Journal of Brand Management

, Volume 14, Issue 1, pp 82–95

Corporate re-branding: From normative models to knowledge management

Paper

DOI: 10.1057/palgrave.bm.2550029

Cite this article as:
Lomax, W. & Mador, M. J Brand Manag (2006) 14: 82. doi:10.1057/palgrave.bm.2550029

Abstract

Corporate re-branding has seen extensive activity in recent years, with many organisations treating a name change as a prerequisite to image transformation. But little in the public domain examines the experience of this costly process. This qualitative study examines seven UK-based organisations that have re-branded in the past five years. The sectors are diverse, ranging from energy to charity. Depth interviews conducted with senior managers captured their experiences of re-branding. The aim is to understand better the complex and infrequent process of re-naming, in order to help others undertaking a re-branding process. A normative approach is tested against the reality of the process. Key issue areas are identified for managers re-branding their organisations. A matrix-based typology is also developed, mapping changes in brand name against changes in brand values, which may be used to identify the branding choices being made. It is proposed that both strategic decision making and knowledge management perspectives offer useful insights into effective management of the process.

Keywords

corporate re-brandingknowledge management; brandingcorporate brandingstrategic managementintuition

Copyright information

© Palgrave Macmillan 2006

Authors and Affiliations

  1. 1.Kingston Business SchoolUK