Corporate Rebranding and the Implications for Brand Architecture Management: The Case of Guinness (Diageo) Ireland

The interaction between corporate and product brands - the vertical links in brand architecture - is explored through the case study of Guinness Ireland Group/Diageo Ireland. The change in the corporate name from Guinness to Diageo was one of the first high profile cases of rebranding and reflects a deliberate strategy of separating the corporate brand from its product brands. This case reveals the complex problem of protecting corporate heritage while managing product and corporate brands to keep them aligned with contemporary market requirements. A dynamic brand building model is presented which simultaneously addresses the different audiences for the products and the corporate brand. The paper concludes that a new concept of 'business branding', distinct from 'consumer/product branding', may allow corporations to reconcile the need for both corporate accountability and risk limitation while maintaining an effective brand management programme. [ABSTRACT FROM AUTHOR] Copyright of Journal of Strategic Marketing is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts. Ref:- http://web.ebscohost.com/ehost/detail?sid=855c81f1-7377-4bba-8b1b7dc9660725c5%40sessionmgr104&vid=1&hid=125&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d #db=bth&AN=33945219

Understanding the pitfalls in the corporate rebranding process.

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 indepth 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. [ABSTRACT FROM AUTHOR] Ref:-

http://web.ebscohost.com/ehost/detail?sid=85895d68-a6ab-4dd6-bddc0957dd592ff8%40sessionmgr112&vid=1&hid=125&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d #db=bth&AN=26845517

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. [ABSTRACT FROM AUTHOR]

http://web.ebscohost.com/ehost/detail?sid=dbde94c0-50a5-4850-b097b02b243ccf6a%40sessionmgr110&vid=1&hid=125&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d #db=bth&AN=32795412

MANAGING CORPORATE REBRANDING

A brand is a valuable asset, communicating a clear set of values to its stakeholders. Rebranding, by definition changing that identity, must be seen as a serious strategic decision, requiring careful planning. Indeed, corporate rebranding - where sometimes a long-held brand name is discarded - would seem to challenge fundamental axioms of marketing. This paper views rebranding as a continuum, from revitalising a current brand, to a full name change involving alterations in brand values and promises. It outlines four approaches to renaming a corporate brand. It then presents a case history of Vodafone's external and internal communications strategy when rebranding Eircell to Vodafone. Finally, a corporate rebranding framework is proposed to help companies manage the rebranding process. [ABSTRACT FROM AUTHOR]

http://web.ebscohost.com/ehost/detail?sid=8b1f286c-128b-4efd-a8e30a5573b14578%40sessionmgr114&vid=1&hid=125&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3 d#db=bth&AN=18035111

Rebranding the robot.

Robotics scientists are counteracting a perceived negative fictional image of robots by re-imagining them as a new infant species. [ABSTRACT FROM AUTHOR]

http://web.ebscohost.com/ehost/detail?sid=141a5357-3311-4297-aa6331bf5b2c73f7%40sessionmgr114&vid=1&hid=125&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d #db=bth&AN=39763151