WHSmith’s struggles reveal a hard truth: heritage means little without innovation, writes Pav Chandra
WHSmith’s strength has always been its familiarity. Whether it’s grabbing pens for school, picking up a book for your dad, or grabbing a sandwich for the train, the retailer has been a trusted stop for everyday essentials – a constant in a rapidly changing world. There’s a reassuring sense of reliability about WHSmith, so it’s not surprising to hear that if it does disappear from our High Streets, people will miss it.
The company clearly understands the power of nostalgia – its 2023 partnership with Toys “R” Us proves that. But as any good marketer knows, nostalgia may spark fond memories, but it’s not a strategy for long-term success.
To give WHSmith some credit, it has weathered the rise of online shopping and the decline of physical media better than many. Its pivot toward travel locations has been a smart move. But on the high street, the brand has lost its sense of purpose. The product mix lacks differentiation: modern stationery stores target niche audiences with curated ranges, book chains offer a more immersive experience, and newspapers are widely available elsewhere. In today’s retail landscape, it’s hard to define the role of WHSmith’s high street stores – so it’s understandable that the company is struggling.
The recent ‘WHS’ logo trial further underscored this uncertainty. Consumers swiftly likened the new design to the NHS logo, undermining decades of brand recognition.
While leadership dismissed it as a “pilot” rollout, the backlash highlighted the risks of modernisation without a clear strategy.
This raises a key challenge: legacy brands must evolve, but not at the expense of consumer trust. WHSmith has refreshed its branding many times – most notably moving from its red-and-gold 1970s design to the current look. But its latest logo experiment has left many questioning whether it was a step forward or a misstep.
Beyond branding, store closures and dwindling relevance underscore a deeper issue: modernisation must be purposeful. It requires a clear audience, a compelling product mix, and – above all – a reason to exist. WHSmith’s reliance on the past is not enough to sustain its future.
Some analysts, including Douglas McCabe, CEO of Enders Analysis, argue that WHSmith could tap into the resurgence of physical media. In 2023, UK print book revenue hit £3.9 billion, and vinyl records, magazines, and CDs are enjoying a revival, partly driven by Gen Z’s desire to escape digital overload. A reimagined WHSmith could position itself as a curated hub for analogue media.
However, the brand has yet to prove it can evolve to serve a modern high street audience. While its travel stores thrive by catering to time-pressed shoppers, its high street locations lack a distinct shopping mission – one that isn’t already better served by competitors offering greater convenience. Without a clear purpose, WHSmith risks relying too heavily on nostalgia, raising the question of what it truly offers beyond its legacy.
The problem is simple: maintaining an emotional connection isn’t enough. Brands must adapt to remain relevant. Nostalgia-driven retail only works to a point – without meaningful innovation, WHSmith risks becoming a relic of the past.
For heritage brands, the challenge is striking the right balance between preserving their history and meeting modern consumer expectations. Nostalgia may create brand affinity, but it’s not a business model. WHSmith’s future depends on what it chooses to become – not what it once was.
Pav Chandra is the Marketing Manager at McBride
