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This study explores factors influencing the revitalisation of a multinational brand that is perceived negatively by local consumers because of various reasons such as past poor quality or negative publicity.

This study conceptualises brand revitalisation as a second order construct, arguing that brand revitalisation is comprised of improved brand image, brand associations, and brand attitudes. Innovative product improvements, warranty programs, third‐party appraisals, and advertising communications are hypothesised to play a role in revitalising multinational brands plagued by negative perceptions. In addition, the moderating effect of the management's local market knowledge is tested on several proposed relationships.

According to the results, international brand revitalisation is positively influenced by innovative product improvements, warranty programs, and advertising communications.

While overall brand perceptions play an important role in influencing consumer decisions, understanding what improves the consumer's perception of multinational brands is of vital importance to marketers. The empirical results suggest that product innovations, warranty programs, third‐party appraisals, and advertising communications all help revitalise a firm's damaged brand in international markets. These findings offer multiple strategic implications to managers for their multinational brand revitalisation/management.

The value of this research lies in its goal to go beyond the general brand recovery guidelines suggested in the literature and to offer potential marketing strategies that could actually motivate the consumer to change his or her negative opinion about a multinational brand. This is one of the first empirical studies on multinational brand revitalisation.

This research article aims to understand the role of brand image, service quality and price (charge) in revitalising functional mass brands into prestigious mass brands.

The empirical research framework was developed by synthesising the past literature on masstige marketing and brand extension. Data was collected using a survey questionnaire from 396 respondents availing M-Wallet. Structural equation modelling was used to validate the brand revitalization attributes; further, the binary logistic regression model examined the effect of revitalization attributes on the chance of increasing customer's perception of masstige.

The exploratory study suggested brand image, service quality and value for money pricing as essential attributes to revitalize mass brands into masstige brands; furthermore, path analysis validated the positive effects of these attributes on the perception of masstige. The proposed binary logistic regression model suggested brand image as sensitive attributes, increasing the odds ratio by 9.39 times in favour of perceiving brand as masstige followed by the perceived service quality that is 5.87 times. The prediction capability of the proposed binary logistic regression model is found to be 96%.

The methodology of this study provides the basis for future researchers to advance research on masstige. This study will assist the marketers of mass brands to make better marketing decisions related to how masstige image can be sustained or a new or less known brand can be revitalized into a prestigious brand.

This study is the first to provide empirical evidence of how the mass brand can be revitalised as masstige brands by considering image, quality and price attributes.

The purpose of the paper is to build a sociocultural perspective of brand revitalization. Maintaining brands and bringing them back to life in the market has received much less interest than their creation. Moreover, the existing literature is dominated by the marketing management paradigm where the company’s role is emphasized. This paper addresses the phenomenon of brand revitalization from a sociocultural perspective and examines the role of consumer collectives in the process.

Using a data-driven approach, the study builds on the case of a consumer brand of footwear that has risen to unprecedented popularity without traditional marketing campaigns. Data were generated using an inductive theory building approach utilizing multiple methods, including interviews, participant observation and cultural materials.

The paper presents a conceptual model of cultural brand revitalization that has four stages: sleeping brand, spontaneous appropriation, diffusion and convergence.

Implications for companies in consumer markets are discussed, suggesting ways to facilitate the process of sociocultural brand revitalization.

The paper contributes to the literature first by offering a sociocultural brand revitalization scenario that highlights the interplay between the actions of consumers and the company, second, by examining the interaction between the symbolic meanings associated with the brand and the practices used by consumers and, third, by offering insights into the relevance of national identity in creating brand meaning.

The objective of the paper is to provide an understanding of how large organisations develop line extensions of their brands and to present guidelines for management when considering an upscale line extension.

A qualitative research technique was used in this study. It involved case study research in the beverage industry, where 11 senior marketers were interviewed in depth.

A line extension into premium categories was seen to be an effective strategy to revitalise a brand. Respondents also stated that the line extension needs to be very closely linked to the core brand. Being an early entrant but not first‐to‐market or late‐to‐market was also important.

Guidelines to management are provided and a framework is developed for using upscale line extensions in brand revitalization strategies. Marketing managers have been given a three‐step approach to line extension management.

The introduction of the original Mazda 323 five‐door into the South African market in 1977 launched the brand from virtual obscurity to instant success. The 323 became the top selling derivative in the country and the brand became a household name. However, during the 1980s the brand′s equity steadily eroded and it was perceived to be a staid, boring marque with a poor image. Describes how the brand was successfully revitalized in the early 1990s. Draws a distinction between revitalization and the successful “renaissance” advertising strategy. Reviews the outcome of the renaissance campaign, ini addition to Mazda′s current performance, concluding that the brand has been successfully revived – to the point that Mazda′s market share in South Africa is the highest achieved by the brand anywhere in the world.

Managers of mature or established brands have received little guidance regarding the strategic and tactical decisions they must make to keep their brands healthy. By focusing on how existing consumers perceive, choose, and use brands, this paper suggests how managers can generate and prioritize strategic and tactical opportunities for revitalizing their brands. Specific recommendations are presented as to how these strategies can be successfully implemented by brands with differing levels of market share and resources.

The Birth of Brands A hundred years ago there were no brands to revitalize … because there were no brands. Market leverage was held securely by wholesalers, who determined what retailers should sell and what and how much manufacturers should produce. There was little difference between the various manufacturers and producers of soap, coffee, rice, or any other product. One manufacturer's product could easily be substituted for another's, not because they were all equally good but because they were all equally inconsistent.

The purpose of this paper is to investigate the moderating roles of brand name attitude and product expertise on the impact of different corporate rebranding strategies on consumer brand preference. Rebranding strategies include evolutionary and revolutionary rebranding strategies, while brand name attitude is consumer attitude towards a firm's original brand name and consumer product expertise refers to the consumer knowledge related to the brand's product or service.

A 2×2 factorial experimental design is used to examine the proposed hypotheses. In total, 220 undergraduates from a public university in Taipei of Taiwan participate in the experiment.

The findings indicate that given brand repositioning is preferable, the use of evolutionary rebranding strategies is superior in enhancing consumer brand preference in the case of pleasant original brand name attitude, while the use of revolutionary strategies is superior when consumers hold less pleasant attitude. In addition, expert consumers show similar responses towards the two rebranding strategies, whereas evolutionary strategies seem to be more effective than revolutionary ones in enhancing consumer brand preferences in the case of novice consumers.

A convenient sampling method was employed and undergraduate students were the research subjects. Besides, a fictitious brand was used in the experiment design. As a result, the generalisability and applicability of the current research findings should be considered and carried out with cautions.

The findings of the research provide empirical understanding on the use of rebranding strategies to generate higher levels of brand preference under contingencies, thus helping brand managers apply a more appropriate type of rebranding strategies when necessary.

The current study is the preliminary causal-oriented work to provide guidance with appropriate rebranding strategies under the contingencies of consumers’ original brand name attitude and product expertise.

The subject areas are marketing management and brand management.

The study is applicable to post-graduate brand management course and post-graduate marketing management course.

In December 2015, Justine Cullinan, station manager of 5FM – a commercial, national music-radio station – reviewed the listenership and revenue figures for the year. When she took over as station manager in October 2014, 5FM had been through a three-year period of sharply declining listenership and revenue. Since then, by growing 5FM’s online community and adjusting the station’s overall strategy, the tide of decline had slowed. 5FM’s limited marketing budget prevented it from attracting listeners through traditional marketing avenues. Cullinan wondered how she could grow audiences and revenue and forge a new way for radio to benchmark success in a world where online communities were ever more important.

At the end of this case, students will understand the following concepts: brand awareness; brand promise; brand communication; and brand revitalisation strategies.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS: 8: Marketing

Scholars have repeatedly concluded that heritage is a significant value driver for luxury brands (Riley et al., 2004; Fionda and Moore, 2009; Wuestefeld et al., 2012; DeFanti et al., 2014; Ardelet et al., 2015; Dion and Borraz, 2015; Dion and Mazzalovo, 2016). However, little is known on how consumers of different age group make sense of heritage luxury. The purpose of this paper is to investigate how consumers of different age groups make sense of heritage luxury brands (HLBs).

To achieve this, semi-structured, one-on-one, face-to-face interviews were conducted with 21 consumers of HLBs who fell into one of three age groups: Emerging adults (18 to 25 years), middle-aged adults (33 to 40 years) and older adults (67 to 74 years old).

The findings of this paper explored the different perceptions of the dimension of heritage in relation to luxury among consumers of different age groups. This paper focuses on the pioneering contributions of Urde, Greyser and Balmer (2007) in defining the dimensions of heritage brands. Although the dimensions of heritage brands defined by Urde et al. (2007) were useful as a starting point, differing perceptions among consumers of different age groups emerged which need to be considered. Findings of this study showed that consumers of all three age groups revealed three characteristics of HLBs. These are timelessness, quality craftsmanship and prestige. The durability and lasting appeal of HLBs was attributed to their high-quality craftsmanship. Quality craftsmanship, recognizability and price contributed to the perceived prestige value of HLBs. It was apparent throughout this study that HLB items helped participants feel connected to others, including their mothers or more remote forebears, their contemporaries and their descendants.

The author aims to understand the interplay between heritage and luxury, to understand how luxury brand consumers of different age groups are influenced by the heritage dimension. The relation between luxury and heritage becomes particularly intriguing when we consider how it affects the perceptions of consumers of different age groups.