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The purpose of this research is to propose and test a model that aims to identify key determinants which could alleviate the loss of brand trust and loyalty caused by brand name change using the resistance to change theory (RCT).

Because of the causal nature of the research, the quantitative research methodology was considered as best suitable. An online questionnaire was administered on a sample composed of 313 consumers.

The paper provides empirical insights regarding the fact that consumers’ resistance to the brand name substitution is the main determinant of the transfer of consumers’ trust from the old to the new brand. Finally, loyalty transfer heavily relies on trust transfer.

Because of the convenience sample used, the research results may lack generalisability. Furthermore, researchers are encouraged to test the proposed hypotheses based on different brand name change cases.

The paper includes implications for the alleviation of consumers’ resistance to the brand name substitution, a main determinant for the loss of brand trust and loyalty in the case of brand name change.

This paper fulfils an identified need to study how consumers’ resistance to the brand name change can be diminished. Overall, our research supports the use of the RCT for a better understanding of brand name change-related issues.

The purpose of this article is to understand how and why consumers resist or accept product rebranding. It seeks to identify and to quantify the drivers of attitudes toward this marketing practice to guide marketing managers in the execution of an effective changeover.

The research is conducted in three stages. First, a qualitative study is run among 45 consumers to identify variables that might influence attitudes toward product rebranding. Second, a review of literature on the emotion of surprise is carried out to specify the relationships between the variables previously identified and to formulate hypotheses. Third, a quantitative study is conducted among 480 consumers to test the hypotheses and to quantify the impact of each variable.

Surprise impacts attitudes toward product rebranding through a three-way process (automatic, higher-order cognitive, higher-order affective): a direct negative effect, an indirect effect mediated by incomprehension about the reasons for the change and an indirect effect mediated by the negative emotions generated by the change. Moreover, trust in firms diminishes the negative effects of anger, fear and sadness on attitudes toward product rebranding.

The research offers a better understanding of processes involved in the building of consumer attitudes toward brand name change. However, it only constitutes a first step in the attempt to understand the phenomena.

This practice of brand name change is increasingly popular, but marketing managers are skeptical about the best way to implement it. The paper provides a better understanding of consumer reactions to product rebranding, so that marketing managers can make better decisions. It reveals guidance for successful brand name changes.

This paper is the first to propose and to test a comprehensive model of the mental processes involved in the building of consumer attitudes toward product rebranding.

Academic literature generally regards the brand name element as central to consumer brand equity. Unfortunately scant research has been carried out to justify such a position for established products and services. The purpose of this study is to address this research gap.

A series of 25 semi‐structured qualitative interviews was carried out with consumers, exploring functions performed by brand name for established products and services. In order to isolate the brand name element this focused on global marketing induced brand name changes.

Many of the corporate‐led functions performed by brand name within the literature received validation. This suggests that a concept of consumer brand name equity for established products and services can be justified. The study also indicated that a material proportion of the equity from a brand name was determined by the consumer. It revealed that many consumers had created their own associations for the brand name, positive and negative, independent of and different from those driven by the corporation.

It provides needed empirical support for the concept of consumer brand name equity for established products and services. It also suggests that this may be usefully considered as a co‐creation between corporation and consumer.

The purpose of this paper is to fill a current gap in the literature, through the development of theory concerned with changes that occur over time to the functions and importance of the brand name element of a branded entity.

An initial theoretical conceptualisation was developed from the existing literature. Study participants whose behaviour was found not to conform to this initial conceptualisation were included in subsequent research to obtain greater understanding. The study method used was a series of interviews, with the obtained qualitative data analysed using template analysis. This resulted in the development of a revised theoretical conceptualisation.

Various functions of the brand name element, identified as connotation, denotation, linking and branded entity constancy, are ongoing important providers of brand equity to some consumers for established branded entities. This challenges a position obtained from existing literature that the brand name element of an established branded entity becomes of minimal importance over time.

Value-generating functions of the brand name element that persist over time were identified, leading to the development of a theoretical conceptualisation of the change in the importance of brand name equity over time.

Mixed-target brands with strong gender identities, whether it be feminine or masculine, are not always successful at targeting both men and women, particularly in symbolic product categories. While attempting to maximize their sales for both targets, managers often struggle to capitalize on a single brand, and they hesitate between different naming strategies. This paper aims to build on brand gender literature and understand these brands’ (i.e. brands targeting both men and women) potential to adopt an endorsed brand strategy rather than a branded house strategy.

The paper uses a before/after experimental design to examine the effect that introducing a gender-incongruent endorsed brand (i.e. feminine endorsed brand name of masculine master brands and masculine endorsed brand name of feminine master brands) can have on consumers’ brand attitude.

First, adopting an endorsed brand strategy increases the perceived brand femininity of masculine master brands, but there is no increase in feminine master brands’ perceived brand masculinity. Second, this strategy has a negative impact on consumer attitude toward the master brand, with a stronger negative effect for feminine master brands than for masculine master brands, which is mediated by the brand gender perception change. Third, a negative feedback effect on the brand’s gender-congruent users is revealed.

One limitation of this work is that the focus is on one sole extrinsic brand characteristic (i.e. brand name) in our experimental design, which artificially influences the relative brand name importance for consumers. Moreover, the studies offered a short text to introduce the renaming. This may have made the respondents focus on the brand more than they would have in real-world conditions.

This research provides many insights for masculine or feminine mixed-target brands managers in symbolic product categories, as it shows that changing from a branded house strategy to an endorsed brand strategy appears to be unsuccessful in the short run, regardless of master brand’s gender. Moreover, the study reveals negative feedback effects on the attitude toward the initial master brand, following its renaming, in the short run.

This research provides a warning to managers trying to gender-bend their existing brands because it can lead to brand dilution. It also emphasizes the asymmetrical evaluation of masculine vs feminine master brands, as manipulating a brand’s perceived masculinity appears very difficult to do successfully.

Companies changing their brand names are frequently reported in the business press but this phenomenon has as yet received little academic attention. This paper sets out to understand the drivers of the corporate rebranding phenomenon and to analyse the impact of such strategies on corporate brand equity.

A cross‐sectional sample of 166 rebranded companies provides descriptive data on the context in which rebranding occurs. Two case studies provide further detail on how the process of rebranding is managed.

The data show that a decision to rebrand is most often provoked by structural changes, particularly mergers and acquisitions, which have a fundamental effect on the corporation's identity and core strategy. They also suggest that a change in marketing aesthetics affects brand equity less than other factors such as employees' behaviour.

The paper proposes a conceptual model to integrate various dimensions of corporate rebranding. Analysing the rebranding phenomenon by assessing the leverage of brand equity from one level of the brand hierarchy to the other constitutes an interesting route for further research.

Managers are reminded that corporate rebranding needs to be managed holistically and supported by all stakeholders, with particular attention given to employees' reactions.

This paper is of value to anybody seeking to understand the rebranding phenomenon, including academics and business managers.

Purpose – The purpose of this study is to estimate the own- and cross-price elasticity of brand-name outpatient prescription drug cost-sharing for maintenance medications and to estimate the effects of changes in the price differential between generic and brand-name prescription drugs.

Methodology/approach – We first review the literature on the effects of an increase in brand-name drug patient cost-sharing. In addition, we analyze two examples of utilization patterns in filling behavior associated with an increase in brand-name cost-sharing for patients in employer-sponsored health plans with chronic illness.

Findings – We found that the own-price elasticity of demand for brand-name prescription drugs was inelastic. However, the cross-price elasticity was not consistent in sign, and utilization patterns for generic prescription fills did not always increase after a rise in brand-name cost-sharing.

Research limitations – The empirical examples are limited to the experience of patients with employer-sponsored health insurance.

Practical implications – The common practice of increasing brand-name prescription drug patient cost-sharing to increase consumption of generic drugs may not always result in higher generic medication use. Higher brand-name drug cost-sharing levels may result in discontinuation of chronic therapies, instead of therapeutic switching.

Originality/value of chapter – The value of this chapter is its singular focus on the effects of higher brand-name drug cost-sharing through a synthesis of the literature examining the own- and cross-price elasticity of demand for brand-name medications and two empirical examples of the effects of changes in brand-name cost-sharing.

The present study, by using signaling perspective aims to investigate short-term valuation impact of rebranding announcements (with name change) on stock performance of 160 service firms listed on NSE NIFTY-500 over the period of 2000–2019.

An event study methodology is used to estimate the cumulative abnormal returns (CARs) and its statistical significance is tested with both parametric and non-parametric test-statistics. Separate analysis has been conducted for firms with “major vs minor” and “restructuring vs non-restructuring” name change.

Findings of the study suggest that rebranding decisions are negatively associated with abnormal returns around the announcement period indicating strong disapproval of name change event. In addition, investors formed strong adverse opinion for major name change firms as compared to minor name change firms. Further, restructured name change sample document larger negative drift than non-restructured sample.

Findings offer substantial repercussions for shareholders who can make informed judgments about name change as a signal of reinventing brand identity. Managers should announce detailed rationale behind name change decision to market for enhancing corporate reputation.

This study contributes to marketing-finance interface literature and is first to examine market reaction to name change of Indian service firms and moreover, made a distinction between major vs minor and restructured vs non-restructured name change events for these firms.

The purpose of this paper is to analyse the role of a place’s name as the carrier of identity and heritage from the residents’ perspective. The authors assess the extent to which names of municipalities carry the place’s heritage, and how this can further be transferred to the place brand. The context is a situation in which a municipality changes its name, or is at the risk of doing so, as a result of municipal consolidation.

The authors conducted a large survey in the south-western Finland in spring 2013. The survey questionnaire was posted to 5,020 randomly selected residents, and the final sample comprised 1,380 recipients. The authors offer a framework for operationalising place heritage, comprising four components: history, place essence, symbols and residential permanence.

Most respondents attached importance to the name of their home town. The majority also felt that a name change would mean losing part of the place’s history. A strong place heritage proved to correlate positively with the importance of the municipality name.

The developed framework for place heritage can serve as a tool for place branding studies and practical place branding. A stable name has an essential role in branding places. The authorities should understand the crucial relationship between place name, heritage and identity, and their importance to the residents.

To the authors’ knowledge, this study is the first to report empirical research on the relation between place names and place branding from the heritage perspective.

This case is about a food brand with franchisee stores which has implemented a brand change initiative in the Indian emerging market.

This case is suitable for MBA level students in courses like strategic brand management, marketing in emerging markets and retail management. Issues relate to brand name change management, building and securing channel cooperation in brand change, channel peculiarities in emerging markets and franchisee institutional support systems in emerging markets like India.

The case documents the process followed by Switz Foods Private Limited (SFPL) in planning for and implementing a “brand-name” change across its 150-plus stores retailing fresh bakery products. The switch away from a 20-year-old food brand that had carved out a place in the popular culture of the community in Kolkata was risky. While opinion inside the organization was divided on whether to use mass media to communicate the brand-name change to its customers, the company finally decided to rely only on in-store signage and product packaging. SFPL took into confidence the franchisee retail store owners, a key stakeholder group with whom it enjoyed a long-term trusted business relation, and relied on their support to implement a smooth transition. It shows how in the context of the bazaars in transition economies, trust-based business relations and word-of-mouth reputation can often provide frugal managerial alternatives.

The three main learning objectives are: planning for a brand name transition, which includes three parts: generating consumer insights and using the data to aid decision-making in choosing a brand name and developing a brand campaign; overcoming network or business partner resistance/uncertainties associated with a brand name transition; managing customer perceptions before and after brand-name transition. Second learning objective included understanding risks in a franchisor–franchisee relationship. Third included appreciating the significance of trust-based relationships in managing transition economies.

CSS 8: Marketing.