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1 – 10 of over 1000Manoella Antonieta Ramos, Svante Andersson and Ulf Aagerup
This study describes how a multinational enterprise (MNE) gains acceptance after rebranding acquired brands from different countries among its internal and external stakeholders…
Abstract
Purpose
This study describes how a multinational enterprise (MNE) gains acceptance after rebranding acquired brands from different countries among its internal and external stakeholders and identifies factors that influence this process.
Design/methodology/approach
The study employed a single case-study approach, including 18 semi-structured in-depth interviews with employees of a firm involved in the rebranding process in six countries. The countries are Sweden, Germany, the United States, Brazil, Colombia and Mexico.
Findings
The findings reveal how the MNE integrated brands it acquired in different international markets into one overarching corporate brand. The study shows that in emerging countries, external legitimation (external implementation process, country profiles and customer buy-in) constitutes the most significant challenge. By contrast, in developed countries, internal legitimation (employee buy-in and internal implementation process) is more challenging.
Research limitations/implications
The study contributes to and extends the rebranding literature by using a legitimation lens to analyze the rebranding process. This lens shows how internal and external stakeholders are both crucial to successful rebranding. The study provides a comprehensive perspective of the process, identifies challenging factors and differentiates between their importance in emerging and developed countries.
Originality/value
To address the dearth of research on how firms legitimize a new brand in different national contexts, the study compares the rebranding process in multiple countries and discusses the factors influencing the rebranding process.
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Isaac Mensah and Yaw Brew
Product rebranding is increasingly popular, but brand managers are sceptical about its implications on brand loyalty (BL). Given the limited empirical literature on the subject…
Abstract
Purpose
Product rebranding is increasingly popular, but brand managers are sceptical about its implications on brand loyalty (BL). Given the limited empirical literature on the subject, this study examines the interrelational effect of brand attachment (BA), brand distinctiveness (BD) and consumer attitudes (CA) towards product rebranding on brand loyalty (BL).
Design/methodology/approach
The study adopted the quantitative survey design and used questionnaire to gather data from 349 consumers of rebranded water, alcoholic and non-alcoholic beverages. Structural equation modelling was used to analyse the data. This study integrates psychology theories into brand management research to propose and test a holistic model.
Findings
The study found a significant effect of BA on CA toward product rebranding, and CA toward product rebranding fully mediates the relationship between BA and BL. Furthermore, BD has a significant effect on BL, and further moderates the relationship between BA and BL.
Originality/value
This study offers a fresh theoretical foundation, conceptual clarity and understanding of how rebranding specific brand elements affect the attitudes and BL of consumers who are emotionally connected to a brand. This paper offers practical insights into the implication of product rebranding on CA, BD and BL. It reveals a holistic guidance to brand managers on how to use their unique knowledge about their consumers to create distinctive brands and emotional affection, passion and connections to their brands.
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Veronika Tarnovskaya and Galina Biedenbach
The purpose of this paper is to investigate the dynamic process of brand meaning creation by multiple stakeholders during corporate rebranding in the digital environment.
Abstract
Purpose
The purpose of this paper is to investigate the dynamic process of brand meaning creation by multiple stakeholders during corporate rebranding in the digital environment.
Design/methodology/approach
By applying a symbolic interactionist perspective, the case study analyses a failed corporate rebranding of Gap. A variety of narratives by managers, consumers, designers, and marketing professionals were captured by collecting qualitative data on Facebook, Twitter, and professional forums on the internet.
Findings
The study demonstrates that the process of brand meaning creation is affected by the complexity of brand meaning negotiation within and between different stakeholder groups. The findings illustrate that the polarisation of brand meanings, in which both antagonistic and supportive forms co-exist, has a determinable impact on the outcome of corporate rebranding.
Research limitations/implications
The study analyses one case of corporate rebranding failure with the focus being on the four key stakeholder groups. Future studies could examine multiple cases of successful and failed corporate rebranding, including a broader variety of internal and external stakeholders.
Practical implications
Marketing managers should engage multiple stakeholders proactively during the process of brand meaning creation. They are encouraged to learn from antagonistic incidents of brand meaning negotiation as well as to utilise opportunities arising during constructive episodes of brand meaning co-creation.
Originality/value
The study contributes to previous research by exploring how the process of brand meaning creation can trigger the collision of brand meanings, which lead to the failure of corporate rebranding.
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Angelina Nhat Hanh Le, Julian Ming Sung Cheng, Hadi Kuntjara and Christy Ting-Jun Lin
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Carolin Plewa, Vinh Lu and Roberta Veale
The purpose of this paper is to evaluate the response of members to a rebranding strategy implemented by a member‐owned organisation. More specifically, the authors examine the…
Abstract
Purpose
The purpose of this paper is to evaluate the response of members to a rebranding strategy implemented by a member‐owned organisation. More specifically, the authors examine the impact of rebranding awareness and attitude towards rebranding on the members' perceived value of their memberships, their satisfaction and, subsequently, their commitment to the organisation.
Design/methodology/approach
The research employed in‐depth interviews followed by a quantitative survey. Data were collected online from 264 current members of Dogs SA and data analysis employed SEM principles.
Findings
Findings demonstrate that the members' awareness of a rebranding attempt can significantly enhance perceived membership value, leading to increased levels of satisfaction. With both perceived value and satisfaction antecedents of membership commitment, the importance of such improvements cannot be underestimated.
Research limitations/implications
Despite a high response rate of 88 per cent, only ten per cent of the membership base was included in the initial sample. Limitations relate to the single context, a canine association, and single rebranding attempt examined in this paper. Only three outcome measures were included, namely membership value, satisfaction and commitment.
Practical implications
While non‐profit member‐owned organisations play an increasingly important role in our economic and social environment, participation rates are dropping in many such organisations. If they are to remain viable, the commitment of existing members must be improved. The study provides managers with important insight into a potentially powerful strategy to increase underpin membership dedication by means of satisfaction and enhanced perceived value.
Originality/value
This paper successfully integrates relationship marketing and rebranding literature domains, producing significant implications for non‐profit membership organisations.
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Laurent Muzellec and Mary Lambkin
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…
Abstract
Purpose
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.
Design/methodology/ approach
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.
Findings
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.
Research linitations/implications
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.
Practical implications
Managers are reminded that corporate rebranding needs to be managed holistically and supported by all stakeholders, with particular attention given to employees' reactions.
Originality/value
This paper is of value to anybody seeking to understand the rebranding phenomenon, including academics and business managers.
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Véronique Collange and Adrien Bonache
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Manto Gotsi and Constantine Andriopoulos
While the corporate rebranding momentum is accelerating, corporate decisions are not currently informed by strong theory and academic research in this area. To broaden the…
Abstract
Purpose
While the corporate rebranding momentum is accelerating, corporate decisions are not currently informed by strong theory and academic research in this area. To broaden the understanding, the purpose of this paper is to generate empirical insights into the key pitfalls in the corporate rebranding process.
Design/methodology/approach
An exploratory qualitative study included 14 personal semi‐structured in‐depth interviews with executives involved in the corporate rebranding of a leading telecommunications firm, and a review of relevant archival materials.
Findings
The analysis highlighted common reports of four key pitfalls in corporate rebranding. These are: disconnecting with the core; stakeholder myopia; emphasis on labels, not meanings; one company, one voice: the challenge of multiple identities.
Research limitations/implications
This presents a single case study but one which provides empirical insights that advance theoretical thinking in corporate rebranding, and highlights interesting avenues for further research.
Practical implications
This study highlights: the importance of marketing and organisational research in designing new corporate brands; the value of engaging staff in the rebranding process from a very early stage; the need to ensure that internal processes and systems encourage employees to endorse the new corporate brand values through their attitudes and behaviours.
Originality/value
Corporate rebranding campaigns are not only expensive exercises, but also critical for sustaining competitive advantage in light of changing corporate priorities. This is one of very few papers that provide insights on the pitfalls in the corporate rebranding process.
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Antonio S. Williams and Sungwook Son
Despite its growth, there has been a lack of investigation on how sport rebranding influences fans and their behaviors. This study sought to examine how a critical aspect of…
Abstract
Purpose
Despite its growth, there has been a lack of investigation on how sport rebranding influences fans and their behaviors. This study sought to examine how a critical aspect of rebranding – logo redesign – influences fans' attitudes toward a sport brand and intent to purchase merchandise bearing the rebranded logo. More specifically, we aim to investigate the influence of varying degrees of logo change and fan identification in relation to brand attitude and purchase intention.
Design/methodology/approach
An experimental design, 4 (degrees of logo change) × 2 (fan identification: low, high), was utilized with the sample of 277 participants. The current logo of the Ultimate Fighting Championship was redesigned into three fictitious rebranded logos as stimuli based on different rebranding types.
Findings
The results suggest that color change and revolutionary change generate the most negative attitudes from both high- and low-identified fans, and fan identification is not a significant factor influencing fan attitudes. Regarding purchase intention, low-identified fans are not significantly influenced by logo changes whereas highly identified fans showed similar response to their attitudes.
Originality/value
The findings advance the current body of knowledge on sport rebranding and fan behavior by demonstrating the effects of varying degrees of logo redesign and fan identification levels on brand attitude and purchase intention. Moreover, the current research has important implications for sport marketers on developing effective rebranding and logo redesign strategies.
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Bill Merrilees and Dale Miller
The paper aims to highlight the importance of corporate rebranding in branding practice, which is neglected in theoretical treatment, so an extended theory is to be developed.
Abstract
Purpose
The paper aims to highlight the importance of corporate rebranding in branding practice, which is neglected in theoretical treatment, so an extended theory is to be developed.
Design/methodology/approach
From the literature, the existing state of the theory of corporate rebranding is articulated. That theory is extended by the development of six principles and by case research. The principles are illustrated in the case of a Canadian leather goods retailer which has implemented a major corporate rebranding strategy. The paper demonstrates the value of organisational single case studies as a precursor to further research.
Findings
The single case enables a more in‐depth analysis of how branding principles were applied to corporate rebranding. All six principles were supported, indicating the need for maintaining core values and cultivating the brand, linking the existing brand with the revised brand, targeting new segments, getting stakeholder “buy‐in”, achieving alignment of brand elements and the importance of promotion in awareness building.
Originality/value
Although corporate rebranding is often used narrowly in practice as renaming, this paper redresses the limited attempts to build theory in this area of marketing. It attempts to build a more sophisticated and substantial theory of corporate rebranding.
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