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Audi unveils new F1 Identity as part of 2026 global brand strategy

Audi unveils new F1 Identity as part of 2026 global brand strategy

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Audi has unveiled its new Formula 1 identity through the "Audi R26 Concept", positioning the global motorsport platform as the launchpad for a sweeping brand transformation set to define the company from 2026 onwards.

Revealed at the Audi Brand Experience Center in Munich, the "R26 Concept" offers the first look at the brand’s refreshed visual identity and design philosophy. The move marks Audi’s attempt to leverage Formula 1’s global reach — and its rapidly growing younger fanbase — as a catalyst for brand renewal.

According to Audi CEO Gernot Döllner, entering Formula 1 is “the next chapter in the company’s renewal,” signalling more than just participation in the sport. He described the programme as a strategic driver for changing how Audi thinks, operates and presents itself globally, noting that the F1 project is intended to make the brand “leaner, faster and more innovative.”

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Central to this transformation is Audi’s new design language, which the "R26 Concept" embodies in full. The concept showcases minimalist graphic surfaces and precise geometric cuts that align with four core principles: clear, technical, intelligent and emotional.

It also introduces a new colour direction featuring titanium, carbon black and Audi red, alongside a notable design shift in which the brand will deploy red Audi rings exclusively for its Formula 1 presence.

Chief creative officer Massimo Frascella said the F1 programme acts as the pioneer for the brand’s wider identity overhaul. “We are implementing a unifying design language that draws together every aspect of our organisation,” he said, adding that the Formula 1 project offers a globally visible testing ground for the refreshed aesthetic. 

Beyond design, Audi is using its F1 entry as a strategic marketing platform. Formula 1’s reach, with more than 820 million fans and significant year-on-year growth among younger demographics, provides Audi with a high-impact stage to engage new customer segments. Jürgen Rittersberger, CFO of AUDI AG, said the sport’s popularity offers “the opportunity to attract new customers for our brand, especially in the younger target group.”

The commercial ecosystem surrounding the team is also taking shape. Audi has already secured three major partners — adidas, bp and Revolut, the latter joining as future title partner — underscoring strong sponsorship confidence ahead of the 2026 debut. The acquisition of the Sauber Group earlier this year further strengthened the team’s structure and opened the door for investment from Qatar’s sovereign wealth fund.

Internally, Audi is positioning the F1 programme as a blueprint for organisational change. The company aims to apply the fast-paced, efficiency-driven development cycles of Formula 1 to its broader operations, signaling a cultural shift intended to influence future product strategy and brand execution.

Audi’s full Formula 1 team will make its public debut in January 2026, followed by testing in February and the brand’s first race appearance in March in Melbourne.

Audi’s move comes at a time when sport has become one of the last true forms of appointment viewing, cutting through an increasingly fragmented media landscape. According to a recent report by We Are Social, live sport continues to attract massive, real-time audiences across Asia Pacific, fuelling billions of online conversations shaped by memes, TikTok-led discovery, creator commentary and the increasingly porous boundaries between sport, fashion, music and entertainment. Against this backdrop, Audi’s entry into Formula 1 positions the brand to tap into a fast-evolving, culture-driven fandom — using sport as a powerful platform for storytelling, relevance and long-term brand expression.

This year alone, the Singapore Grand Prix generated more than 431,000 posts and reposts, reaching over two billion users worldwide. Brands such as DHL, Aramco and Singapore Airlines emerged as standout conversation drivers.

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