Search results

As staff are vital to successful re‐branding, particularly in the charity sector where restricted budgets limit reliance on external marketing, it is important to understand the impact of re‐branding on staff. This study aims to examine the effect of time on staff knowledge, attitudes and behaviour and, in addition, the interaction of time with seniority, tenure and level of support for re‐branding.

The paper first explores the literature from both the for‐profit and non‐profit sectors. A quantitative study was undertaken in nine leading, UK charities that had re‐branded two, three and four years ago; n=345. The data were analysed using one‐way and two‐way ANOVAs.

A negative relationship was found between time since re‐branding and the three constructs of knowledge, attitudes and behaviour. But this consistency was not mirrored by a consistency in the impact of interaction effects.

Re‐branding is not a one‐off event. To sustain its benefits, organizations need to re‐visit its outcomes on a regular basis to ensure staff retain new knowledge, remain positively motivated and maintain their recently adapted behaviours over time.

Thought to be the first empirical paper to explore the effects of re‐branding over time. Furthermore, the findings contradict those from the extant literature that claim that organizational change requires a “settling in” period. By contrast these findings suggest that the positive effects of re‐branding are best felt in the immediate wake of re‐branding and thereafter fade over time.

This study seeks to empirically examine cultural alignment with new corporate brand values in the rebranding aftermath.

Focuses on a case study of a firm that recently underwent a corporate rebranding campaign. Analysis is based on data collected through 14 in‐depth interviews with senior managers, and questionnaire data from an intranet survey with the firm's employees.

The empirical findings highlight that despite the firm's internal communication initiatives, current staff attitudes and behaviours are not aligned with the new corporate brand priorities. Resistance to change appears to play an important role in this respect. Yet, interestingly, some divisions view the current culture as more aligned to the new corporate brand than others. Moreover, staff that have joined the firm after the rebranding exercise view the current culture as more aligned to the new corporate brand values than those who have been with the firm since before the launch of the new corporate brand.

A single case study but one which provides empirical insights that advance theoretical thinking in corporate re‐branding.

Managers should aim for organization‐wide buy‐in towards the new corporate brand values and address challenges involved in aligning subcultures with the requirements of the new corporate brand.

Very few papers have empirically studied the process of cultural alignment in corporate re‐branding. This paper is relevant to managers of organizations undertaking corporate re‐branding activities.

So, you have decided upon a new direction for your organization. You have a new strategy, a new mindset and a new bunch of executives ready and raring to go. What do you need to ensure success? Simple – a new name! It appears that, for many organizations today, the quickest and easiest way to transform yourself is to re‐brand. When Guinness merged with Grand Metropolitan it became Diageo, Bell Atlantic is now Verizon and Arthur Andersen is Accenture, to name but a few recent examples.

The purpose of this conceptual paper is to explore how Africa has been branded, and to suggest ways the continent could be re‐branded to attract both international and domestic investments.

An extensive review of literature that encapsulates branding, nation branding, place/destination branding, foreign direct investment and issues associated with investment opportunities in Africa was conducted towards exploring how Africa has been branded and could be re‐branded.

This paper finds that the extant literature is replete with publications that essentially associate Africa, as a brand, to poverty, underdevelopment, corruption, doom, pestilence and several other inauspicious features. Nonetheless, the article also shows that there are several existing virtues especially in the form of business opportunities in several sectors that could be accorded extensive publicity to espouse the continents' brand equity. These range from agriculture, to tourism, to real estate, to sports and several existing foreign direct investments already thriving in several parts of the continent. Hence, the suggestion for re‐branding Africa as a viable continent for global business transactions is strongly emphasised in the article.

This paper has a significant implication for positioning Africa as a relevant business partner in the global marketplace by echoing the extensive business opportunities that await both the indigenous and foreign investors in the continent.

The article espouses the brand equity of Africa as a continent and suggests avenues for constantly communicating the inherent virtues of the content to the world towards maintaining her rightful position in the international business community.

The purpose of this paper is to examine the controversy surrounding the 2006 extension of the Macy brand to the Marshall Field's stores. Initial reactions, as well as on‐going resistance, to the re‐branding provide a means of understanding of the strength of retail brand, how it is established and whether “symbols and traditions” may be separated from retail brand per se.

The effort of Federated Department Stores (later Macy's Inc.) to rebrand Marshall Field as Macy's offers a unique opportunity to understand retail brand. This paper relies on news accounts for a chronology of events leading up to and following the Marshall Field's re‐branding as Macy's. In addition, analysis of postings to the customer‐originated fieldsfanschicago blog is used to understand, from the consumer's viewpoint, how retail brand is formed and to consider the strength of retail brand.

The paper concludes that retail brand may be as strong as product brand, that personal experience, as well as retailer‐controlled variables, is strongly associated with retail brand, and that retailer “symbols and traditions” are an integral component of retail brand.

This paper examines retail brand in the context of the extension of family brand. The use of blog posts permits a first‐hand account of how customers perceive retail brand and of how intense their attachment to such brands may be.

City branding has become a very popular activity all over the globe. In this paper the authors aim to show the importance of sports events in city re‐branding strategies, and how businesses take advantage of such opportunities to increase their incomes.

A new framework is presented that is based on four different alternatives for city re‐branding strategies based on sport events. These four re‐branding strategies are derived from two main dimensions: the locus of the sports event (local vs international) and the longevity of the sports event (one‐off vs continual).

Prospective hosts of mega or international sports events must ensure that people all over the world see their city as a leisure, tourism and consumption center and not just a sports arena. Conversely, when hosting medium or minor sports events, planners must aim for these sport events to increase residents' civic pride.

This conceptual paper demonstrates how city planners and decision makers can leverage their city image and its business sector's potential to earn from this event directly and indirectly, based on the aforesaid four re‐branding strategies: Mega sports events, International sports events, Medium sport events, and Minor sport events.

This article deals with four types of sports event strategies at the same time, whereas other investigations tend to deal with only a single type.

The motivation behind this research is to remedy a gap in the literature on the role of branding within small to medium‐sized not‐for‐profit organisations that are not part of the charity or voluntary sector.

To understand the role precisely, a qualitative study based on in‐depth interviews with not‐for‐profit small to medium‐sized enterprises (SMEs) was undertaken. The study identifies how these organisations develop their brands and the role that branding plays within such organisations. Two new models are presented to visually demonstrate the processes – a brand development matrix as a guide to the brand development decision process, and a focal model for the role of branding within not‐for‐profit SMEs.

Significantly, the study finds that employees play an important role as “ambassadors” of the brand. Forging links and working in partnerships were found to be exceptionally valuable in helping the organisations establish “a name” as well as raising awareness. Consequently, associations linked to the brand come from interactions that customers and other stakeholders have had with employees.

The study was qualitative and, therefore, more subjective in nature.

This study sought to explore how not‐for‐profit SMEs develop their brands to begin to remedy a gap in the current literature. The objectives of the study that the researchers set out to achieve have been aided by the development of two new models. The findings show evidence of similarities between the more conventional models of branding, whilst also revealing new findings not currently in the literature.

The horizon for not‐for‐profit organisations is changing. This has put increasing pressure on such organisations to establish “a name” for themselves. Although a considerable amount has been published on the role of branding in large commercial organisations, the researchers believe this is the first study to explicitly explore the role of branding to not‐for‐profit SMEs (not part of the charity/voluntary sector).

The purpose of this paper is to examine the re‐branding of much management education and development under the heading of leadership and to identify the dangers this may bring particularly if it results in key management skills being neglected.

The authors use their extensive background in management education and development in the UK and abroad to consider the implications of the increasing emphasis on leadership as opposed to management education and development. Recent trends are identified as is both the distinction between and overlap between the terms leadership and management. Relevant literature is examined and the potential dangers of the re‐branding process identified

Increasing use is being made of the term leadership. Whilst there is considerable overlap between the concepts of leadership and management, the market appeal to providers and users of qualification and short course programmes implies that leadership is a higher level of organisational activity than management. This may be an unrealistic view of organisational activity and ignores the concept of strategic management. However, it may create a market pressure for people to aspire to be leaders rather than managers. Four specific potential dangers are identified. These are the lack of emphasis on the need to match people to situations, a failure to distinguish between process and task leadership, the general lack of obvious pathways for people to become leaders rather than managers and neglect of the development of critical managerial skills. Whilst much useful work may take place under the title leadership there is also the overall danger that some of the activity is superficial and even counter‐productive.

The paper is a timely and necessary counter‐balance to the bandwagon effect of the use of the term “leadership” in the generic area of management education and development. It encourages readers to examine carefully what is covered under leadership activities and the extent to which these meet real as opposed to status needs.

The purpose of this study is to focus on movie tourism, specifically on the “Montalbano effect”, which has seen increments in tourist visits to Sicilian sites featuring in the episodes of the popular TV series. It explores the concepts of genre and evaluative language in websites offering Montalbano tours in Sicily in an interdisciplinary perspective, aiming to combine insights from Tourism and Linguistics to analyse the phenomenon.

The language of two corpora, one consisting of sites offering traditional Sicilian tours and another of sites devoted to Montalbano, is analysed in terms of genre and evaluative language.

The study shows an emerging genre and genre hybridity that, it is suggested, are in response to market trends and may represent beginnings of a re-branding of Sicily as a tourist destination, away from past negative stereotypes associating the island with organised crime.

The interdisciplinary aspect of the study represents a significant step towards a wider involvement of different disciplines in understanding an important social phenomenon.

It is an unfortunate and sometimes entirely avoidable prospect that very successful companies can suffer self-inflicted reputational harm due to poor corporate executive decision making. One contemporary example is seen with the once popular and rapidly growing pizza chain, Papa John’s as the company has been facing an uphill battle to recover its reputational standing following recent scandal. This article examines the recovery process and the very specific complications with the company itself.

This is a case study approach examining corporate reputational recovery using a four-pronged turnaround model of replacing the leadership, restructuring the organization, redeveloping the strategy, and re-branding the product.

While the four pronged approach of replace, restructure, redevelop, and re-brand, appears to be a model that can work across industries, there are some challenges depending on corporate specifics. The major challenge with Papa John’s seems to be in the ongoing connection to the founder with related problems dealing with the legacy of the corporate culture. After all, it is very difficult to move beyond reputational damage for a company still bearing the name of the corporate executive who had been the source of the scandal as well as a company that is largely intact structurally.

This article examines the corporate recovery process for Papa Johns Pizza using a four step model for corporate recovery. The new four pronged approach centers on replacement of the corporate leadership, restructure of the organization, redevelopment of strategy and the re-branding of the product. Papa Johns continues to struggle to regain traction following public relations stumbles in 2017 and 2018 and the four pronged corporate recovery model serves as a valuable analytical tool to examine the impact and effectiveness of their efforts thus far as well as their future prospects.