Mixing the old and new: How to succeed with corporate rebranding

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

In an increasingly competitive business world, companies that stand still invite failure with open arms. Survival and success depend on the aptitude to evolve gradually to meet new challenges that arise. Some organizations elect to go much further and see corporate rebranding (CR) as the best way to remain competitive. As many have discovered, this is not a decision to be taken lightly. Rebranding at product level is difficult enough. Consumers have pre‐existing attitudes towards a product brand and these attitudes must be considered within any rebranding program. Repositioning invariably contradicts some of these associations, and when this occurs consumers feel estranged from the brand. And since CR impacts upon multiple stakeholders, the likelihood is that there will be a significantly greater number of difficulties to overcome.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2008), "Mixing the old and new: How to succeed with corporate rebranding", Strategic Direction, Vol. 24 No. 7, pp. 6-8. https://doi.org/10.1108/02580540810877339