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Principles of corporate rebranding

Principles of corporate rebranding 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Marketing Emerald Publishing

Principles of corporate rebranding

European Journal of Marketing , Volume 42 (5/6): 16 – May 30, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0566
DOI
10.1108/03090560810862499
Publisher site
See Article on Publisher Site

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.

Journal

European Journal of MarketingEmerald Publishing

Published: May 30, 2008

Keywords: Brands; Corporate branding; Innovation; Case studies

References