
Minimalism is marketing's modern doctrine: Why are brands simplifying their visual image?
Dr Sandra Smith, a senior marketing lecturer at the University of Auckland Business School, attributes the adoption of minimalism to a mix of 'digital adaptability' and consumers' growing preference for 'clean, modern' aesthetics.
'Using a minimalist branding strategy seems to reflect an avant-garde aesthetic,' she said.
Dr Sandra Smith is a senior marketing lecturer at the University of Auckland Business School.
Smith pointed to local examples like Garage Project, which, despite being known for its artistic can designs, released a starkly minimalist pale lager simply titled 'BEER'.
Blunt Umbrellas rebranded in 2023 with a single, pared-back 'B' logo, while SO Auckland, part of the SO Hotels group, has leaned into high design to appeal to a modern, more conscious market.
Meanwhile, Griffin's removed its famed Cookie Bear from packaging altogether in April, opting for a visually neutral look.
When asked about the change, the company said it was 'refreshing' the packaging to make it 'easier to find your favourite biscuits'.
Minimalist design changes can serve practical goals beyond visual appeal, Smith said.
As visual consistency becomes more important within digital environments, minimalist rebrands scale well 'across various platforms, working with both mobile devices and large displays'.
Griffin's Biscuits removed their Cookie Bear mascot from packaging in April after a 57-year run. Photo / Facebook
Simple logos and layouts are therefore easier to recognise – and reproduce – across both digital and physical formats.
Changing strategy or changing style?
While it may appear purely aesthetic, Smith said many brands are using minimalism to reposition themselves entirely.
'While minimalism aligns with modern aesthetic preferences, it could also serve broader strategic goals such as enhancing brand recognition ... reducing production costs ... signalling premium quality ... or sustainability.'
A 2023 study published in Psychology and Marketing supported the link between minimalism and sustainability, with the design trend often seen as a response to overconsumption and a sign of a brand's environmental stance.
Eco-conscious brands like Ecostore and Ethique have used minimalism not only for visual clarity but also to promote their environmental credentials.
In the case of Blunt, Smith said simplified packaging prepares the company 'for future growth beyond umbrellas'.
Blunt Umbrellas rebranded in 2023 with a single, pared-back "B" logo and sleek packaging.
Such changes can help brands reposition themselves, establish a timeless brand identity or simply modernise their look to improve brand clarity and boost relevance.
Ultimately, the goal is to 'create a memorable space in the market and gain a competitive advantage', Smith said.
Can minimalism backfire?
Trying to capture consumers' evolving tastes in the nutshell of a brand doesn't always land with the target market.
'I think reactions can be mixed,' Smith said.
Some consumers may view minimalist redesigns as 'sleek, modern and trustworthy', she said, but 'others may feel a loss of connection, especially when the brand is a nostalgic or distinctive brand and favourite elements are removed'.
The 2009 rebrand of Tropicana in the United States was cited as a cautionary tale.
US juice brand Tropicana made several branding mistakes with its 2009 packaging redesign.
The juice giant traded its familiar straw-in-an-orange image for an impersonal design after spending $58.2 million (US$35m) to rebrand.
Consumers, feeling visually detached from it, failed to recognise the product, and Tropicana reverted to its original design within weeks – but only after losing an estimated $33.2m (US$20m) in sales.
'If brands are using a more minimalistic design to somehow stand out and cut through the noise online, there is a point where using overly generic branding can reduce memorability,' Smith said.
In other words, minimalist design may help brands look current, but it doesn't necessarily help them stand apart.
What does minimalism say about today's world?
To Smith, the shift towards simplicity is reflective of three key trends that are driving interest in minimalist product design.
'Consumers want less clutter in their lives', she said.
Sandra Smith says the switch shows consumers want "less clutter in their lives". Photo / Rebecca Zephyr Thomas
'[They're learning about] consuming and communicating with and about brands in an increasingly complex digital marketspace.'
Meanwhile, eco-conscious shoppers may find they're attracted to more minimal or sustainable packaging choices.
Referencing a brand that has embodied this philosophy since its inception, Smith cited Japanese retail brand Muji, which has long embraced a 'no-brand' philosophy to focus on selling simple, functional and sustainable products.
The approach has earned Muji a loyal following of consumers who seek 'a simplified, clutter-free lifestyle in a world saturated with overly complex choices'.
Is this the new normal?
For now, minimalism is very much in vogue.
However, the effect of it as a marketing tactic often depends on your socio-economic status.
Those on the higher end of the scale tend to favour quality over quantity in products, while the opposite is true for those on the lower end, triggering a 'catch-22″ situation for brands navigating opposing expectations while trying to capture the right market.
And like any major trend, minimalism is cyclical.
'While minimalism is dominant now, we may see a return to bold, expressive designs in the future, or we might see more nostalgic branding coming back,' Smith said.
Brands may eventually revisit nostalgic or maximalist aesthetics once consumers begin to crave more emotional connection and storytelling.
But for now, minimalism remains the dominant force in branding – and it doesn't seem to be dying out any time soon.
Tom Rose is an Auckland-based journalist who covers breaking news, specialising in lifestyle, entertainment and travel. He joined the Herald in 2023.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


NZ Herald
3 days ago
- NZ Herald
How Wellington Council's spending is derailing the city
The cost of living and doing business in Wellington Calls for rates restraint are dismissed by some as miserly grumblings of privileged homeowners. They're wrong. We are not strangers to the city or its needs; we're Wellingtonians who've invested decades of our lives helping to shape this place. We've walked the streets and talked to the people and business and the message is clear – it's become progressively too expensive to live and do business here. It's particularly unfair on businesses – large and small – who pay 3.7 times the level of rates compared to homeowners, the largest differential in the country. Some simple numbers illustrate the strain: if the council had limited its rates increases to match inflation since 2020, every household would be $1200 better off this year. That money matters, especially for first-home buyers, low- and fixed-income families and those with mortgages. It's money that could have circulated in the local economy, helping sustain shops, cafes and jobs. In the five years to 2025, inflation was 22%, but rates surged 83%. Worse, the council's 2024 Long-Term Plan shows rates more than doubling between 2024 and 2034 (including water infrastructure expenditure). Water services are now being transferred to a new entity, with households reportedly facing similarly significant and challenging increases in their water costs. For many, rates are the second biggest expense after their mortgage. For businesses, rates trail only rent and staff costs. The results are predictable: growth sputters, new housing and jobs don't materialise, and the boast that Wellington can 'grow its way to prosperity' rings hollow. Paul Ridley-Smith Debt: Mortgaging the future for the present From 2019 to 2024, total council spending (operating plus capital) grew 63%. Staff costs alone grew 48% (nearly three times wage inflation), with the number earning over $200,000 almost doubling. Such escalation is unheard of in the private sector and yet the promised infrastructure gains have been modest at best. Debt has also soared. Council gross debt was $0.6 billion in 2019 and it's now over $2 billion, and growing. In 2019, $1 in every $12 of rates serviced the council's debt interest, today it's $1 in $6. We are mortgaging our city's future; coming generations will pay the bill. Where has all this money gone? It hasn't flowed into suburbs like Newlands, Strathmore, Newtown, or Karori. Instead, nearly $1 billion has been lavished in and around Civic Square: the Town Hall, the rebuilt library, purchase of a parking building, the Takina convention centre, a $40 million fit-out of council offices (in a prime location), demolition of buildings, and modest city centre upgrades. Going forward there's around $600 million on social housing upgrades and completion of a $400 million project building the planet's most sophisticated sludge plant to reduce human waste to dry pellets. Nice. This might have been bearable if the money was spent on the 'bones' of the city —water pipes, streets, parks - the infrastructure that truly underpins public and economic wellbeing. But too little has. The pipes are still leaking profusely – 44.3 million litres per day. That's more than 17 Olympic-size swimming pools of precious, treated water being wasted every day. How did we get here? The drift from infrastructure to ideology Much of the increase in spending — past and projected — has been disproportionately directed toward initiatives aligned with the 'four wellbeings' (social, cultural, environmental, and economic). These priorities relate to the 2019 amendments to the Local Government Act, which shifted councils' focus from the delivery of 'good quality local infrastructure and services' to a much broader and more ambiguous mandate. Wellington City Council embraced this with unbridled and well-meaning enthusiasm. See the projects above and the continuing commitments to cycleways, the Golden Mile, organic waste collection, a huge expansion in the parks and reserves budget to take on running Crown - iwi land on Miramar peninsula, commitments to the living wage for employees, contractors and employees of contractors. All earnest, but all expensive — and all paid for, ultimately, by the same number of ratepayers. A new vision So what now? First, Wellington must axe poor-value spending. Every dollar spent by the council must deliver measurable public value. Too often, this hasn't happened: from a $3m purchase of EV chargers languishing in a warehouse, a $0.6m bike rack hardly used, $2m on golf club subsidies, to poorly evaluated mega-projects whose business cases look shakier year by year. Second, the core must come first. That means pipes, parks, roads, lighting, litter, and keeping our city clean and tidy must be at the very centre of council's mission. Distractions, no matter how fashionable or well-intentioned, must not be allowed to take precedence. Third, we need a 'course correction' on future spending, targeting large savings that enable genuinely lower rates. Options could include a sinking lid on staff numbers, deferring non-essential capital projects until business cases and central government guidance are clear, and pitting every dollar of planned expenditure against an ironclad test: does this build basic infrastructure, or support a well-maintained, safe, attractive city? Some big questions must be asked: What are the 'wellbeing' consequences to all ratepayers of our Long-Term Plan expenditure: $152 million funding Takina's losses? over $900 million on social housing? Can a city of 75,000 households afford to subsidise a zoo by $120 million? Do our ratepayers have the financial capacity to spend a further $173 million maintaining and building new cycleways? The council must also pursue new revenue and efficiencies. There are plenty of opportunities: selling surplus road reserve to residents, revisiting unduly generous rates remissions, rethinking unprofitable venues, and abdicating strategies, like social housing that duplicate central government's role. A different future is possible — our modelling suggests $2.8 billion could be saved out to 2034, if all levers are pulled. This could help freeze or even roll back rates, giving households, businesses and those looking to make Wellington their home, much-needed breathing room. This is not about mindless austerity, its about restoring trust, accountability and efficiency. Importantly, leaving more money in ratepayers' pockets is key to restoring confidence. Infrastructure is not glamorous, but it's (almost) everything Cities thrive or falter on their infrastructure. The pipes, roads, lighting, and public facilities are the quiet enablers of everything else we call wellbeing: jobs, affordable housing, a vibrant arts and cultural life, hospitality, and above all, a sense of safety and pride. Neglect infrastructure, and everything else starts to fray and becomes unaffordable. Focusing on the basics isn't nostalgic conservatism - it's a radical act of care and hope. It says to existing and future residents, business owners, and investors: Wellington is a place that works, a city where the fundamentals are solid and reliable. Wellington can be a place to establish a life and family, pursue meaningful work, and build a business with confidence. Only with the essentials secure can 'wellbeing' be more than an empty slogan. Opportunity through affordability Wellington's unique blend of natural beauty, creativity, and accessibility remains its greatest asset. But none of it can be leveraged if costs chase away the next generation, if businesses decide expansion is too risky, or if the basics become unaffordable. By fiercely refocusing on infrastructure and reigning in spending, the council can set Wellington back on a path to prosperity — a city where 'live, work, play' is not just a catchphrase, but a genuine, affordable possibility for all. It's about unlocking our potential. A vibrant Wellington cannot be built on affordable rates alone - but affordability unlocks opportunity. Wellington must actively foster a business-friendly environment. Our businesses are engines of growth, innovation, and employment. Reducing the punitive commercial rates differential is critical — Wellington's future depends on a council that anticipates and supports business needs through sensible policy, efficient consents, robust infrastructure, and openness to innovation. As the capital city, Wellington's greatest strength should be its close connection to the Government - the region's largest employer and economic driver. It is vital, therefore, that the council cultivates a strong, collaborative relationship with ministers of all stripes. Wellington is uniquely positioned to capitalise on national initiatives aimed at boosting investment, productivity, and infrastructure development. Recent reforms and Budget 2025 measures, including tax incentives for capital investment and streamlined business compliance, demonstrate a clear commitment to economic growth. The current seismic review is particularly pertinent to our city's future and affordability. The council must actively leverage these policies, advocate for fair and adequate funding — particularly for social housing and key infrastructure — and avoid duplicating functions that drain resources or hinder private sector dynamism. Why does Wellington not have, as a city and a region, a deal in front of the Government for discussion? By aligning with Government priorities and making the city hospitable to business growth, Wellington can spark new jobs, stimulate housing development, and elevate living standards. A productive, respectful partnership between local and central government, alongside a council that values economic vibrancy as a means to social wellbeing, can reverse our drift and secure Wellington's reputation as a sustainable, livable, and prosperous capital. No one loves Wellington more than Wellingtonians*. It is that deep-rooted passion and pride that fuels our collective courage to demand better — better leadership, better stewardship, and a better city where affordability, infrastructure, and opportunity come together to create a thriving home for all who live, work, and build our futures here. * Paul Ridley-Smith and Louise Tong are two such fervent Wellingtonians. This article was written in a personal, not professional capacity and crafted on a best-efforts basis with regard to the accuracy of the facts and figures presented. This article is a synthesis of content from presentations at the Vision for Wellington event 'A Capital Challenge', available here.


NZ Herald
4 days ago
- NZ Herald
Record win for Brave Brewing Co with five awards at 2025 New Zealand Beer Awards
The brewery was founded by Matt and Gemma Smith, who started out selling their beer at farmers' markets in 2013, before shifting to permanent premises in Hastings CBD in 2020. Gemma Smith told Hawke's Bay Today the team was rapt. 'We are incredibly humbled by the awards and just so proud of our hard-working and dedicated team,' she said. Judges at the New Zealand Beer Awards in Christchurch. Photo / RNZ 'We showed up hoping to achieve some consistency, and perhaps nab a gold medal for our best-loved beer, Tigermilk IPA. So this has totally blown us away. 'We are a very regionally-focused brewery and Hawke's Bay consumes most of our beer. We are so incredibly grateful to the people of Hawke's Bay that have always supported us and cheered us on. They have helped us grow in so many ways.' It is the first time in 18 years that one brewery has collected three beer category trophies. Matt Smith said the team had been 'hyper-focused' on the 'little details' this year and had made 'incremental steps towards brewing the best possible beer'. 'So having this feedback from some of the best judging palates in the country and winning these awards has been so validating.' New Zealand's brewers are embracing new ingredients and styles, head judge Tina Panoutsos said. 'We've seen different ingredients used creatively and represented across a range of styles from fruit and flavoured, European ales and experimental classes. 'There's a trend toward using a range of fruits like the native Horopito and stone fruits to influence texture and complexity.' Wellington brewery Garage Project added to its trophy cabinet, collecting four prizes and the highest number of medals of any entrant – 10 gold, 11 silver and six bronze. Garage Project was also named Champion New Zealand Large Brewery and won two beer category trophies: British & European Ale and Wood & Barrel Aged. Matakana independent brewery Sawmill won the Brewing Sustainability Award for the sixth consecutive year. The New Zealand Medium Brewery winner is Altitude Brewing, from Queenstown. Altitude also took home two beer category trophies – New Zealand Lager & New Zealand Pilsner and the Juicy/Hazy IPA Trophy. New Zealand Beer Awards 2025 Karamu Barrelworks, Champion New Zealand Micro Brewery Brave Brewing Co, Champion New Zealand Small Brewery Altitude Brewing, Champion New Zealand Medium Brewery Garage Project, Champion New Zealand Large Brewery Brave Brewing Co, Champion New Zealand Brewing Company bStudio, Champion New Zealand Manufacturer Garage Project, Chance, Luck and Magic 2021, Champion New Zealand Beer – RNZ, additional reporting Hawke's Bay Today

RNZ News
6 days ago
- RNZ News
And the award goes to …
It will probably come as no surprise that beer is still the most popular alcoholic drink in Aotearoa. It actually accounts for almost 1% of New Zealand's GDP according to a report earlier this year by the Brewers Association. But who brews the best of the best? Tina Panoutsos, Head Judge at this year's New Zealand Beer Awards being held in Christchurch tonight, speaks to Susie about what ticks the taste test. Photo: Unsplash / Lucas Santos