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The Rush for Corporate Rebranding in India: Rejuvenation with a Rationale

or Irrational Exuberance?

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 The Rush for Corporate Rebranding in India:
Rejuvenation with a Rationale or
Irrational Exuberance?
A Shivakanth Shetty*

The brand rejuvenation and innovation has become an imperative for many companies because of the factors
like the vibrancy of the consumer choices and preferences, limited life cycle of the brands, inherent risks,
uncertainties involved in the promotion of new brands and the ever present dangers of brand erosion and fatigue.
Hence, the paper intends to probe the rationale behind such makeover and the crucial factors which play a major
role in the determination of success and failure in the brand rejuvenation efforts in the context of Indian corporate
in particular and global companies in general.

Introduction
It is a widely known fact that the need for continuous brand innovation and reinvention
stems from the threats of rapid pace of change and intense competitive pressure in both
domestic and overseas markets. Given the vibrancy in the consumer preferences and
choices as well as uncertain business fortunes, the brand rejuvenation has almost become
a survival imperative to avoid the tragedy of brand erosion. In the words of Aaker (1991)
ever increasing costs and inherent risks involved in the promotion and launch of new
brands and limited life cycle of brands have pushed the need for rapid brand rejuvenation.
As a result, India Inc. has witnessed a series of brand renewals, refreshments, brand
makeover, renaming, repositioning and rejuvenation efforts hoping to preserve and
enhance their brand equity and reach out to the new customers in both domestic and
overseas markets. But in their mad rush for rejuvenation, it is surprising to note that the
companies have been resorting to such urgent makeovers without honoring the emotional
attachment and brand equity heritage with the existing and old customers. Empirical
studies conducted across the world show that the brand rejuvenation efforts have not been
an easy task and corporate history is studded with spectacular failures of rebranding of
corporate. Hence, the purpose of the paper is to probe and focus on the reasons and factors
behind the spectacular failures of the global rebranding efforts and weed out the lessons
and implications for the Indian companies which sometimes resort to rejuvenation without
rationale. The paper also intends to ascertain the issues and challenges before the Indian
companies and also aims to offer suggestions for successful rebranding without sacrificing the
much coveted and hard-earned brand heritage and equity.

Brand Rejuvenation: Literature Overview

This section of the paper makes an attempt to probe and interpret the literature that
encompasses the nature, historical antecedents, motives, processes and ramifications of
brand rejuvenation in global and Indian context. It is very strange that brand
* Associate Professor, IFIM Business School 560100, Bangalore, India. E-mail: shivakanth.a@ifimbschool.com

The Rush
© 2011 for
IUP Corporate
. All Rebranding in India: Rejuvenation with a Rationale or Irrational Exuberance?
Rights Reserved. 53
repositioning has received a very little attention in the contemporary marketing literature
and most of the time has been equated as the variation of brand positioning. For example,
researchers like Biel (1993) have termed it as an act of building or rebuilding an image
for an old brand. Ries and Trout (1987) opined that the brand rejuvenation relates to the
management of customers perceptions and emotions related with the brand. Keller (1993)
believes that brand rejuvenation is all about positioning more focus on brand associations
by controlling the consumer perceptions and highlighting the differentiations of the
brand from its rivals. Aaker and Shansby (1982) believe that brand rejuvenation has a
strategic angle and it is like selecting those brand associations which are to be build upon
and emphasized and those brand associations which are to be removed and de-emphasized.
Kapferer (1997) emphasizes that brand rejuvenation will be commonly stemmed or
triggered by the underperformance of the brands. In the opinion of Day (1999) the
corporate will be tempted to go for brand rejuvenation because of two fundamental forces
affecting the companies. One is internal forces having inward focus and external forces
changing because of dynamic markets, technology and competition altering the company’s
position in both domestic and international markets. Downs and Haynes (1984) opine
that the companies find the need for brand rejuvenation when they find a huge gap
between the company’s and consumers perceptions of a brand. Srivastava et al. (1998)
argue that the companies go for brand rejuvenation whenever there is a big gap between
brand image and brand identity or whenever the brand positioning is not catering to the
needs of evolution of market forces or whenever its brand equity is threatened in the
domestic or international markets. Kohli and Jaworski (1990) have made a clear
distinction between the brand rejuvenation and crisis management. They make the
distinction by revealing that brand rejuvenation is not a turnaround strategy rather it aims
to create superior value for customers, markets and profits for the producers. Kotler (1999)
suggests that the companies resort to brand rejuvenation not only for achieving the
strategic purposes but also to maintain or regain a competitive advantage in the domestic
and overseas markets and sometimes it may also be triggered by correcting the initial
positional errors committed by the companies.
Muzellec et al. (2003) and Muzellaec and Lambkin (2006) point out that companies
normally adopt the narrow approach to brand rejuvenation by just resorting to renaming,
reshaping the brand logo or color whereas, neglecting the structural factors which are
more crucial. They also admit that sometimes the need for brand rejuvenation comes from
the structural reforms induced by the series of mergers and acquisitions in both domestic
and international markets. Stuart and Muzellec (2004) argue that brand rejuvenation will
not be successful unless there is a clarity on the assessment of potential benefits, clarity
about the processes, participation of the stakeholders and sustained support for the
proposed changes. Ewing et al. (1995) in their study conducted on the rebranding efforts
of Mazda of South Africa, have found out that the immediate triggers for the brand
rejuvenation of Mazda emerged from the responsibility of being sensitive to the existing
customer base, developing a strong advertising and internal branding for the dealers
network. Schultz and Hatch (2003) in their study on LEGO group on corporate

54 The IUP Journal of Business Strategy, Vol. VIII, No. 3, 2011

rebranding have concluded that to make brand rejuvenation successful one needs to
maintain the cultural heritage and yet still achieve contemporary relevance in both
domestic and international markets.
Daly and Moloney (2004) in their study of Vodafone’s takeover of Eircell of Ireland and
subsequent rebranding of Eircell to Vodafone found that in a crucial phase of transition,
it is relatively safe to advertise both brands, i.e., Eircell and Vodafone in their promotional
activities, till the brand values, ethos and legacy of Eircell successfully passed on to the
new acquirer, i.e., Vodafone. But the Vodafone never forgot to include the Irish values in
the subsequent brand rejuvenation efforts. Finally, Merrilees (2005) in his study on
rebranding of Canadian Tire, has highlighted the role of qualitative and quantitative
market research and company intuition to guide a new brand vision and found that
successful brand rejuvenation demands effective stakeholder management with staff,
dealers, suppliers and management and advertising and other changes to the existing
marketing mix plays a crucial role in the successful brand rejuvenation. Keller (1993)
believes that the success of the brand rejuvenation can be measured with the degree of
alignment between the new brand identity and consumer’s brand knowledge defined as a
combination of brand awareness and brand image. Downs and Haynes (1984) mention
that the success of the brand rejuvenation can only be measured by consumers’ display of
awareness of the change and positive attitude towards the brand rejuvenation. Therefore,
all the above studies single out one fundamental fact that the rebranding or brand
rejuvenation is not only to be manifested in visible identities but also in the basic brand
principles, ethos, experiences and promises made to the customers in the long run.

Rejuvenation with a Rationale or Irrational Exuberance?

The recent spate of corporate rebranding initiatives in India have been triggered by
various factors like removing the negative connotations of the previous brand, moving the
brand towards upmarket, facing emergent situations, reaching out to the new customers,
making inroads to the new markets and escaping from the perennial problems like brand
amnesia and brand fatigue. Figure 1 ascertains the reasons for corporate rebranding
undertaken in India in recent years.
But changing visual identities like logo, brand name, color, brand mascot, taglines and
brand ambassadors will not achieve the desired results until there is fundamental change
in the overall brand strategy for a product or service. In the words of Muzellec and
Lambkin (2006), rebranding is not just introducing peripheral changes in the name, term,
symbol, and the design of the established brand, but also includes the crucial part of
developing a differentiated or new position in the minds of both stakeholders and
competitors. The series of corporate rebranding strategies in India (see Table 1) are
unfortunately more of such peripheral changes in visual identities, but fall short of
fundamental changes in the positioning, service, values and customers’ expectations. Table
1 reveals that much touted corporate rebranding initiatives are more of eye candies than
the much needed fundamental and structural shift in their brand ethos, values,
proposition and promises to the customers and stakeholders.

The Rush for Corporate Rebranding in India: Rejuvenation with a Rationale or Irrational Exuberance? 55
 Figure 1: Reasons for Brand Rejuvenation in Corporate India

Making Old
Brands New
(Godrej Group) Managing
Repositioning Brand
the Brand Perceptions
(Dalda) (Onida)

Expanding
Changing Brand Brand
Brand Elements Rejuvenation Awareness
(Canara Bank)
(Videocon)

New Uses that

Entering New
Revitalize Old
Markets
Brands
(Airtel) Improving (Lifebuoy)
Brand Image
(Mahindra &
Mahindra)

Table 1: Corporate Rebranding in Corporate India in Recent Years

Companies Old Logo New Logo
Bajaj Automobiles

Dabur

Airtel

Godrej

Shoppers Stop

Ceat

Videocon

Muruguppa Group

Reliance (ADAG)

Mahindra

Bank of Baroda

Canara Bank

Mantri Developers

UTV

56 The IUP Journal of Business Strategy, Vol. VIII, No. 3, 2011

Does Rebranding Actually Work? Lessons from Rebranding Failures
Rebranding and brand rejuvenation have been effectively used by the managers to
differentiate between their business and competition and as an opportunity to go after the
market they targeted. Some brand managers perceive that the brand rejuvenation is the
silver bullet through which they would like to solve all the maladies associated with the
brand. In reality, however, the peripheral changes in the visible signs of the brand might
not be a good solution, because brand is entirely about public perception. It is thus the
feelings and experiences shared by the public about the brand and the corporates have got
to fundamentally change the brand values, ethos and experiences of the brand. In other
words, corporates have to actually change their customers’ experience in making rebranding
effective. But corporate history is littered with spectacular rebranding failures and some of
them definitely offer crucial lessons for the Indian corporates who are unleashing a series
of rebranding efforts without bothering about the challenges ahead. Some of the global
rebranding failures which offer lessons to the Indian corporates are discussed below.

Abandonment of Brand Values

One common mistake visible across the global rebranding failures is of the abandonment
of the crucial brand values which are associated with the company since their inception.
Abandonment of the time tested and proven brand values may sound fashionable to the
new age management gurus, but more often they proved to be counterproductive. British
Airways opted for an ambitious and expensive rebranding exercise in 1996 and shed its
historical Union Jack colors on the tailfin of the planes by replacing a series of different
images representing a more international identity. This radical move of British Airways
was not only resented by the loyal base of customers but also encashed by its rivals like Sir
Richard Branson who promptly painted Union Jacks on its aircraft and even used the British
Airways former ‘Fly the Flag’ slogan.1 The miserable and expensive failure of British Airways
shows that a successful rebranding always involves overhauling a company’s goals, message,
and culture, and not just changing a name or logo. On the other hand, there are many such
cases of Indian corporates like Onida, Videocon, Godrej and others resorting to brand
rejuvenation and rebranding without fundamentally altering their brand values, ethos,
principles, services and promises to the customers. It is always desirable for the companies
to retain some core brand principles during brand rejuvenation process in order to build
connections between the initial brand images and revamped brand images.

Deviation from the Success Formula

Brand rejuvenation includes introducing radical changes to the brand’s logo, brand name,
image, marketing strategy and advertising themes. Most of the times these changes are
typically aimed at the repositioning of the brand to distance itself from certain negative
connotations that are attuned with the brand. But all these radical changes need not be
at the cost of company’s successful formula which has served the company over the years.
The rebranding case of MicroPro of 1980s should serve an alarming bell for the
1
http://brandfailures.blogspot.com/2007/04/rebranding-failures-british-airways.html

The Rush for Corporate Rebranding in India: Rejuvenation with a Rationale or Irrational Exuberance? 57
overambitious Indian corporates. In the later part of 1980s and the early part of 1990s
MicroPro was the market leader in word processing software product, ‘WordStar’. It was
heralded as one of the greatest milestones in the software development efforts ever made.
The unprecedented success of the ‘WordStar’ has brought a big success to MicroPro in terms
of both profits and popularity. The remarkable success of WordStar software made MicroPro
overambitious and later rebranded itself as ‘WordStar International’. But the newly branded
company was poorly positioned to compete with the integrated software companies like
Microsoft. Finally, the rebranding initiative proved to be a counterproductive to the
company and introduction of Microsoft Word led to its rapid decline. Hence, the lesson for
the Indian companies is that deviation from the age-old formulas may look and sound
fashionable but more often may prove to be counterproductive.

Over-Extension of the Brand

Aaker (1990) has opined that the brand extension always reduces the investment
required and improves the likelihood of the product’s success. Hence, no surprise that
many of the Indian companies have resorted to brand extension to leverage the brand
equity enjoyed by the mother brand. Though, brand extensions have their own share of
benefits they are not bereft of disadvantages as the brand becomes blurred in the minds of
consumers as the number of products associated with that brand increases over time. Romeo
(1991) in his study opines that poorly constructed brand extensions will definitely affect
both the family brand and the extension may be negatively impacted.
For example, Dalda was a big brand in India over the last 70 years and was basically
used as a cheaper substitute to the original ghee (clarified butter). Its positioning for poor
people was such a perfect match that any new cheaper brand for any product was loosely
equated, referred and compared with Dalda. In 2003, HUL sold it to the company called
Bunge. The growth of more health-conscious and emergence of wealthy middle-class
resulted in the declining revenues for Dalda and the new owner of the brand, Bunge
responded by introducing a new health-conscious brand Dalda Activ but could not find
much success in the market. Later Bunge tried to extend the Dalda brand to its oil business
and launched oils like sunflower, mustard, groundnut, soyabean, gingelly, etc. Bunge even
introduced a new logo, new look, new tagline and new positioning for this brand extension
of Dalda. But Bunge never achieved the big success it hoped to achieve through the brand
extension of Dalda.2 So the lesson is that Dalda never managed to come out of its image
of cheap substitute. Therefore, the above analysis proves that the brands which have been
a victim of their own persona cannot be suddenly put for image makeover to enter into
the new markets or to encash new opportunities as this entire process of rebranding
demands a complete structural change.
Being Scared of Logo
Many brand managers believe that the change in the logos of the company will signify the
change in values, principles, ethos and priorities towards the brand, but often they neglect
2
http://tmsbiz.com/marketing/dalda-revival-of-brand

58 The IUP Journal of Business Strategy, Vol. VIII, No. 3, 2011

the fact that changing a logo itself demands a tremendous investment in time, money and
emotions. If companies or corporates go for a change in logo without solid reasons and
strategic vision, it may prove to be the suicidal initiative for the companies resulting in
monumental waste of money, time and brand equity. The spectacular failure of Tommy
Hilfiger may offer certain lessons for the Indian corporates like Rasna Limited, Onida and
Videocon which suddenly went for a change in their logos without any solid reason and
strategic vision. Tommy Hilfiger which is one of the world’s best loved designer clothing
brands went for an ambitious rebranding effort in 2000 which was not so successful and
consequently its share price fell from a high of US$40 in early 2000 to US$11.62 at the
end of the year. The post-mortem of the rebranding exercise of Tommy Hilfiger revealed
that the toning down of its logo proved to be a disaster as the unique designing and
features of its earlier logo has made Tommy Hilfiger one of the most famous and sought
after brands in the world. When the logo disappeared or was toned down in attempting
to compete with successful high fashion brands such as Gucci and Prada, it made a
strategic mistake and brand ran into trouble. Stung by the failure of instant logo makeover,
Tommy Hilfiger is now focused on holistic brand management, than the peripheral image
makeover. Hence, it is high time that Indian corporates should mind that logos have got
their own brand equity and heritage which cannot be divested like machineries and raw
materials. The recent debates about the change of logo of Airtel, Videocon, Dabur, Bajaj
and Murugappa group in India manifests the danger of losing a string of loyal customers
and losing the X factor enjoyed by the logos of the brands. Though the peripheral changes
to the brands are relatively easy, the expected outcomes of the brand rejuvenation will be
delivered to the corporates when they successfully fulfill the promises they have made to
different stakeholders of the brand. Finally, a successful rebranding involves overhauling
a company’s goals, message and culture, but not just changing a name or logo.

Changing for the Sake of Change

It is common for business owners to think that a new corporate look will change the
perception of customers. Unfortunately, without actually offering something new, a fresh
logo, letterhead, signs and business cards will not achieve much if customers’ experience
was unremarkable, unsatisfied and disappointed. For example, government-owned Post
Office Group in Britain felt the need of new brand identity as it was diversifying into
various new businesses like logistics, customer call operations and other related business
opportunities. Consequently, Post Office Group has adopted a new brand name of
“Consignia” to express modern, meaningful and youthful feeling to the post office group
which was all set to diversify its business interests. But the sudden change in the brand
name has not gone too well with the important stakeholders like employees, customers,
suppliers, media and general public who were emotionally attached with the old brand.
The negative publicity created made it clear that rebranding of Post Office Group has
not created any positive image in the minds and perceptions of crucial stakeholders.
Moreover, faltering corporate performance of Post Office Group even emphasized that
the much touted and acclaimed rebranding was a total failure. So the lesson for the

The Rush for Corporate Rebranding in India: Rejuvenation with a Rationale or Irrational Exuberance? 59
Indian corporates is that it does not make sense to blindly go for rebranding exercise
as the rebranding exercise needs to be continued by sustained advertising campaign
involving all the crucial stakeholders of the organization.
Hiding Brand History
Some brands are not only classic and unique, but also carry a huge amount of brand
heritage and equity. But when brand managers experiment with these heritage brands
with a proven record of performance, often the results of rebranding have been
disastrous enough to force the brand managers to leave them unadulterated irrespective
of series of triggers for brand rejuvenation. For example, the organizers of London’s 2012
Olympics chose to put some more modernity into the time tested and much appreciated
Olympics logo. On their rebranding efforts the organizers have spent around
US$800,000 to make it simpler, distinct, youthful and buzzing with energy, but
unfortunately such a massive effort was met with resounding disapproval and even met
with lots of hostility across the world. Another example is of Pepsi’s periodical attempts
to redesign its logo which has been met with repeated rebukes and failures. 3 A few
lessons from Indian corporate history like Nirma’s unsuccessful attempt to leverage the
success of its detergent cake to its toilet soap market was a big failure irrespective of a
huge line of brand ambassadors and even more impressive advertising budget. Likewise,
Lifebuoy’s failure in leveraging its brand value to the premium segments of soaps also
reminds one and all that it is futile to hide your history and go for urgent makeover in
search of quick profits.
Confusion in Communicating the Change
It has been widely approved that branding is all about delivering messages to the target
market and rebranding efforts of companies should reach the target market. In this
regard, before a company goes for a rebranding exercise it should conduct objective
research and prepare a carefully planned strategy that caters to the interests of
stakeholders of the brand. Unfortunately many tend to ignore this basic step and
happily jump to advertisement development without bothering about the content,
timing and substance of the message. For example, Coco Pops decided to change their
name to Choco Krispies in the UK but this led to a national outrage over the name
change and a survey carried out on rebranding showed that 92% of consumers were
in favor of old name, i.e., Coco Pops. The name was changed back within a year despite
the ambitious and expensive rebranding drive. 4 Hence, the lesson for Indian
companies is that when rebranding becomes imperative out of various compulsions,
the crucial thing they need to do is that to reach out to their customers and deliver the
message with clarity and conviction. Otherwise, rebranding and brand rejuvenation will be
just a peripheral activity and result in the wastage of time, money, resources and bruised ego
of the brand managers and loss of revenue as well as market share for the corporates.
3
http://www.businessinsider.com/rebranding-failures-2010-3#london-may-have-won-the-bid-but-its-weird-olympic-
logo-has-everyone-up-in-arms-3
4
http://www.flintriver.co.uk/blog

60 The IUP Journal of Business Strategy, Vol. VIII, No. 3, 2011

Conclusion
Finally, it cannot be denied that corporates in general and Indian corporates in particular
feel that rebranding or brand rejuvenation is relatively easier way to retain the old
customers and attract the new customers than launching new brands in a turbulent
market. In this context, this paper intended to bridge the gap in the available literature
on the challenges of rebranding by citing various examples of rebranding failures across
the world. It is clear from the above analysis that brand rejuvenation or rebranding
extends beyond the visible changes in the logo, letterhead, brand mascot, tagline, changes
in the color and shape of brand logo, etc. The drive of brand rejuvenation has to be
soundly backed by research on target market, clarity in content and text of the message,
involvement of all the crucial stakeholders and commitment of top management to the
real changes in brand ethos, values and principles. The challenges before the Indian
corporates are to adhere and deliver the promised new quality and services, effectively
communicate and coordinate the structural changes to the crucial stakeholders of the
brand rejuvenation, differentiating products and services from competitors by leveraging
the advantages of rebranding, sustained and robust advertising campaign to champion the
cause of new identity and values, sustained backing of the top management and finally
sticking to the organization’s core values and principles as a guiding light in both internal
and external affairs of the organization. Finally, it is high time that the Indian corporates
should introspect themselves whether the benefits of rebranding are really worth when
compared to the inherent costs of rebranding and the quote of Harish Bijoor that “I do
believe when a logo change is undertaken, it is important not to forsake the larger interest
of today for the larger interest of tomorrow” summarizes the tendency of some of the
Indian corporates who are rushing for rejuvenation without a rationale. 

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62 The IUP Journal of Business Strategy, Vol. VIII, No. 3, 2011

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