Corporate Rebranding Research Articles

Effect of Logo Change on Brand Attitude: A Case Study of Mahindra at Nepal Electricity Authority

Rebranding, mainly through logo changes, has gained traction in the automobile industry as a response to evolving customer preferences. However, the impact of such corporate actions on brand attitude remains a complex and underexplored area. This study delves into corporate rebranding nuances, focusing on logo change and its effects on consumer brand attitude. Drawing from a theoretical framework, the study hypothesised that logo appropriateness, familiarity, and attractiveness positively influenced brand attitude. This study employed a descriptive and explanatory research design, focusing on Mahindra drivers of the Nepal Electricity Authority (NEA) as the target population. Data were collected through a primary survey using a structured questionnaire, resultingin 152 responses. The results, essential to brand managers and marketing professionals, revealed a positive influence of logo appropriateness and attractiveness on brand attitude. In contrast, logo familiarity did not significantly impact it. Overall, the findings underscore the importance of a well-designed logo that aligns with the brand's core values. Such a logo can significantly enhance consumer perceptions and foster positive relationships. Therefore, brand managers should prioritise logo design that resonates with their identity and values, particularly during rebranding efforts, to maintain a strong brand image among consumers.

Business failures in institutionally weak environments: An examination of Virgin Atlantic’s failed adventure in sub-saharan africa

In view of the paucity of scholarly work on how conditions in weak institutional environments at organizational founding can persist leading to eventual international joint ventures (IJVs), this paper utilizes the case of Virgin Nigeria Airways to illuminate our understanding of the subject. Based on semi-structured interviews, we developed a four-phase model that demonstrates the persistent interactions of internal and external factors. The four phases are as follows: pre-formation resource mobilization, formation and embryonic challenges, decoupling and rebranding, and phasing out. Phase 1 highlights political and non-political activities geared towards venture formation and resource mobilization. Phase 2 focuses on the decoupling of functional activities and the loss of legitimacy in response to changing political and economic conditions in the country. Phase 3 sheds light on triggers for corporate rebranding activities resulting from loss of identity and legitimacy. In Phase 4, we highlight the dispute with the government that typified and culminated in the airline's demise. We identify and examine the implications of these findings.

Corporate Rebranding Decision: XXX Insurance Customer Perspective

This study aims to examine the direct effect of corporate rebranding decision (CRD) on customer satisfaction directly and through awareness of rebranding and perceived value. Next, examine the role of perceived value in mediating the effect of awareness of rebranding on customer satisfaction. The grand theory used to support this research is relationship marketing (RM). The applied theories used are Corporate Rebranding Decision, Awareness to rebranding, Perceived Customer Value and Customer Satisfaction. This research is explanatory research with quantitative data approach. The sample in this study was part of the total sample, while the sampling technique used a purposive sampling technique, totaling 150 customers. This research data collection using a questionnaire using a Likert scale of five answer choices. The analytical technique used is the Structural Equation Model (SEM) with SMART PLS 3.3.3.

The Impact of Corporate Rebranding on Customer Perception: Evidence from the Textile Industry

The Impact of Corporate Rebranding on Customer Perception: Evidence from the Textile Industry

Talos Eyes Big Carbon Capture Role in the US and Beyond

The energy transition momentum currently sweeping through the oil patch has prompted corporate rebranding, heightened investment in renewables and a genuine sense of responsibility over the amount of harmful gases that industries release into the air. Beyond emission reductions, carbon capture and storage (CCS), viewed as a novelty by some just a few short decades ago, has leaped to the forefront of greenhouse-gas management solutions, with big players committing big money to projects aimed at ensnaring, transporting, and burying the waste deep underground. Last April, ExxonMobil unveiled plans for a $100-billion CCS hub for the Port of Houston. Dubbed the CCS Innovation Zone, it is expected to be a public-private partnership that will attract participation and funding from companies and government entities. In September, the supermajor went on a buying spree in the shallow-water US Gulf of Mexico (GOM) as part of federal Lease Sale 257. It was the apparent high bidder on 94 tracts to the tune of just under $15 million. While these are presently structured as hydrocarbon leases and the company has kept mum on its motivations, the move was almost certainly to gain access to coast acreage that could potentially serve as subsurface storage locations for the proposed Houston hub. Following the lease sale, Spanish operator Repsol said it had partnered with US independent Cox Oil to jointly explore CCS opportunities on the private operator’s shallow-water GOM acreage. Under the terms of the agreement, the consortium will share technical knowledge and resources to evaluate potential projects that would combine the offshore expertise and operations of Cox Oil with Repsol’s technical knowledge and global experience with CCS projects. Then there is Talos Energy. The Houston-based independent has jumped feet first into the CCS pool, announcing a pair of US-based projects with designs on making carbon capture a steady revenue contributor over the coming years. Early in 2021, the company evaluated various green businesses where it could make a difference—and a dollar—including carbon capture, but also wind and wave energy. At that time, CCS was more of a peripheral discussion, but as the company took a closer look it became apparent that its skill set and investment profile lined up best with a role in carbon capture. By April, the company was presented with the opportunity to propose a CCS solution solicited by the State of Texas’ General Land Office (GLO).

PERANCANGAN STRATEGI KREATIF REBRANDING PROGRAM SARJANA SISTEM INFORMASI DENGAN MENGGUNAKAN METODE ADDIE

Brand identity is a unique characteristic of a brand. Brand identity can be seen in the form of symbols, visuals, and physical representations that serve to make it easier for consumers to recognize a brand. Over the time, brand identity has become much more important and noticed. Therefore there is a demand for a brand to make changes. These changes were made to defend against extreme market developments. This process is known as rebranding, which will produce a reconstructed brand identity to compete in a new market. Corporate rebranding has become a common practice to adapt to changes in the micro and macro environment. With the increasing number of successful organizations after implementing corporate rebranding, it creates interest in the academic world, especially in universities. Therefore, the author emphasizes this application study to raise the topic of "Designing a Creative Rebranding Strategy for the Information Systems Bachelor Program". In this rebranding design stage, the research uses the ADDIE development method (Analyzing, Design, Development, Implementation, Evaluation). The output of this design will be used by Batam International University Information Systems Bachelor Program on youtube and instagram. With the implementation of this design, it will provide an identity that can reflect the new characteristics of the Batam International University Information Systems Bachelor Program.

The Effect of Corporate Re-branding on Purchase Intention through The Brand Image of PT Pelita Air Service

PT Pelita Air Service or PT PAS is a subsidiary of PT Pertamina (Persero) in aviation. In 2018, PT PAS changed its company logo. It is one of the corporate re-branding strategies that aimed to create a good brand image to increase the various services' purchase intention. This study aims to determine the effect of corporate re-branding on purchase intention through the brand image of PT PAS. This study used a quantitative associative approach with the survey method. Based on the sampling method, namely purposive sampling, the survey was performed on 97 respondents who knew about PT PAS. The results showed a direct and significant impact between corporate re-branding on purchase intention through the brand image of PT PAS with 0.375. Meanwhile, the direct effect of corporate re-branding on purchase intention is -0.083. Brand image becomes a mediator between corporate re-branding in increasing its influence on purchase intention. This research is expected to be a reference for PT PAS in evaluating its corporate re-branding strategy to form a better brand image and subsequently increase purchase intention for the services it offers.

PENGARUH SERVICE QUALITY, BRAND IMAGE, BRAND EQUITY DAN CORPORATE REBRANDING TERHADAP KEPUASAN DAN LOYALITAS PELANGGAN PADA TRANSMART INDONESIA

This study analyzes the effect of service quality, brand image, brand equity, and corporate rebranding on customer satisfaction and loyalty of Transmart. The sample consisted of 200 respondents taken using the random sampling technique. Data were analyzed using Structural Equation Modeling. The results prove that service quality, brand image, and brand equity affect customer satisfaction and loyalty of Transmart. Corporate rebranding has a direct effect on customer satisfaction but does not affect the customer loyalty of Transmart.
 Keywords: brand equity, brand image, corporate rebranding, service quality

Corporate rebranding: An internal perspective

Corporate rebranding that modifies logos, tagline and the corporate brand name is common among practitioners. Available literature reports the success of corporate rebranding by the response and perception of external stakeholders but there is little reflection of the internal perspective. Employees however represent the brand values and fulfil the corporate brand promise. To fill this gap a multiple case study approach was adopted, and semi-structured in-depth interviews were conducted followed by thematic analysis of the data. Findings of the study emphasized upon the role of rebranding communication by leadership in facilitating changes to the corporate brand, resulting in employee buy-in. This important contribution to the literature will also help managers achieve employee buy-in to strategic changes in the organisation especially post Brexit. Further research is recommended to measure existing levels of employee engagement and corporate brand identification that will support post rebranding employee buy-in.

Engineering Communications and Cultural Symbols for Corporate Rebranding – A Case Study on the Development of the “MetLife Way” in Japan

Following a recent acquisition and integration of Alico, one of the strongest non-Japanese insurers operating in the Japanese market, MetLife announced in 2014 that it would change its corporate name from MetLife Alico to MetLife Japan. The rebranding exercise would mean much more than a simple change of names – it led to infer an implicit change of culture, work style and user interactions. While this change did not seem to mean much to policy holders in Japan, whose premiums were well secured by legal bindings, it meant a lot to employees – especially ex-Alico employees, who were starting to feel somewhat left out by the rebranding initiative. This paper monitors the cultural transformation process which occurred at MetLife Japan between 2014 and 2015 and focuses on the internal communications process, in order to illustrate the various phases of change and the impact of corporate actions on employee engagement. Furthermore, the authors observed and monitored the various stages of the “MetLife Way†development in Japan and have collected insights on corporate transformation phenomena at the time of business rebranding.

Factors Determining Corporate Rebranding In Services Sector – A Study With Reference To Chennai

Corporate rebranding is a strategic decision of brand management that has been implemented to cope with the changing of market situation, growing target market, or challenging competitive environment. The organizations, especially in the service industry, that implemented the rebranding strategy could be success or fail. Basically services have many characteristics that different from products, e.g., service intangibility, service heterogeneity, and consumer-employee participation in service processes, therefore the corporate rebranding in service industry is more difficult than that in product industry. Several academics believe that the service corporate rebranding will reward if the changes that occur not only be the apparent change, but also the changes on companies’ operations, which require the involvement of employees and its system .Service quality perceptions however; positively and significantly impact customer loyalty, and customer satisfaction significantly and positively impact on customer loyalty. It was recommended that, rebranded should avoid spending huge sums of money influence customer service quality perception and satisfaction

The impact of corporate rebranding on brand equity and firm performance

The impact of corporate rebranding on brand equity and firm performance

Investigating the impact of corporate rebranding on customer satisfaction: Empirical evidence from the beverage industry

Investigating the impact of corporate rebranding on customer satisfaction: Empirical evidence from the beverage industry

The Politics of Corporate Rebranding

Anthropology NewsVolume 60, Issue 2 p. e211-e214 March/April Online Content The Politics of Corporate Rebranding Kelly Alexander, Kelly AlexanderSearch for more papers by this author Kelly Alexander, Kelly AlexanderSearch for more papers by this author First published: 25 February 2020 https://doi.org/10.1111/AN.1132AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume60, Issue2Special Issue: From 1969 to 2019March/April 2019Pages e211-e214 RelatedInformation

Brand Rebranding, Brand Associations, Customer Satisfaction, Company Reputation dan Customer Loyalty

ABSTRACTThe purpose of this study was to determine the effect of corporate rebranding, on brand associations, customer satisfaction, company reputation and customer loyalty. The study was conducted at Jasindo Insurance Denpasar. The technique of collecting data uses a questionnaire to 100 customers of Jasindo Insurance Denpasar. Data were analyzed by Structure Equation Modeling data analysis with AMOS program. The results of the study show that there is corporate rebranding that has a positive and significant effect on brand associations, customer satisfaction and company reputation. Besides that there is also a positive and significant influence between corporate rebranding brand associations, customer satisfaction and the company's reputation for customer loyalty.

PDC CORPORATE REBRANDING PROCESS TO BE CUSTOMBANDUNG

The purposes of this research are to determine the stages of the corporate rebranding process of PDC to Custombandung. PDC is a custom merchandise business that provides various types of products that can be customized by consumers. The method used was descriptive qualitative. The techniques of collecting data used were the interview, observation, and literature study. According to the result of this research, Custombandung had done the corporate rebranding process well. First, the repositioning stage was done with changing the brand identity and expanding the market. Second, the renaming stage was done with changing the name from PDC to Custombandung. Third, the redesign stage was done by changing the visual elements, which were a logo, website, and social media appearance and packaging. Fourth, the relaunch stage was done for the internal stakeholders and the external stakeholders. This research concludes that the corporate rebranding process by Custombandung has been done well.

Corporate rebranding failure and brand meanings in the digital environment

PurposeThe 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/approachBy 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.FindingsThe 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/implicationsThe 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 implicationsMarketing 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/valueThe 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.

“This venue is brought to you by…”: the diffusion of sports and entertainment facility name sponsorship in urban Europe

ABSTRACTDrawing on a database of 193 football (soccer) grounds and 115 indoor arenas, as well as press releases and media reports associated with them, this study charts the diffusion of sporting and entertainment facility name sponsorship across metropolises, cities, towns, and smaller settlements in six European contexts. Our results show the emergence of naming rights deals in the 1990s, their peak in the mid-2000s, and the current situation with a steadier growth of name sponsorship. Thus far, the corporate re-branding of venues has remained less prevalent in Italy, Norway, and Scotland than in England and Wales, Finland, and above all Germany. In financing newly built venues, however, the corporatized landmark language in focus has become a practically invariable part of local growth, austerity and (re)branding policies. Despite voices of resistance in all regions studied here, pressure towards the corporate renaming of even hereditary, communally endorsed football stadiums is increasingly being felt by municipal and private-sector venue owners.

The effects of corporate rebranding on customer satisfaction and loyalty: Empirical evidence from the Ghanaian banking industry

The study examined whether or not the rebranding activities in the Ghanaian banking industry, had any influence on customers’ perception on service quality, their level of satisfaction and their le...

Do Corporate Name Changes Affect Share Price? An Event Studies Analysis of Corporate Rebranding on the NYSE

I conduct an event studies analysis of the effect of corporate name changes on short-term stock price movements for companies listed on the New York Stock Exchange. Using the NYSE Composite Index as a baseline for comparison, I find that changing corporate name has a small positive effect on share price over the subsequent thirty days.