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Issue Areas for Managers Engaged in Corporate Re-Branding

Issue Areas for Managers Engaged in Corporate Re-Branding

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Context 1
... research suggests a process based approach to re-branding organisations which addresses the more varied circumstances of organisations than Hankinson and Cowking's (1993) approach acknowledged. This approach defines key issue areas (Table 3) of concern to managers in the re- branding process. ...

Citations

... There are two factors that a company and organization implement rebranding, namely internal and external factors (Goi & Goi, 2011). The significant change in the structure of the business organization is a part of the internal factors (Lomax et al., 2002). ...
Article
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This paper explains how the process of rebranding the logo of the Directorate General of Taxes (DGT) of the Republic of Indonesia carried out by DGT public relations in shaping the image by displaying the cultural values of the Ministry of Finance. This is motivated by the lack of a comprehensive explanation of the process of rebranding the logo in previous studies. At DGT, logo rebranding is carried out because of the low level of the public’s trust in the DGT. Therefore, one of the strategies of the DGT public relations is the formation of an institutional image. This study uses a research method with a qualitativeapproach with data collection conducted by interviewing selected informants using purposive sampling techniques and source triangulation as a technique in testing the validity of the data. The results are analyzed using the Assessment, Communication and Analysis, Design, and Action planning model. The rebranding process was 1) describing the problem, 2) using all channels communication and objectives in delivering a new logo, 3) using professional consultants in planning that consist of research, strategy development, and implementation, 4) as well as carrying out plans, setting rules, and supervising all activities in the DGT’s rebranding process.Tulisan ini menjelaskan bagaimana proses rebranding logo Direktorat Jenderal Pajak (DJP) RI yang dilakukan oleh Humas DJP dalam membentuk citra dengan menampilkan nilainilai budaya organisasi Kemenkeu. Hal ini dilatarbelakangi oleh kurangnya penjelasan yang komprehensif terhadap proses rebranding logo pada studi-studi sebelumnya. Pada DJP, rebranding logo dilakukan karena rendahnya tingkat kepercayaan masyarakat terhadap DJP. Oleh karena itu, salah satu strategi Public Relations (PR) adalah dengan pembentukan citra institusi. Penelitian ini menggunakan metode penelitian dengan pendekatan kualitatif dengan pengumpulan data dilakukan dengan cara wawancarakepada informan terpilih menggunakan teknik purposive sampling dan triangulasi sumber sebagai teknik dalam uji keabsahan datanya. Hasilnya dianalisis menggunakan model perencanaan Assessment, Communication and Analysis, Design, dan Action. Proses rebranding yang dilakukan yaitu 1) menggambarkan masalah, 2) menggunakan semua saluran komunikasi dan tujuan dalam memberikan logo baru, 3) menggunakan konsultan profesional dalam perencanaan yang terdiri dari penelitian, pengembangan strategi, dan implementasi, 4) serta melaksanakan perencanaan, menetapkan aturan,dan melakukan pengawasan terhadap seluruh kegiatan pada proses rebranding Ditjen Pajak RI.
... Some authors have used case studies to develop a better understanding of the rebranding process, which can be applied in different industries and rebranding categories (Finney & Scherrebeck-Hansen, 2010;Muzellec & Lambkin, 2006). Most of these case studies focus on the drivers of rebranding, emphasizing which contexts have led to the need to change an already developed brand (Lindstrom & Andersen, 1999;Lomax, Mador, & Fitzhenry, 2002;Merrilees & Miller, 2008). Others, however, go further and also analyze rebranding enablers, barriers, and outcomes (Daly & Moloney, 2004;Davis & Dunn, 2002;Miller et al., 2014;Vallaster & de Chernatony, 2006), attitudes and staff (Hankinson et al., 2007). ...
Article
The purpose of this study is to understand the effects of the rebranding process on private label performance output, namely, on brand equity. More specifically, the study aims to investigate the performance of brand equity constructs (brand awareness, brand associations, perceived quality and brand loyalty) before and after the rebranding process. A questionnaire was administered to 466 shoppers, who put forth their perceptions, of the brand’s image, before and after the rebranding. When analyzed altogether, brand equity constructs have not suffered significant changes, meaning that previously existing brand equity had successfully been transferred onto the new brand; however, new brand equity was not created in the process. Consumers do still associate the private label brand image with its previous brand identity. Nevertheless, their ability to easily identify the various brand tiers was improved with the new image. Consumers associate the rebranded image with being “innovative” and “original” and describe the previous image as “inexpensive” and “trustworthy”. Brand awareness and loyalty are the factors that relate the most to consumers’ perceptions of the brand before its rebranding. This study contributes to the brand management literature by providing a new look into the under-researched problem of rebranding and brand equity, empirically validating the real-life market case.
... Finally, the conclusions and recommendations are provided. Lomax et al. (2002) inspected the seven UK based associations that have remarked in the previous five years. Corporate re-branding has seen broad movement as of late, with numerous associations regarding a name change as an essential to picture change. ...
Article
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Rebranding is an important strategy to improve customer satisfaction and confidence with an addition to an extensive business volume. This paper aims to investigate the impact of corporate rebranding on customer satisfaction in the selected study area. The objective was to attain a good understanding of customer satisfaction after rebranding. This paper develops a corporate rebranding framework in the context of the beverage industry. A practical case study in the beverage sector is piloted to check the practicability of the suggested methodology. This study sets out to recognize the impact of corporate rebranding (name, logo, slogan, color, and packaging) on customer satisfaction. Therefore, the study was conducted in three major cities of Pakistan namely Faisalabad, Lahore and Islamabad. A comprehensive well-structured questionnaire was used in the study area and data were collected from 300 conveniently selected customers. The results were analyzed through factor and regression analysis using SPSS software with five points Likert scale. The findings demonstrate that five dimensions of corporate rebranding positively effect on customer satisfaction. Furthermore, the results of this research suggest that companies should examine the impact of corporate rebranding first then enhance sustainable customer satisfaction. This study set the benchmark in corporate journals and differs from other studies with the inclusion of five variables at the same time which are Slogan, Logo, Name, Color and Packaging. This research facilitates those companies which fail to satisfy their customers. Adoption of rebranding strategies can reenergize the industries and set a strategic tool to satisfy their customers. Finally, the effectiveness of the proposed framework has been discussed by identifying the challenges faced by the beverage industries and suggests managerial implications for the industry.
... (Margulies, 1977;Stuart and Muzellec, 2004;Hood and Henderson, 2005;Merrilees and Miller, 2008 (Lomax, Mador and Fitzhenry, 2002;Stuart and Muzellec, 2004;Muzellec and Lambkin, 2006), b) 기존의 이미지가 낡 았다고 판단한 경우 (Gambles and Schuster, 2003;Stuart and Muzellec, 2004), c) 새로 운 비전, 방향, 전략 등 조직혁신이 이루어지는 경우 (Rosenthal, 2003;Causon, 2004;Stuart and Muzellec, 2004;Muzellec and M. Lambkin, 2006;Paganoni, 2012), d) 조직의 입지 변화 가 모색되는 경우 (Rosenthal, 2003;Causon, 2004) 등이 제시되고 있다. 외적 요인으로는 a) 경기침체, 시장경쟁지위의 변동 등 시장환경의 불안정성·변동 (Boyle, 2002;Kaikati and Kaikati, 2003;Stuart and Muzellec, 2004;Muzellec and Lambkin, 2006), b) 정부법제 도의 변동 (Stuart and Muzellec, 2004;Muzellec and Lambkin, 2006), c) 조직에 대한 외부인식 (Lomax et al., 2002;Stuart and Muzellec, 2004) ...
... , b) 기존의 이미지가 낡 았다고 판단한 경우 (Gambles and Schuster, 2003;Stuart and Muzellec, 2004), c) 새로 운 비전, 방향, 전략 등 조직혁신이 이루어지는 경우 (Rosenthal, 2003;Causon, 2004;Stuart and Muzellec, 2004;Muzellec and M. Lambkin, 2006;Paganoni, 2012), d) 조직의 입지 변화 가 모색되는 경우 (Rosenthal, 2003;Causon, 2004) 등이 제시되고 있다. 외적 요인으로는 a) 경기침체, 시장경쟁지위의 변동 등 시장환경의 불안정성·변동 (Boyle, 2002;Kaikati and Kaikati, 2003;Stuart and Muzellec, 2004;Muzellec and Lambkin, 2006), b) 정부법제 도의 변동 (Stuart and Muzellec, 2004;Muzellec and Lambkin, 2006), c) 조직에 대한 외부인식 (Lomax et al., 2002;Stuart and Muzellec, 2004) ...
Article
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This study aims to identify what the term, e-government, would implicate and to see whether it differs between those favoring the term and those not. The theoretical bases were taken from de Chernatony and Riley's brand multi-dimensionality thesis and a literature review of re-branding in the private sector. Using survey results from 64 members of the Korea Association of Public Administration whose research interests were in e-government and related areas, this research found that a supply-oriented side perspective to brand prevails with no significant difference between those favoring and those not. whereas the term, e-government, tended to be perceived as much multi-dimensional as de Chernatony and Riley would envision in the private sector. The study also revealed that internal as well as external rationales could be used to justify favoring or disfavoring the term. However, the research could find out that more of those favoring the term provided international currency along with generic terminological currency as rationales for favoring it, whereas more of those disfavoring the term listed, as rationales for changing it, transformation in e-government itself as well as technology advances. Implications of these founding were discussed. (Keywords) e-government, brand and re-branding, policy title [Preferred citation] Choi, Y. and Kim, D.-H. 2017. E-government: What's in the title?
... Both internal and external causes can trigger an organization to rebrand. Business structure changes (Lomax et al., 2002), new image requirement (Gambles and Schuster, 2003) and upgrading of a firm"s personality in the minds of stakeholders are some of the internal causes of rebranding. Among some of the external causes are external stakeholders" perception, competiveness, marketplace shifts and economic slowdown (Goi & Goi, 2011). ...
... However, revolutionary rebranding leads to the creation of an entirely new corporate brand name and major alterations to the position of the firm and marketing aesthetics (Muzellec and Lambkin, 2007). However, Lomax et al. (2002), based on name change and value change, presented a different approach to rebranding. They identified the four perspectives to rebranding as: changing the name as a result of ownership structural changes without changing the attributes and values; changing the attributes and values due to disparity between name and attributes; changing the name and values for a fresh start; and maintaining the name and attributes. ...
Article
Rebranding has become a popular topic to organizations, banks especially, in the past few years. The study sought to ascertain the impact of corporate rebranding on an organization " s image and performance. Factors that cause rebranding and the measures that organizations put in place to promote positive image and enhance performance after rebranding were also examined. Through convenient sampling technique, 114 respondents comprising of customers and employees from the Agricultural Development Bank, Sunyani branch were interviewed. The study revealed that, respondents (customers and employees) saw competition as the major cause of the bank " s identity change. They however had opposing views on the effect of the new identity of the bank on its image and performance. The employees observed that the bank " s performance had improved through new measures such as training and development, provision of logistics and deployment of new technologies, customers were unsatisfied with the branch " s performance because they felt that certain issues such as malfunctioning of the ATM, insufficient number of tellers, long transaction time and congestion in the banking hall had been ignored by the bank. Among other things, the study recommends that the bank increases resources to ensure better and quality service provision.
... internal and external causes. The internal factors may include a major change in the structure of business organization (Lomax et al, 2002); the requirement to craft a new brand image or personality (Gambles and Schuster, 2003); strategic changes as a result of a merger/acquisition/divestiture (Stuart and Muzellec, 2004). In addition, there could be several external factors that may influence corporate rebranding such as the nature of the competition, external stakeholders, macroeconomic situation, the regulatory environment and major shifts in the marketplace (Goi and Goi, 2011). ...
Article
In the present study, we intend to contribute to the rebranding literature by investigating: (a) the relative change in customer based brand equity (CBBE) of a brand before and post an evolutionary rebranding announcement; (b) the relative change in CBBE with respect to the market position of the brand (leader/follower) in case of evolutionary rebranding; and (c) the relative effect of a specific type of change in brand element (logo and/or slogan) on the consumer attitudes and CBBE. We use cue utilization theory and information integration theory along with rebranding literature to establish our hypotheses. We test our hypotheses using a 2 × 2 (with repeat measures) and a 2 × 3 full factorial design in succession. We find the CBBE of an established brand to diminish following rebranding news while that of a less-established brand to be enhanced. We also find a differential effect of the rebranding types on the consumer attitudes and CBBE that is subject to the relative brand position in the market. The academic implications of the study lie in the exploration of the effects of rebranding on consumers. The practitioner implications include suggestions for the effective use of rebranding as a strategy.
... Companies may rebrand as a tool to counter competition and maintain competitive advantage. The management of the organization can have concern over external perception of the organization and its activities thereby leading to a rebranding exercise (Lomax et al 2002). ...
Article
Full-text available
The purpose of this study is to investigate re-branding and its effects on consumer perceptions. Relevant theoretical data were critically reviewed, compared and contrasted as they relate to the topic of rebranding and consumer perceptions. A mixed research methodology was adopted hence the combination of questionnaires and interviews in the data collection process. The study used a sample size of thirty customer representatives and five staff members of a local bank which has recently rebranded. Data was gathered, recorded, analyzed and interpreted on the basis of the research objectives and research questions using the Statistical Package for social sciences (SPSS) software. The mean and standard deviations of the responses were 1.08 and 0.277 respectively which reflected respondents’ strong positive impression of the bank after it rebranded. Based on these and other results, the study therefore established that rebranding has positive effects on consumers’ perceptions and can be used as a marketing tool in order gain competitive advantage and has an impact on the financial performance of an organization. DOI: 10.5901/mjss.2014.v5n20p2582
... For rebranding process models, Muzellec and Lambkin (2004) suggested three phases: rebranding factors, rebranding goals, and rebranding process. Lomax, Mador, and Fitzhenry (2002) proposed a conceptual model of the rebranding process, which gives the big picture of strategic management issues of rebranding and emphasized the involvement of the stakeholder in rebranding to redevelop the brand. ...
... Part five concludes the study by discussing the findings that emerge in this study. Culled from Goi and Goi (2011) Whilst Goi and Goi's (2011) work and others (see Boyle, 2002;Lomax et al, 2002;Gambles & Schuster, 2003;Kaikati & Kaikati, 2003;Rosenthal, 2003;Causon, 2004;Stuart & Muzellec, 2004;Muzellec & Lambkin, 2006) give a broad understanding of the causes of corporate rebranding, there remains no logical epistemological understanding of the reasons these changes occur. Given this argument, an attempt is made in the next section to provide an epistemological logic that could further create an understanding of the reasons businesses engage in rebranding. ...
... Therefore, the Muzellec and Lambkin's (2006) model approximates the corporate rebranding phenomenon, but it lacks a theoretical backing that puts it in clearer perspective. [Lomax et al's (2002) working paper also addresses the need to know the cause of corporate rebranding and the purpose of the whole process. The model delves into the strategic management details of the process of rebranding. ...
... Van de Ven and Poole 2005).Lomax et al's (2002) model of rebranding does not address the sequence or succession of stages that rebranding involves. Rather, it focuses on the management of the process. It also fails to incorporate the causes of rebranding and to direct the process to a clear goal. Theoretically, it is baseless.Juntenen, Saraniemi & Jussila (2009), who would rather foc ...
Article
Full-text available
This paper seeks to create an epistemologically grounded understanding of the causes and process of corporate rebranding via the lens of the theory of evolution by natural selection. A review of the factors that trigger corporate rebranding, as reported in academic literature, is made. Following the review, a case is made for the absence of an epistemologically grounded understanding of why firms rebrand. Consequently, the theory of evolution by natural selection is brought forward as a platform for the development of a new model that explicates the causes and process of corporate rebranding. A new model anchored on the theory of evolution by natural selection, and a new definition of corporate rebranding is advanced. Essentially, the model offers epistemologically grounded reasons for ascendancy of corporate rebranding in the environment. This is a conceptual paper – meaning that the model suggested in this study is yet to be subjected to a serious empirical exercise. The review of literature indicates the absence of an epistemologically grounded understanding of the causes and process of corporate rebranding in the business environment. The pursuit of this exercise therefore makes this work original, unique and valuable.
... Part five concludes the study by discussing the findings that emerge in this study. Culled from Goi and Goi (2011) Whilst Goi and Goi's (2011) work and others (see Boyle, 2002;Lomax et al, 2002;Gambles & Schuster, 2003;Kaikati & Kaikati, 2003;Rosenthal, 2003;Causon, 2004;Stuart & Muzellec, 2004;Muzellec & Lambkin, 2006) give a broad understanding of the causes of corporate rebranding, there remains no logical epistemological understanding of the reasons these changes occur. Given this argument, an attempt is made in the next section to provide an epistemological logic that could further create an understanding of the reasons businesses engage in rebranding. ...
... Therefore, the Muzellec and Lambkin's (2006) model approximates the corporate rebranding phenomenon, but it lacks a theoretical backing that puts it in clearer perspective. [Lomax et al's (2002) working paper also addresses the need to know the cause of corporate rebranding and the purpose of the whole process. The model delves into the strategic management details of the process of rebranding. ...
... Van de Ven and Poole 2005).Lomax et al's (2002) model of rebranding does not address the sequence or succession of stages that rebranding involves. Rather, it focuses on the management of the process. It also fails to incorporate the causes of rebranding and to direct the process to a clear goal. Theoretically, it is baseless.Juntenen, Saraniemi & Jussila (2009), who would rather foc ...
Article
Purpose: This paper seeks to create an epistemologically grounded understanding of the causes and process of corporate rebranding via the lens of the theory of evolution by natural selection.Approach: A review of the factors that trigger corporate rebranding, as reported in academic literature, is made. Following the review, a case is made for the absence of an epistemologically grounded understanding of why firms rebrand. Consequently, the theory of evolution by natural selection is brought forward as a platform for the development of a new model that explicates the causes and process of corporate rebranding.Findings: A new model anchored on the theory of evolution by natural selection, and a new definition of corporate rebranding is advanced. Essentially, the model offers epistemologically grounded reasons for ascendancy of corporate rebranding in the environment.Limitations: This is a conceptual paper – meaning that the model suggested in this study is yet to be subjected to a serious empirical exercise.Originality: The review of literature indicates the absence of an epistemologically grounded understanding of the causes and process of corporate rebranding in the business environment. The pursuit of this exercise therefore makes this work original, unique and valuable.