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More than a PR job A case study in corporate rebranding

More than a PR job A case study in corporate rebranding Purpose – The purpose of this paper is to review a case study of a recent corporate rebranding initiative to examine how staff respond to changed values. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments. Findings – A couple of years ago, a telecommunications firm, TELCI, underwent a corporate rebranding initiative (pseudonyms will be used for company names to preserve anonymity). The firm had started out as a regional TELCOM, established by an energy company ENER. In its fourth year, the company acquired a leading internet provider, INT. After rapid development TELCOM floated a year later, with ENER retaining a majority share. Just before this happened, TELCOM had gone through the rebranding exercise that saw it become TELCI. After this series of changes, senior management believed they had come to rest on a brand that reflected its aim to be a leading player in the telecommunications, call centre and internet services sectors. Perhaps unsurprisingly, this belief did not quite match the reality. Practical implications – Managers should target organization‐wide buy‐in towards new brand values, and consider how they all address the organization's subcultures and resistance to change. Originality/value – The paper offers managers a rare empirical study of the process of cultural alignment in corporate re‐branding. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Direction Emerald Publishing

More than a PR job A case study in corporate rebranding

Strategic Direction , Volume 24 (8): 2 – Jun 20, 2008

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References (2)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0258-0543
DOI
10.1108/02580540810884610
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to review a case study of a recent corporate rebranding initiative to examine how staff respond to changed values. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments. Findings – A couple of years ago, a telecommunications firm, TELCI, underwent a corporate rebranding initiative (pseudonyms will be used for company names to preserve anonymity). The firm had started out as a regional TELCOM, established by an energy company ENER. In its fourth year, the company acquired a leading internet provider, INT. After rapid development TELCOM floated a year later, with ENER retaining a majority share. Just before this happened, TELCOM had gone through the rebranding exercise that saw it become TELCI. After this series of changes, senior management believed they had come to rest on a brand that reflected its aim to be a leading player in the telecommunications, call centre and internet services sectors. Perhaps unsurprisingly, this belief did not quite match the reality. Practical implications – Managers should target organization‐wide buy‐in towards new brand values, and consider how they all address the organization's subcultures and resistance to change. Originality/value – The paper offers managers a rare empirical study of the process of cultural alignment in corporate re‐branding.

Journal

Strategic DirectionEmerald Publishing

Published: Jun 20, 2008

Keywords: Corporate branding; Organizational culture; Strategic alignment; Change management; Employee attitudes; Employee behaviour

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