Investors attack Abbey's new 'dress shop' image at AGM

LONDON - Abbey shareholders have attacked its much vaunted 拢30m pastel rebrand at its AGM, claiming that some of its banks were now invisible on the high street or looked like dress shops.

Investors attack Abbey's new 'dress shop' image at AGM

Abbey National relaunched in September last year when it dropped the Abbey National name in a 拢30m campaign that gave a pledge to revolutionise the personal banking industry and revitalise the brand.

The rebrand saw Abbey ditching its 53-year-old umbrella logo in favour of the new name on pale pinks, blues and other colours.

The new pastel identity was accompanied by an announcement that it would invest heavily in refurbishing its 700 branches, a move that has not gone down well with investors.

Investors at Abbey's AGM yesterday said that the stores had been made invisible by the rebrand.

Norman Edwards, a customer and shareholder, said: "You have done the most magnificent job of camouflage since the Second World War."

Another customer and shareholder, Veronica Hosking, said that her branch in Pinner, near London "looks more like a dress shop than a bank".

Another person said: "I know you want to be different but we don't want to be different in the sense that we are invisible."

In response, customer propositions director Angus Porter said: "There is more we can do to improve the standout of the sign in the high street. In many places it is not standing out as it should."

In 2003 Abbey posted losses of 拢686m. However, ad agency TBWA\London said last month it would stand by the current ad campaign starring the voice of actor Jonathan Pryce.

In one ad, "manifesto", the bank is shown to be understanding of the fear people feel towards their finances. A series of vignettes highlight that Abbey is for "the confused", "the sceptical" and "the freaked out". It closes with the message that Abbey is for "openness, clarity" and is "here for you".

Abbey chief executive Luqman Arnold defended the revamp and said that it was part of a wider relaunch to transform the business, improve staff morale and "release energy".

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