Meghan Markle’s latest business move has sparked sharp criticism, with PR expert Eric Schiffer branding her rebranding strategy as “boneheaded” and “reckless.” The backlash comes after Markle decided to transition her American Riviera Orchard brand into As Ever, a shift that has left many questioning her business acumen.
Schiffer, speaking to The Mirror US, did not hold back in his assessment of her approach. “I think this was a bonehead set of business moves that show her inexperience as an entrepreneur,” Schiffer remarked, suggesting that Markle’s leadership and decision-making have been questionable throughout the process.
Going further, Schiffer criticized her overall judgment, stating, “It seems to be missing. And some would say this is part of her being out-of-touch celebrity elite. But, you know, either way, it’s borderline illiterate entrepreneurial.” Schiffer also cast doubts on the future success of As Ever, suggesting that Markle’s latest venture appears to be more of a “desperate search for relevance” than a well-thought-out business strategy.
“I think the future for the brand is horrific because it seems to be a desperate search for relevance at a time where she can’t even get out of the blocks without stumbling,” he explained. Beyond branding issues, Schiffer pointed out Markle’s ongoing struggle to connect with audiences, referencing past difficulties with her TV projects and other business ventures.
“She has consistently struggled with getting product-market fit with the shows and other projects,” he noted, questioning, “Why should this be any different?” As for global appeal, Schiffer argued that Markle’s reach is already limited, particularly in the UK. “Certainly in the UK and other markets she’s got limited appeal, if any,” he concluded.
Despite the criticism, Markle remains committed to her lifestyle brand rebranding. However, with experts already casting doubt on the move’s success, it remains to be seen whether As Ever will thrive or become another business misstep for the Duchess of Sussex.
