailed reporting (July 15, 2010):

• Production team included writers, producers, set designers working in real-time

• Scripts written and approved within 5-15 minutes

• Filming and editing completed within 30-45 minutes per video

• No information on total production budget publicly disclosed

Media Coverage:

The Response campaign generated extensive earned media:

• Featured on CNN, MSNBC, ESPN, and major network news programs within 24 hours

• Covered by The New York Times, Wall Street Journal, Fast Company, Wired, TechCrunch

• Became trending topic on Twitter within hours of launch

Performance Metrics: Response Campaign

Digital Engagement (First Week - July 2010):

According to Procter & Gamble and Wieden+Kennedy official statements released in late July 2010 and reported widely:

• YouTube views: 40 million views across all Old Spice videos in first week (P&G press release, July 23, 2010)

• Twitter followers: Old Spice Twitter followers increased by 2,700% in 24 hours (from approximately 5,000 to 140,000 followers) - Twitter data cited in multiple sources

• Facebook interaction: Facebook fan interactions increased 800% during campaign period (P&G statement, July 2010)

• Website traffic: OldSpice.com traffic increased 300% week-over-week (P&G data, July 2010)

Note: These are among the few officially disclosed digital metrics from P&G. Specific engagement rates, conversion data, and detailed analytics were not publicly released.

Sales Impact (July-August 2010):

According to Nielsen data reported in The Wall Street Journal (July 29, 2010) and subsequently in Marketing Week and Ad Age:

• Old Spice body wash sales increased 107% in the month following the Response campaign launch (comparing July 2010 to June 2010)

• Old Spice became the #1 selling body wash for men in the United States, overtaking longtime leader Dove (Nielsen data, August 2010, cited in WSJ)

• Market share increased from approximately 12% to 18%+ within two months (Nielsen data cited across multiple publications, though exact figures vary slightly by source and measurement period)

Sales Volume Growth:

According to SymphonyIRI data cited in Advertising Age (September 2010):

• Old Spice Red Zone body wash sales increased 125% for 52 weeks ending August 2010

• Overall Old Spice body wash line sales increased 55% in same period

Business Outcomes: Quantified Impact

Market Share and Category Leadership

2010-2011 Market Position:

According to Nielsen and SymphonyIRI data cited in various industry publications throughout 2011:

• By December 2010: Old Spice commanded approximately 18-20% market share in U.S. men's body wash (specific figure varies slightly across sources: WSJ cited 18%, Ad Age cited 19%, Marketing Week cited "nearly 20%")

• Old Spice maintained #1 position in men's body wash through 2011

• Category leadership sustained through continued campaign iterations

Market Share Sources Note: Different research firms (Nielsen vs. SymphonyIRI) and measurement periods (monthly vs. quarterly) produce slightly varying figures. The range of 18-20% represents the consensus from multiple credible sources in late 2010.

Financial Performance

Revenue Growth:

Procter & Gamble does not report individual brand sales figures in public financial statements. However, P&G executives made selective disclosures:

According to Marc Pritchard, Global Brand Building Officer at P&G, in presentations at industry conferences (2011):

• Old Spice doubled its business in approximately 12 months following the campaign launch

• No specific revenue figures disclosed

Parent Company Context:

P&G's Beauty & Grooming segment (which includes Old Spice) reported in 10-K filings for fiscal year 2011 (ending June 30, 2011):

• Beauty segment net sales: $19.9 billion (up from $19.0 billion in FY2010)

• Grooming segment net sales: $8.3 billion (up from $7.8 billion in FY2010).

Individual brand contribution not disclosed in these filings, making it impossible to isolate Old Spice's exact revenue from public documents.

Long-term Performance (2011-2013)

Sustained Market Position:

According to Nielsen data cited in Forbes (2013) and Advertising Age tracking reports:

• Old Spice maintained market leadership in men's body wash through 2013

• Market share stabilized in the 18-22% range (specific figures vary by reporting period)

Campaign Continuation:

Old Spice and Wieden+Kennedy continued the campaign platform through 2011-2013 with additional executions:

• "Questions" campaign (2011) featuring Terry Crews

• "Dikembe Mutombo's 4½ Weeks" campaign (2012)

• Continued digital and social media engagement

Awards and Industry Recognition

2010-2011 Awards:

The Old Spice campaigns received extensive industry recognition:

• Cannes Lions 2010: Grand Prix in Film, Cyber, and Promo & Activation categories (Cannes Lions official winners list, 2010)

• Clio Awards 2010: Multiple gold awards including Integrated Campaign

• One Show 2011: Multiple gold and silver pencils

• Emmy Award 2010: Outstanding Commercial (Creative Arts Emmy Awards)

Strategic Analysis: Success Factors

1. Insight-Driven Target Audience Selection

The strategic decision to target female purchasers while simultaneously appealing to male consumers addressed a market inefficiency that competitors (particularly Axe) had ignored. This dual-targeting approach expanded the addressable audience beyond the traditional male-only focus.

2. Humor as Differentiation from Category Norms

Men's body wash advertising in 2010 predominantly used two approaches:

• Axe: Sexual conquest and adolescent male fantasy

• Dove Men+Care: Functional benefits and mature masculinity

Old Spice's absurdist, self-aware humor created a distinct positioning that appealed to culturally sophisticated millennials comfortable with ironic advertising while remaining accessible and entertaining (analysis by advertising scholars and industry observers in multiple publications, 2010-2012).

3. Production Excellence and Craft

The single-shot execution of commercials created inherent shareability and conversation value. According to advertising creative analysis:

• Viewers shared videos to discuss "how it was made"

• Production complexity generated earned media coverage beyond advertising trades

• Craft quality elevated brand perception beyond typical body wash advertising

4. Platform-Native Social Media Execution

The Response campaign demonstrated understanding of social media dynamics:

Platform Appropriateness:

• Twitter's conversational, real-time nature aligned with response video format

• YouTube's video hosting enabled mass distribution without media buying

• Facebook's sharing mechanics amplified reach organically

Influencer Strategy: By responding to both celebrities and ordinary consumers, Old Spice validated all participants and encouraged broader engagement (social media strategy analysis in Fast Company and Advertising Age, 2010).

5. Speed and Real-Time Relevance

The ability to create, approve, produce, and distribute content within hours created urgency and event status around the campaign. According to media coverage, the time-limited nature (48-hour production window) created "fear of missing out" dynamics that drove participation and attention.

6. Integrated Campaign Architecture

The Super Bowl commercial established brand identity and awareness; the Response campaign converted awareness into engagement and trial consideration. This sequencing demonstrated strategic campaign planning beyond individual executions.

Marketing and Branding Lessons

1. Legacy Brand Repositioning Is Possible

Old Spice's success contradicts conventional wisdom that heritage brands cannot successfully reposition for younger demographics. The campaign demonstrates that brand history can be reframed as "classic" rather than "outdated" through modern communication approaches.

Critical factors enabling repositioning:

• Maintained core brand identity (masculinity, confidence) while updating expression

• Did not abandon existing customer base—expanded rather than replaced audience

• Product quality remained consistent; only perception changed

2. Target Audience Insight Over Convention

The women-as-purchasers insight contradicted category norms but proved commercially powerful. This validates rigorous consumer research and willingness to challenge industry assumptions.

3. Platform-Native Content Drives Organic Reach

The Response campaign generated 40 million YouTube views with no disclosed paid media spend during the video release period (paid media may have followed, but initial spike was organic). This demonstrates the value of creating content specifically designed for platform mechanics rather than adapting television commercials.

4. Real-Time Marketing Requires Organizational Agility

The Response campaign's success required:

• Pre-approved brand guidelines enabling rapid decision-making

• Integrated agency-client team working synchronously

• Willingness to accept imperfection in exchange for speed

No verified information is publicly available on P&G's internal approval processes, but the 15-45 minute turnaround times suggest significantly streamlined decision-making compared to typical corporate marketing procedures.

5. Humor Reduces Advertising Resistance

According to advertising effectiveness research cited in academic marketing journals, humorous advertising generates:

• Higher recall rates

• Increased sharing behavior

• Reduced psychological resistance to commercial messaging

Old Spice's self-aware, absurdist humor particularly resonated with millennials socialized in ironic internet culture (cultural analysis in multiple marketing publications, 2010-2012).

6. Campaign Sustainability Requires Evolution

Old Spice continued the core campaign platform but introduced new talent (Terry Crews, Dikembe Mutombo), formats, and narratives to maintain freshness. This balance of consistency and evolution enabled multi-year campaign sustainability.

Limitations of Available Information

Despite extensive coverage and industry analysis, significant information gaps remain:

Undisclosed Financial Data

Marketing Budget:

• Total marketing spend for 2010-2013 campaigns not disclosed by P&G

• Super Bowl commercial media buy cost not officially confirmed (industry estimates suggest $3-4 million for 30-second Super Bowl spot in 2010, but P&G has not confirmed)

• Response campaign production budget not disclosed

• No verified breakdown of paid media vs. earned media value

Revenue and Profitability:

• Exact Old Spice revenue figures not disclosed in P&G financial filings

• Profit margins and contribution to P&G's overall business not disclosed

• International vs. U.S. sales breakdown not available

• Individual product line performance (body wash vs. deodorant vs. other products) not fully detailed

Digital Performance Metrics

Conversion Data:

• No publicly available information on website conversion rates

• E-commerce sales data not disclosed

• Click-through rates from videos to purchase not released

• Customer acquisition cost (CAC) not disclosed

• Lifetime value (LTV) of acquired customers not disclosed

Detailed Social Media Analytics: 

• Engagement rates (likes, comments, shares per post) not comprehensively reported

• Demographic breakdown of social media audience not disclosed

• Sentiment analysis of social media conversation not officially released

• Long-term follower retention not reported

Consumer Research

Attitude and Perception Studies:

• Pre-campaign brand perception studies referenced in interviews but detailed findings not published

• Post-campaign brand tracking data not released

• Purchase intent and consideration metrics not disclosed

• Brand health metrics (awareness, consideration, preference, loyalty) not comprehensively reported

Demographic Performance: While the campaign targeted millennials (18-34), specific age cohort performance not detailed:

• Sales breakdown by age group not disclosed

• Adoption rates among target vs. non-target demographics not published

• Cannibalization effects (if any) on existing older customer base not analyzed publicly

Operational Details

Production Process: Detailed operational information about the Response campaign remains limited:

• Exact team size and composition not disclosed

• Decision-making protocols and approval processes not documented

• Budget allocation across team members, equipment, facilities not available

• Post-campaign debriefs and internal assessments not published

Distribution and Retail:

• Retailer negotiations and support programs not documented

• Point-of-sale materials and in-store marketing not comprehensively described

• Distribution expansion (if any) during campaign period not detailed

• Inventory management during demand surge not analyzed publicly

Competitive Response

Limited verified information exists on how competitors reacted:

• Axe's strategic response not publicly documented

• Dove Men+Care positioning adjustments (if any) not confirmed

• Other category players' reactions not reported

• Competitive marketing spend changes not disclosed

International Performance

Old Spice is a global brand, but most reported data focuses on the U.S. market:

• International market share data not consistently reported

• Campaign adaptation for non-U.S. markets not fully documented

• Cultural reception in different markets not analyzed in public sources

• International revenue contribution not disclosed

Research and Verification Notes

Primary Sources Consulted

Corporate Documents:

• Procter & Gamble annual reports and 10-K filings (2009-2013)

• Official P&G press releases (2010-2013)

• Wieden+Kennedy case studies and agency statements

Executive Interviews:

• James Moorhead (P&G Old Spice marketing) - Fast Company, Ad Age

• Eric Kallman (Wieden+Kennedy) - Creativity Magazine, Campaign

• Marc Pritchard (P&G Global Brand Building Officer) - Conference presentations

News and Industry Publications:

• The Wall Street Journal (July 29, 2010, and subsequent coverage)

• The New York Times (various dates 2010-2011)

• Advertising Age (extensive coverage 2010-2013)

• Fast Company (particularly July 2010 Response campaign coverage)

• Forbes, Bloomberg Businessweek, Marketing Week, Campaign

Research Data:

• Nielsen market share data (cited in multiple publications)

• SymphonyIRI sales data (cited in Ad Age)

• YouTube view counts (from platform and media reports)

• Twitter follower data (from platform)

Awards and Recognition:

• Cannes Lions official winners records

• Emmy Awards official records

• Clio Awards, One Show records

Data Reliability Considerations

Market Share Figures: Different sources report slightly different market share figures for identical time periods, likely due to:

• Different research methodologies (Nielsen vs. SymphonyIRI)

• Different measurement scopes (channel-specific vs. total market)

• Different reporting periods (monthly vs. quarterly)

Where discrepancies exist, this case study notes the range and sources rather than selecting a single figure as definitive.

Sales Growth Claims: The "doubled business" claim from Marc Pritchard lacks specific numerical context (doubled from what baseline? over what exact period?). This imprecision is noted in the narrative.

Social Media Metrics: Early social media measurement (2010) lacked standardization. YouTube views were more reliable than Twitter/Facebook engagement metrics, which were self-reported by P&G and not independently verified.

Conclusion

The Old Spice repositioning campaign represents a landmark case in brand revitalization, demonstrating that heritage brands can successfully target new demographic cohorts through insight-driven strategy, culturally resonant creative, and platform-native execution. The campaign's documented outcomes—market leadership, 107% sales increase in the immediate post-campaign period, and sustained category dominance through 2013—validate the strategic and creative approaches employed.

For marketing professionals and business students, the Old Spice case illustrates several enduring principles:

1. Audience insight over convention: The focus on female purchasers contradicted category norms but proved commercially effective

2. Platform-appropriate execution: The Response campaign's success derived from understanding Twitter and YouTube dynamics, not merely adapting television content

3. Brand consistency with modern expression: Old Spice maintained core brand values while updating communication style

4. Integrated campaign architecture: Super Bowl awareness-building followed by social media engagement demonstrated strategic sequencing

5. Measurement and optimization: While detailed metrics remain undisclosed, P&G's continued investment in the platform through 2013 suggests positive ROI validation

The case also highlights limitations in publicly available information, particularly regarding detailed financial performance, operational processes, and long-term consumer behavior changes. Students and practitioners should recognize that comprehensive brand strategy analysis requires access to proprietary data typically unavailable in public sources.

As of 2010-2013, Old Spice successfully repositioned from a declining heritage brand to category leader among millennial consumers, achieving both commercial success and cultural relevance through a campaign that redefined men's body wash advertising.