Office Depot’s parent company has dropped the ODP Group name and relaunched as the Office Depot Group, folding its distribution arm under the Office Depot brand. The immediate effect is simpler branding: ODP Business Solutions will now operate as Office Depot Business. For procurement teams, agencies and marketers, the change matters because it reassigns decades of brand recognition—and with it, a set of expectations about what the company sells and how it serves business customers.

What changed

Craig Gunckel, Office Depot’s CEO, announced the rebrand on LinkedIn and said the Office Depot Group name will appear across the company’s website, communications and social channels in the coming weeks. Gunckel framed the move as a return to the company’s legacy and a step in its broader effort to rebuild the business.

The company sits at No. 24 in the Top 2000 Database of North American online retailers and is the second-largest retailer in the Office Supplies category, behind Staples. The rebrand replaces the ODP Business Solutions identity with Office Depot Business, aligning retail and B2B distribution under a single, long-standing name.

Why the rebrand matters to marketers and procurement teams

On paper, consolidating names reduces brand-layering: fewer separate identities can mean clearer vendor lists, simpler partner contracts and less customer confusion. For marketers, a unified name can streamline creative and corporate messaging.

But the move also carries a reputational risk. Alys Reynders, CMO at Quickbase, notes that four decades of Office Depot recognition are tied to brick-and-mortar retail in many buyers’ minds. That legacy perception can mask the company’s broader distribution capabilities and limit what procurement officers assume the firm can deliver.

Shailendra Pratap Jain, a marketing professor at the University of Washington’s Foster School of Business, echoes that tension: renaming ODP Business Solutions as Office Depot Business delivers instant familiarity and legitimacy, yet the name alone cannot reframe the company’s role. Converting legacy recognition into a credible B2B services platform requires coordinated changes across targeting, positioning, product mix, pricing, distribution and promotion.

Practical implications and what to watch

For procurement teams and agency partners, the rebrand could simplify administrative friction if the company actually consolidates systems—catalogs, pricing feeds, invoicing and account management—under the Office Depot umbrella. But simplified naming without operational integration risks only cosmetic improvement.

Marketers should watch how the company differentiates messaging across customer segments. If retail-focused creative and promotions dominate corporate channels, procurement audiences may remain underinformed about B2B services that require different sales motions and service levels.

Key signals to monitor in the coming months:

  • Whether Office Depot Group updates its B2B product catalog and pricing to reflect broader distribution capabilities;
  • Introduction of distinct messaging, content and case studies aimed at procurement and enterprise buyers;
  • Integration of sales, CRM and account management systems that let B2B customers transact and manage contracts without retail friction;
  • Changes to sales incentives, service-level commitments and fulfillment options that demonstrate a serious B2B go-to-market posture.

The rebrand reduces a layer of brand complexity, but it also hands Office Depot a strategic challenge: transform long-standing name recognition into a platform that credibly supports broader B2B services. Success will depend less on the logo and more on execution—how the company retools operations, aligns go-to-market strategies and proves value to procurement buyers.

For digital commerce professionals and procurement leaders, the immediate task is watchful evaluation: treat the name change as a signal, not proof. Track product catalogs, pricing behavior, enterprise-focused messaging and integration points before adjusting vendor relationships or procurement strategies.