By Aaron Henry, Managing Director, Foundeast
Very few companies command the loyalty Ferrari does.
Its customers wait years for allocation. Investors reward it with one of the highest valuations in the automotive industry. Enthusiasts defend it with near-religious devotion.
Which is precisely why the launch of the Ferrari Luce became such an important communications case study.
The company’s first fully electric vehicle wasn’t merely another model. It represented one of the biggest strategic shifts in Ferrari’s history. Yet instead of controlling that narrative, Ferrari found itself reacting to it.
Within hours of launch, social media was dominated by criticism of the vehicle’s design. Commentators questioned whether it still looked like a Ferrari. Comparisons to mainstream electric vehicles spread rapidly. Investors also reacted, with Ferrari’s share price falling sharply immediately following the unveiling before recovering some ground.
Whether the Luce ultimately becomes a commercial success is almost beside the point.
The communications lessons are universal.
Every organisation eventually launches something that challenges expectations:
- a major rebrand
- a premium price increase
- an AI-powered service
- a sustainability initiative
- a controversial acquisition
- a significant organisational restructuring
The difference between success and backlash is rarely the product alone.
It’s how the story is introduced.
1. Prepare the Narrative Before the Announcement
One of the biggest risks with controversial launches is allowing audiences to ask the wrong question first.
In Ferrari’s case, much of the conversation became:
“Is this even a Ferrari?”
Once that question dominates headlines and social media, every subsequent communication becomes defensive.
Instead, communications teams should identify the hardest questions months before launch and begin educating stakeholders through executive interviews, thought leadership, behind-the-scenes content and carefully placed media features.
When the announcement finally arrives, the audience should already understand why change is happening.
The launch simply confirms what they’ve already begun to accept.
2. Introduce the Strategic Problem Before Revealing the Solution
Companies often become so excited about their new product that they forget to explain the business problem it solves.
People resist change when it appears unnecessary.
Before talking features, explain the market forces driving the decision.
Perhaps customer behaviour has shifted.
Perhaps regulations are changing.
Perhaps technology has fundamentally altered the competitive landscape.
When audiences understand the inevitability of change, they become far more willing to evaluate the solution on its merits rather than rejecting it on principle.
3. Bring Third-Party Voices Into the Conversation Early
Brands are rarely the most credible people to explain their own controversial decisions.
Independent validation matters.
Industry analysts.
Customers.
Academics.
Engineers.
Design experts.
Trusted journalists.
The strongest product launches often feature respected external voices who explain why a controversial decision makes strategic sense.
This shifts coverage away from corporate messaging and toward objective discussion.
Earned media becomes an asset rather than simply an amplifier.
4. Let Your Loyal Customers Feel Included, Not Replaced
The loudest critics are often your biggest supporters.
That’s because they care.
Ferrari’s heritage enthusiasts weren’t merely criticising an electric car. Many feared losing the identity they had invested in emotionally for decades.
Whenever a business evolves, existing customers need reassurance that the company isn’t abandoning the values that made them loyal in the first place.
Communications should acknowledge that concern directly.
Show continuity alongside innovation.
Explain what isn’t changing as clearly as what is.
People can embrace evolution.
They struggle with perceived replacement.
5. Own the Conversation Immediately
Every controversial launch creates an information vacuum.
If your organisation doesn’t fill it, someone else will.
That means having executives available immediately.
Publishing FAQs before rumours spread.
Responding confidently to criticism rather than pretending it doesn’t exist.
Sharing customer feedback early.
Providing journalists with access to decision-makers.
Ferrari eventually defended the Luce by emphasising customer interest and explaining that the design would need time to be “digested.” But by then, much of the public conversation had already been framed by critics rather than the company itself.
Speed matters.
Not because every criticism deserves a response.
But because silence allows others to define your story.
The Real Product Isn’t Always the Product
One of the biggest misconceptions in communications is believing launches are about products.
They’re about trust.
Customers aren’t simply evaluating specifications.
They’re asking:
“Can I still trust this company?”
That question applies equally to luxury automotive brands, technology companies, healthcare providers, financial institutions and professional services firms.
Every major strategic shift is ultimately a communications challenge before it becomes a commercial one.
Final Thoughts
Ferrari has built one of the world’s strongest brands and the Luce may yet prove commercially successful.
But its launch demonstrates that even iconic companies can lose control of the narrative when introducing something that challenges deeply held expectations.
The lesson isn’t “don’t innovate.”
It’s “don’t surprise your stakeholders without preparing them.”
Because once the public starts telling your story for you, regaining control becomes significantly harder—and considerably more expensive.
At Foundeast, we help organisations across Southeast Asia plan communications strategies that anticipate difficult questions before they become headlines. Whether you’re launching a new product, entering a new market, restructuring your business or introducing transformational technology, the right communications strategy can protect reputation, preserve stakeholder confidence and help ensure the conversation unfolds on your terms—not someone else’s.