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Marhendra, Anak Agung Ngurah Gede, Agung Eko Budiwaspada, and Sangayu Ketut Laksemi Nilotama. "PERANCANGAN IDENTITAS VISUAL REBRANDING CITRA PERUSAHAAN CEMARA CERAMICS (DESIGN OF CEMARA CERAMICS VISUAL REBRANDING IDENTITY)." Jurnal Seni dan Reka Rancang: Jurnal Ilmiah Magister Desain 4, no. 1 (August 1, 2021): 1. http://dx.doi.org/10.25105/jsrr.v4i1.10096.
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<p>Abstract Design of Cemara Ceramics Visual Rebranding Identity aims to produce a concept strategy and visual rebranding of the Cemara Ceramics company and produce a Cemara Ceramics rebranding visual identity design in order to encourage the creation of a new identity image. The method in this design uses a 5-stage Design Thinking approach, namely Empathize, Define, Ideate, Prototype and Test. The result achieved is the design of the new Cemara Ceramics corporate identity. With the use of the design thinking method in this research, various problems related to the company image of Cemara Ceramics can be found. The core problem obtained is how to design a strategy and concept of visual identity rebranding to encourage the creation of a new corporate image of Cemara Ceramics.</p><p>Keywords: visual rebranding identity, concept strategy, design thinking</p><p>Abstrak Perancangan Identitas Visual Rebranding Citra Perusahaan Cemara Ceramics ini bertujuan untuk menghasilkan strategi konsep dan visual rebranding perusahaan Cemara Ceramics serta menghasilkan rancangan identitas visual rebranding Cemara Ceramics dalam rangka mendorong terciptanya citra identitas yang baru. Metode dalam perancangan ini menggunakan pendekatan 5 tahapan Design Thinking yaitu Empathize, Define, Ideate, Prototype dan Test. Hasil yang dicapai yaitu rancangan corporate identity Cemara Ceramics yang baru. Dengan adanya penggunaan metode design thinking pada penelitian ini dapat menemukan berbagai permasalahan terkait citra perusahaan Cemara Ceramics. Permasalahan inti yang didapat yaitu mengenai bagaimana merancang strategi dan konsep identitas visual rebranding untuk mendorong terciptanya citra baru perusahaan Cemara Ceramics.</p><p>Kata kunci: identitas visual rebranding, strategi konsep dan visual, design thinking</p>
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Marhendra, Anak Agung Ngurah Gede, Agung Eko Budiwaspada, and Sangayu Ketut Laksemi Nilotama. "PERANCANGAN IDENTITAS VISUAL REBRANDING CITRA PERUSAHAAN CEMARA CERAMICS (Design of Cemara Ceramics' Visual Rebranding Identity)." Jurnal Seni dan Reka Rancang: Jurnal Ilmiah Magister Desain 4, no. 1 (August 1, 2021): 1. http://dx.doi.org/10.25105/jsrr.v4i1.9967.
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<p><strong><em>Abstract</em></strong></p><p><strong><em>Desig</em></strong><strong><em>n of Cemara Ceramics' Visual Rebranding Identity </em></strong><em>aim</em><em>s to produce a concept strategy and visual rebranding of the Cemara Ceramics company and produce a Cemara Ceramics rebranding visual identity design in order to encourage the creation of a new identity image. The</em></p><p><em>metho</em><em>d in this design uses a 5-stage Design Thinking approach, namely Empathize, Define,</em></p><p><em>Ideate</em><em>, Prototype and Test. The result achieved is the design of the new Cemara Ceramics corporate identity. With the use of the design thinking method in this research, various problems related to the company image of Cemara Ceramics can be found. The core problem obtained is how to design a strategy and concept of visual identity rebranding to encourage the creation of a new corporate image of Cemara Ceramics.</em></p><p><strong><em>Keywords</em></strong><em>: Visual Rebranding Identity, concept strategy, Design Thinking</em></p><p> </p><h1>Abstrak</h1><h3>Perancangan Identitas Visual Rebranding Citra Perusahaan Cemara Ceramics ini bertujuan</h3><p><em>untu</em><em>k menghasilkan strategi konsep dan visual rebranding perusahaan Cemara Ceramics serta menghasilkan rancangan identitas visual rebranding Cemara Ceramics dalam rangka mendorong terciptanya citra identitas yang baru. Metode dalam perancangan ini menggunakan pendekatan 5 tahapan Design Thinking yaitu Empathize, Define, Ideate, Prototype dan Test. Hasil yang dicapai yaitu rancangan corporate identity Cemara Ceramics yang baru. Dengan adanya penggunaan metode design thinking pada penelitian ini dapat menemukan berbagai permasalahan terkait citra perusahaan Cemara Ceramics. Permasalahan inti yang didapat yaitu mengenai bagaimana merancang strategi dan konsep identitas visual rebranding untuk mendorong terciptanya citra baru perusahaan Cemara Ceramics.</em></p><p><strong>Kat</strong><strong>a kunci: </strong><em>Identita</em><em>s Visual Rebranding</em>, <em>strateg</em><em>i konsep dan visual, Design Thinking</em></p>
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Noviardi, Febri, Andre Noevi Rahmanto, and Yulius Slamet. "Logo rebranding: Indonesian tax authority public relations strategy in forming organizational culture images." Informasi 50, no. 1 (August 4, 2020): 30–45. http://dx.doi.org/10.21831/informasi.v50i1.29594.
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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.
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Tannaz, Dhedana, and Lusia Savitri Setyo Utami. "Strategi Rebranding Citra pada Figur Publik (Studi pada Aktor Tio Pakusadewo)." Prologia 3, no. 2 (December 21, 2019): 498. http://dx.doi.org/10.24912/pr.v3i2.6397.
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Personal branding is certainly not a new thing. Even in the world of work and everyday life, personal branding is a way to build self-image in front of the general public, likewise with public figures. As a public figure, of course, they must build a positive image to the communities. This research titled is Image Rebranding Strategy on Public Figures (Study on Actor Tio Pakusadewo). This study aims to describe the image rebranding strategy carried out by Tio Pakusadewo. This research was conducted using qualitative with case study research methods. The results of this study indicate that the decision to rebrand Tio Pakusadewo is due to the case he experienced, which made his self-image negative.. The rebranding process consists of several stages, namely from the first stage of repositioning through changes his self-image. The second stage is redesign by changing his appearance style to make it look more polite. The final stage of the rebranding process is relaunching by doing the theater press conference ‘Untuk Ibu”.Personal branding memang bukan lagi hal yang baru. Di kehidupan sehari-hari bahkan dalam dunia pekerjaan, personal branding menjadi cara untuk membangun citra diri di hadapan khalayak umum. Begitupun dengan figur publik. Sebagai figur publik tentu saja harus membangun citra yang positif kepada masyarakat. Penelitian ini berjudul Strategi Rebranding Citra pada Figur Publik (Studi pada Aktor Tio Pakusadewo). Penelitian ini bertujuan untuk mendeskripsikan strategi rebranding citra yang dilakukan oleh Tio Pakusadewo. Penelitian ini dilakukan dengan menggunakan metode penelitian kualitatif studi kasus. Hasil penelitian ini menunjukan bahwa kebijakan melakukan rebranding terhadap Tio Pakusadewo dikarenakan kasus yang telah menimpanya sehingga membuat citranya menjadi buruk. Proses rebranding terdiri dari beberapa tahap yaitu dari tahap pertama repositioning melalui perubahan image dirinya di masyarakat. Tahap kedua yaitu redesign dengan mengubah gaya penampilannya agar terlihat lebih sopan. Tahap terakhir proses rebranding adalah relaunching dengan melakukan acara press conference teater ‘Untuk Ibu’.
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Williams, Antonio, Sungwook Son, Patrick Walsh, and Jin Park. "The Influence of Logo Change on Brand Loyalty and the Role of Attitude Toward Rebranding and Logo Evaluation." Sport Marketing Quarterly 30, no. 1 (March 2021): 69–81. http://dx.doi.org/10.32731/smq.301.032021.06.
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Despite sport rebranding becoming an emerging topic for both academia and industry, there has been a limited number of investigations on how sport rebranding influences sport fans. The aim of this study is to investigate how sport rebranding in the form of logo redesign influences fan loyalty. Through an experimental approach, the results indicate that attitude toward rebranding plays a significant role in fan response when sport rebranding occurs. Additional findings suggest that logo evaluation partially mediates the relationship between logo change and brand loyalty. This study makes significant contributions to the body of knowledge on sport rebranding by revealing how fans’ attitudes toward rebranding affects brand loyalty. The proposed model suggests directions for future sport rebranding research, and the paper provides implications for how sport marketers can use various rebranding strategies to improve rebranding outcomes and diminish negative responses from sport fans.
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Williams, Antonio, Sungwook Son, Patrick Walsh, and Jin Park. "The Influence of Logo Change on Brand Loyalty and the Role of Attitude Toward Rebranding and Logo Evaluation." Sport Marketing Quarterly 30, no. 1 (March 2021): 69–81. http://dx.doi.org/10.32731/smq.291.032021.06.
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Despite sport rebranding becoming an emerging topic for both academia and industry, there has been a limited number of investigations on how sport rebranding influences sport fans. The aim of this study is to investigate how sport rebranding in the form of logo redesign influences fan loyalty. Through an experimental approach, the results indicate that attitude toward rebranding plays a significant role in fan response when sport rebranding occurs. Additional findings suggest that logo evaluation partially mediates the relationship between logo change and brand loyalty. This study makes significant contributions to the body of knowledge on sport rebranding by revealing how fans’ attitudes toward rebranding affects brand loyalty. The proposed model suggests directions for future sport rebranding research, and the paper provides implications for how sport marketers can use various rebranding strategies to improve rebranding outcomes and diminish negative responses from sport fans.
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Sumiyati, Sumiyati, Euis Komalawati, and Angelika Rosma. "Strategi Public Relations Dalam Rebranding Bekasi Square Menjadi Revo Town." LUGAS Jurnal Komunikasi 3, no. 2 (December 31, 2019): 110–18. http://dx.doi.org/10.31334/lugas.v3i2.711.
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The main purpose of the research is to know how the Public Relations’ strategy of rebranding Bekasi Square for Revo Town. This research method used qualitative descriptive approach with a study case method. The technique of collecting data through in-depth interviews, documentation, and literature studies. Based on the research results, the rebranding stages’ strategy of Bekasi Square for Revo Town are carried out through four stages, namely fact-finding, planning-decision, communication-action, and evaluation. At the first stage, it is known the reason for rebranding Revo Town is the existence of fierce competition in the field of modern retail and to make repairs and rejuvenation of Revo Town. At the planning-decision stage there is a rebranding factor, namely the acquisition of Revo Town by Farpoint and the number of malls that grow and develop in Bekasi, the purpose of rebranding is to show Revo Town commitment and improve the quality. In the communication-action phase there is a rebranding process, namely repositioning where Revo Town further strengthens the Revo Town brand as a textile mall in Bekasi. Renaming Revo Town is by changing the name of Bekasi Square to Revo Town. Redesigning Revo Town includes changes to the logo that currently dominates using orange, and changes the Revo Town tagline to simply a place for togetherness and family quality time. Relaunching Revo Town was held by holding a press conference and distributing press releases. The evaluation stage in Revo Town rebranding is done every six months by giving a questionnaire to the tenants and visitors of Revo Town.
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Arif, Achmad Zainuri, Soedjarwo Soedjarwo, and Erny Roesminingsih. "Strategi Pemasaran Melalui Rebranding di SD Muhammadiyah 24 Surabaya." Didaktis: Jurnal Pendidikan dan Ilmu Pengetahuan 22, no. 1 (February 23, 2022): 29. http://dx.doi.org/10.30651/didaktis.v22i1.11147.
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ABSTRAKTujuan penelitian ini adalah untuk mendeskripsikan strategi rebranding yang dilakukan oleh SD Muhammadiyah 24 Ketintang Surabaya. Metode penelitian yang digunakan adalah menggunakan penelitian kualitatif melalui studi kasus di SD Muhammadiyah 24 Ketintang Surabaya. Teknik pengambilan data dengan menggunakan wawancara mendalam, observasi dan dokumentasi untuk memperoleh data. Proses keabsahan data melalui teknik triangulasi sumber data. Teknik analisis data melalui tiga tahap: data reduction, data display, dan conclusion drawing/verification. Hasil penelitian menunjukkan bahwa strategi rebranding yang telah dilakukan oleh SD Muhammadiyah 24 Ketintang Surabaya adalah sebagai berikut. Pertama, melakukan perubahan kepemimpinan melalui pergantian kepala sekolah dan restrukturisasi organisasi dengan membentuk wakil kepala sekolah dan Kepala Urusan (Kaur). Kedua, melakukan perubahan logo dan nama yang lebih sederhana dari sekolah berbasis karakter menjadi sekolah karakter. Ketiga, memperkuat brand sekolah karakter melalui perubahan nilai-nilai organisasi melalui 5 pilar DE BEST dan 6 Bintang karakter. Keempat, memperluas segmentasi market dari kelas menengah bawah menuju menengah atas.Kata Kunci: SD Muhammadiyah 24 Surabaya, Strategi Pemasaran, Rebranding.ABSTRACTThe purpose of this study was to describe the rebranding strategy carried out by SD Muhammadiyah 24 Ketintang Surabaya. The research method used is qualitative research through case studies at SD Muhammadiyah 24 Ketintang Surabaya. Data collection techniques using in-depth interviews, observation and documentation to obtain data. The process of data validity through triangulation techniques of data sources. The data analysis technique went through three stages: data reduction, data display, and conclusion drawing/verification. The results of the study indicate that the rebranding strategy that has been carried out by SD Muhammadiyah 24 Ketintang Surabaya is as follows. First, make changes in leadership through the change of principals and organizational restructuring by forming deputy principals and Heads of Affairs (Kaur). Second, make changes to a simpler logo and name from a character-based school to a character school. Third, strengthening the character school brand through changes in organizational values through the 5 pillars of DE BEST and 6 character stars. Fourth, expand market segmentation from the lower middle class to the upper middle class.Keywords: SD Muhammadiyah 24 Surabaya, Marketing Strategy, Rebranding.
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Rohmah, Hani Fatkhur, and Choirul Fajri. "Rebranding strategy PT. Indonesia Building Solutions Plant Cilacap in forming brand awareness." COMMICAST 3, no. 1 (November 23, 2021): 121–34. http://dx.doi.org/10.12928/commicast.v3i1.3773.
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The business world is increasingly showing developments with many new business actors appearing both on a small and large scale. The emergence of new business actors certainly has tightened business competition in the market so that it is not uncommon for businesses to close down because they do not have creative strategies to be able to compete. Rebranding is one of the strategies undertaken by business people to maintain their business. There are several factors that cause rebranding, such as changes in ownership, a brand that is starting to be forgotten, to a bad image in the eyes of the public, etc. Rebranding is tantamount to reshaping its brand awareness or public awareness of a new brand. PT. Indonesia Building Solutions is one of the companies that rebranded as a result of the acquisition by Semen Indonesia Group (SIG) of Holcim in January 2019. The acquisition process was followed by a change in all identities starting from the brand name, namely PT. Indonesia Building Solutions and the product name is dynamix. This research was conducted to determine how the rebranding strategy carried out by PT. SBI in forming brand awareness. The method used is descriptive qualitative by conducting direct research through interviews with related parties, documentation, field observations, and supporting data from the internet. Based on the research that has been done, PT. Indonesia Building Solutions rebranded with several stages, namely Repositioning, Renaming, Redesaigning, and Relaunching. With the implementation of these four stages, PT. Indonesia Building Solutions has achieved brand awareness at the brand recognition stage where there are still two more stages to be able to reach top of mind. The title of the research conducted by researchers is "The Rebranding Strategy of PT. Indonesia Building Solutions in Forming Brand Awareness "
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Sharron Sanjaya, Theresia. "Ruci's Joint Marketing Public Relations Strategy in Conducting and Communicating Rebranding to Increase Sales Value." Journal of Sosial Science 2, no. 1 (January 25, 2021): 79–85. http://dx.doi.org/10.46799/jsss.v2i1.85.
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This research is expected to provide clearer explanations to readers regarding the Strategy of Marketing Public Relations Ruci’s Joint conducting and communicating rebranding to increase sales value. The purpose of this research is to know Marketing Public Relations Ruci’s Joint’s Strategy in conducting and communicationg rebranding to increase sales value. The main theory used is Marketing Public Relations and the other supporting theories are brand, and rebranding. The method of insulation used is a qualitative descriptive method. Data collection thechniques are done by conducting in-depth interviews, and observations. The speakers in this study are form internal and external companies. The data obtained from the subject of this study are analyzed by data analysis techniques, while for the data trust techniques using source triangulation data.
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Shcherbak, Valeriia G., and Oleg O. Shevchenko. "UNIVERSITY REBRANDING AS AN EFFECTIVE TOOL OF COMPETITION." Management 31, no. 1 (September 17, 2020): 78–86. http://dx.doi.org/10.30857/2415-3206.2020.1.7.
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Introduction. Efficient functioning of educational organizations is impossible without scientifically grounded activity on creation and promotion of a brand of educational services rendered by them. The problem of increasing competitiveness in front of modern Ukrainian universities, which have faced in the last decade with a decrease in the number of applicants and the need, in this regard, to strengthen the branding of their capabilities in the market of educational services, is particularly acute.The research hypothesis. The creation and promotion of educational services of a modern university will be carried out effectively if the tools of rebranding educational services are used.Purpose of the article: development of the rebranding system as a component of the university development strategy, factors and tools, conditions of its implementation and evaluation of the efficiency of its use.The methodology of the study: methods of system, structural, situational approaches, survey methods, expert evaluation method, SWOT-analysis.Results. The developed concept of KNUTD rebranding allows to determine the main directions of KNUTD rebranding based on domestic and foreign experience and the basic directions of the university rebranding in modern conditions.Conclusions. The developed concept of KNUTD rebranding allows to determine the main directions of KNUTD rebranding based on domestic and foreign experience and the basic directions of the university rebranding in modern conditions.
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Friedman, Yury, Galina Rechko, and Ekaterina Loginova. "Economic rebranding and regional development strategy: Kuzbass model." Regionalnaya ekonomika. Yug Rossii, no. 1 (April 2018): 139–49. http://dx.doi.org/10.15688/re.volsu.2018.1.13.
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Allred, Anthony, Skyler King, and Clinton Amos. "The rebranding of VoiceStream to T-Mobile." CASE Journal 14, no. 6 (November 12, 2018): 635–47. http://dx.doi.org/10.1108/tcj-11-2017-0109.
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Synopsis VoiceStream was a strong brand within the digital wireless communications industry at the time CEO Robert Dodson led the company. It had a loyal following of customers and a strong reputation for value. Despite pushback from senior management, CEO Robert Dotson made the decision to undergo a rebranding strategy during a period of declining revenue and growth. As VoiceStream transitioned to T-Mobile, it had initial success, but faced the challenge of how to position the brand long term. Research methodology This case study was written with the historical background of a well-known company and traces key decisions made during the company’s rebranding transition. This case comes complete with insights from then current CEO, Robert Dotson. Relevant courses and levels This case is suitable for undergraduate and graduate courses in marketing, management or strategy, where students are studying brand management. Additionally, this case will be valuable for courses that include advanced branding strategies such as rebranding. This case could also be used for discussion in positioning and advertising techniques. This case includes, via in-depth interviews, critical strategic insights from CEO Robert Dotson. The case illustrates some of the major opportunities and threats associated with the VoiceStream/T-Mobile rebranding strategy.
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Deli, Deli, and Hendy. "PERANCANGAN STRATEGI KREATIF REBRANDING PROGRAM SARJANA SISTEM INFORMASI DENGAN MENGGUNAKAN METODE ADDIE." Jurnal Ilmiah Teknologi Infomasi Terapan 8, no. 1 (December 15, 2021): 78–84. http://dx.doi.org/10.33197/jitter.vol8.iss1.2021.724.
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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.
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Stuart, Helen. "Corporate branding and rebranding: an institutional logics perspective." Journal of Product & Brand Management 27, no. 1 (February 12, 2018): 96–100. http://dx.doi.org/10.1108/jpbm-05-2016-1198.
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Purpose The purpose of this paper is to demonstrate how the institutional logics framework adds a fresh perspective on corporate branding, particularly in times of organisational change and subsequent corporate rebranding. Design/methodology/approach The paper examines previous comprehensive approaches to corporate branding in the face of organisational transformation, applying institutional theory which adds to intelligence already developed regarding corporate branding and rebranding in this situation. Findings An understanding of the institutional logics framework provides insights into how corporate branding and rebranding in organisations is affected in an environment where the organisation simultaneously holds values and beliefs inherent to two or more competing institutional forms (Townley, 2002). Research limitations/implications Further research is required to develop a model which integrates institutional logics into previous approaches to corporate rebranding. Practical implications Consideration of the underlying institutional logics of an organisation and how organisational transformation results in competing institutional logics and institutional pluralism leads to profound thinking about branding and rebranding an organisation. Originality/value Although there are a number of studies which look at how to evolve the corporate brand in times of organisational transformation, the institutional logics approach has not yet been applied to this issue, except by the author.
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PUSHPALATHA, H., and M. CHANDRAN. "Factors Determining Corporate Rebranding In Services Sector – A Study With Reference To Chennai." Restaurant Business 118, no. 11 (November 15, 2019): 343–52. http://dx.doi.org/10.26643/rb.v118i11.10040.
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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
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Collange, Véronique, and Adrien Bonache. "Overcoming resistance to product rebranding." Journal of Product & Brand Management 24, no. 6 (September 21, 2015): 621–32. http://dx.doi.org/10.1108/jpbm-10-2014-0730.
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Purpose – The purpose of this article is to understand how and why consumers resist or accept product rebranding. It seeks to identify and to quantify the drivers of attitudes toward this marketing practice to guide marketing managers in the execution of an effective changeover. Design/methodology/approach – The research is conducted in three stages. First, a qualitative study is run among 45 consumers to identify variables that might influence attitudes toward product rebranding. Second, a review of literature on the emotion of surprise is carried out to specify the relationships between the variables previously identified and to formulate hypotheses. Third, a quantitative study is conducted among 480 consumers to test the hypotheses and to quantify the impact of each variable. Findings – Surprise impacts attitudes toward product rebranding through a three-way process (automatic, higher-order cognitive, higher-order affective): a direct negative effect, an indirect effect mediated by incomprehension about the reasons for the change and an indirect effect mediated by the negative emotions generated by the change. Moreover, trust in firms diminishes the negative effects of anger, fear and sadness on attitudes toward product rebranding. Research limitations/implications – The research offers a better understanding of processes involved in the building of consumer attitudes toward brand name change. However, it only constitutes a first step in the attempt to understand the phenomena. Practical implications – This practice of brand name change is increasingly popular, but marketing managers are skeptical about the best way to implement it. The paper provides a better understanding of consumer reactions to product rebranding, so that marketing managers can make better decisions. It reveals guidance for successful brand name changes. Originality/value – This paper is the first to propose and to test a comprehensive model of the mental processes involved in the building of consumer attitudes toward product rebranding.
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Lysytsia, N. M., T. I. Prytychenko, O. I. Kononenko, and A. O. Martynenko. "Theory and Practice of Organization Rebranding." Business Inform 9, no. 524 (2021): 250–59. http://dx.doi.org/10.32983/2222-4459-2021-9-250-259.
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In the conditions of current trends of the development of national and world economy, as well as the main directions of the national business development, the issues related to the branding of goods and organizations in the markets become especially important and relevant. The most successful brands today are built not only on quality and reliability. The presence of the necessary attributes of the brand is not a condition for a stable position of the company in the market and direct leadership of the brand among competitors. It is generally accepted that the most effective way to ensure stable demand for a product, especially in the presence of many competing products with similar characteristics, is to create a brand. Although the brand has a special impact on customers, it must constantly adapt to changing external conditions to maintain its competitiveness. The aim of this article is to theoretically substantiate and develop practical recommendations for rebranding the organization. The approaches of various scientists to the interpretation of the brand are studied, the essence of branding and rebranding is revealed, the stages of rebranding are analyzed. The organization was rebranded on the example of the Badminton Federation of Kharkiv region (FBKhR). The existing brand of the organization was analyzed according to the model "Wheel of the Brand", benchmarking was performed and the advantages and disadvantages of the organization in comparison with the main competitors were highlighted. The conclusion was made about the need to reposition the brand and change its visual component. The conducted marketing research allowed us to specify the target audience of FBKhR, define the basic motives of playing badminton, expectations from this kind of sport, define clusters of consumers and characterize them. Based on the obtained results, the positioning strategy of FBKhR was specified and the logo of the organization was updated. The recommendations are the basis for the development of a landing page, an Instagram page and a content plan for promoting FBKhR on the Internet.
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Vezhbovska, Liliana, and Tetiana Osadcha. "Rebranding of Ukrainian Art Museums: Design as a Cultural Strategy." Demiurge: Ideas, Technologies, Perspectives of Design 4, no. 2 (December 13, 2021): 176–96. http://dx.doi.org/10.31866/2617-7951.4.2.2021.246829.
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The purpose of the article is to identify the features of branding campaigns of Ukrainian art museums and their impact on increasing the popularity of museum institutions; and finding out the effectiveness of design approaches in such campaigns. Research methods are based on the application of comparative, formal-stylistic, iconological analysis and deconstruction method. The novelty of the research is to analyze the branding campaigns of art museums in order to learn from their experience and effective design solutions. The article also reveals the problem of integration of the viewer into the museum environment and the attempt through design to go beyond the imposed stereotypes, to overcome the attitude to art as a field alien to the average viewer. Conclusions. As a result of the analysis of branding campaigns of iconic Ukrainian art museums we come to the conclusion about their efficiency both for separate establishments, and for all culture in general. Comparative analysis of different approaches has shown the importance of identifying the uniqueness of institutions and attempts to reflect it in the design of identity. And although today we can talk about the belated transformation of the museum environment in Ukraine, which has been shedding boring socialist-realist cloaks almost three decades after the restoration of independence, it is important to note that this process coincides with the global trend of renewal of world museums. Design is becoming a cultural strategy that aims more than changing the image: it must turn the museum into a subjective player in the cultural field, able to think not in terms of power but in terms of culture. Therefore, the rebranding of the country’s iconic art museums can be called without exaggeration one of the most important cultural achievements since the restoration of independence. This process also demonstrated the current demand for design as a cultural strategy that can establish visual bridges between art professionals and potential viewers, as well as change cultural codes, set trends and thus influence the change of image of the city and country.
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Gunarso, Wijil Susetyo, Ahadiat Joedawinata, and Agung Eko Budiwaspada. "PERANCANGAN IDENTITAS VISUAL UNTUK RE-BRANDING RAJA TRAVEL MENJADI WHY TRIP TOUR AND TRAVEL DESIGNING VISUAL IDENTITY FOR THE RE-BRANDING OF RAJA TRAVEL INTO WHY TRIP TOUR AND TRAVEL." Jurnal Seni dan Reka Rancang: Jurnal Ilmiah Magister Desain 4, no. 1 (August 1, 2021): 53. http://dx.doi.org/10.25105/jsrr.v4i1.9970.
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<pre><strong><em>Abstract</em></strong><strong><em> </em></strong></pre><p>Why Trip Tour and Travel <em>is a company which engaged in tour and travel service provider, as an old company which engaged in tour and travel service provider bussines sector, it needs an effort to create image and strong identity, so that company’s identity can increase. Thus, rebranding is needed as an effort of increasing company’s identity through some media, for example logo, website, social media, mobile apps which finally it creates a GSM ( Graphic standard manual) this planning aims to rebranding </em>Why Trip Tour and Travel <em>will show more fresh visual. In this rebranding is needed some steps to recieve appropriate result. First step is interviewing and observation, collecting data, creative strategy from </em>Why Trip Tour and Travel <em>and next step is processing design planning. Through all of steps, it will recieve key word as rebranding reference, is safe trip. The result of this final project is a logo, website, soscial media, and mobile apps which create a GSM ( Graphics </em><em>S</em><em>tandard </em><em>M</em><em>anual) , it will be propposed to ownrer of </em>Why Trip Tour and Travel <em>company.</em></p><p><strong><em>Key word</em></strong><em>: Rebranding, why trip tour and travel, Company’s identity</em></p><pre> </pre><p><strong>Abstrak </strong></p><p>Why Trip Tour and Travel adalah perusahaan yang bergerak di bidang penyedia layanan jasa tour dan perjalanan. Sebagai perusahaan yang cukup lama brgerak di sector bisnis penyedia layanan jasa tour dan perjalanan, perlu adanya upaya membangun citra serta identitas yang kuat sehingga mampu meningkatkan identitas perusahaan. Maka dari itu, diperlukan upaya rebranding sebagai upaya peningkatan identitas perusahaan melalui beberapa media berupa pembuatan logo, website, sosial media, mobile apps yang akhirnya nanti membentuk sebuah GSM (Graphic Standart Manual). perancangan ini bertujuan untuk me-rebranding Why Trip Tour and Travel yang mana akan menampilkan visual yang lebih segar dari sebelumnya. Dalam rebranding ini diperlukan beberapa tahapan untuk mendapatkan hasil yang sesuai, yakni diawali dengan wawancara serta observasi, pengumpulan data, strategi keratif dari pihak Why Trip Tour and Travel, dan kemudian dilanjutkan dengan proses perancangan desain. Dari tahapan tersebut nantinya didapatkan kata kunci sebagai acuan rebranding, yaitu Safe Trip. Hasil dari laporan tugas akhir ini berupa logo, website, sosial media, mobile apps yang akhirnya nanti membentuk sebuah GSM (Graphic Standart Manual). yang akan diajukan kepada pemilik perusahaan Why Trip Tour and Tavel.</p><p><strong>Kata kunci: </strong>Rebranding, Why Trip Tour and Travel, Identitas Perusahaan</p>
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Miller, Dale, Bill Merrilees, and Raisa Yakimova. "Corporate Rebranding: An Integrative Review of Major Enablers and Barriers to the Rebranding Process." International Journal of Management Reviews 16, no. 3 (July 5, 2013): 265–89. http://dx.doi.org/10.1111/ijmr.12020.
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Asep Sugiarto and Febby Alpionita. "Rebranding LPP TVRI Melalui Logo Baru." Communicology: Jurnal Ilmu Komunikasi 7, no. 2 (December 27, 2019): 205–21. http://dx.doi.org/10.21009/communicology.012.07.
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ABSTRACT
Rebranding process undertaken by LPP TVRI through its creation of new logo has been undisclosed, specifically to millennials. This research aims to perceive the information about the objective, process, and as well to analyze the impact of rebranding process through the new logo. This research utilizes a main concept about rebranding process in accordance to Ahonen, M (2008) which comprises of four stages, namely analyzing, planning, implementation, and evaluation. The method used is descriptive qualitative research. The technique used is intrinsic study case supported by data collection technique by conducting an in-depth interview, observation, and literature study. One key interviewee and four other interviewees are chosen using purposive technique. The result of this research shows that the objective of rebranding of LPP TVRI by creating a new logo is to mobilize the public perception to a positive image of corporate identity. The new logo-rebranding attempt is consisted of four stages, first is analyzing to know the state of affair of the corporate. Second, it takes planning which ensues two strategies. They are re-positioning, which it used to be merely a single platform and turns out it becomes a media that unites the multiplatform, and re-design of TVRI logo with the assistance of DMID brand consultant service. Third, implementation that can be evidenced through a show called New Logo Launching TVRI. Fourth, it ends with evaluation which has not done completely yet. The aftermath of new logo-rebranding process is to create a betterment of TVRI image, escalates the rating and numbers of audience, performance, and public perceptions. The conclusion of this research is the implementation attempted by TVRI by launching a brand-new logo is inefficacious, it hasn’t reached to all levels of population. The suggestion offered by this research is TVRI to directly involve millennials as they are the main targets of the corporate brand acknowledgement. Other than that, corporate is advised to execute a publication strategy through social media with impressive and consistent contents.
Keywords: Rebranding; Image; Logo
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Zghidi, Afef Ben Youssef, Faouzia Mida, and Imed Zaiem. "Rebranding strategy in the international context: the role of country image." International Journal of Diplomacy and Economy 2, no. 4 (2015): 330. http://dx.doi.org/10.1504/ijdipe.2015.073939.
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Clark, Paul, Chris Chapleo, and Kati Suomi. "Branding higher education: an exploration of the role of internal branding on middle management in a university rebrand." Tertiary Education and Management 26, no. 2 (November 28, 2019): 131–49. http://dx.doi.org/10.1007/s11233-019-09054-9.
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AbstractAlthough research on branding in higher education has grown, a specific focus on internal branding in this sector is still scarce. Brand support by mid-level administrative staff and deans is a key element in internal branding of a university. This study explores the extent to which internal branding contributes to this group’s understanding of and engagement with a public institution’s rebranding campaign. It identifies challenges and practice insights for practice for internal branding activities when engaging these internal stakeholders, linking to wider brand management theory and practice. A qualitative case study approach was employed to understand the effectiveness of internal branding holistically, and in context. In 2016, nineteen depth interviews were conducted with a range of mid-level administrators and deans including those at the student union, regional campuses, directors of departments, and deans of faculties and schools at a large Canadian university. The data was analysed using Nvivo qualitative data analysis software. On the basis of the results, it is apparent that internal branding has a valuable role in relation to higher education brand management strategy. Results offer a holistic view of the rebranding process, and explore understanding of and engagement with the rebranding campaign. This paper addresses a gap in the public sector brand management literature and demonstrates theoretical and practical implications for improved understanding and brand management strategy.
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Das, Sarit Prava, and Shatabdi Das. "A STUDYON CAUSEAND IMPACTOF RE-BRANDINGIN TELECOMMUNICATION INDUSTRY WITH REFERENCE TO AIRTEL." International Journal of Engineering Technologies and Management Research 5, no. 5 (February 27, 2020): 76–92. http://dx.doi.org/10.29121/ijetmr.v5.i5.2018.229.
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Competitor pressures, plummeting sales revenue and outdated marketing strategy are some reasons behind a company’s need to reposition itself and remain financially viable. India's telecommunication network is the second largest in the world based on the total number of telephone users (both fixed and mobile phone). It has one of the lowest call tariffs in the world enabled by the mega telephone networks and hyper-competition among them. This research sought to know the impact of rebranding on the loyalty of the network’s subscribers and the general attitude of the People towards branding in the telephony business. A survey was carried out on subscriber attitude towards Airtel as a result of the multiple rebranding through which it emerged
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Akbar, M. Fikri, Agung Eko Budiwaspada, and Wegig Murwonugroho. "PERANCANGAN REBRANDING EVENT THE ELITE SHOWCASE 2021 PLANNING OF “THE ELITE SHOWCASE 2021” EVENT’S REBRANDING." Jurnal Seni dan Reka Rancang: Jurnal Ilmiah Magister Desain 4, no. 1 (August 1, 2021): 101. http://dx.doi.org/10.25105/jsrr.v4i1.9975.
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<p><strong><em>Abstract</em></strong><em></em></p><p><em>This study discusses an organizer of a car modification exhibition, namely The Elite Production. This event organizer always tries to be a barometer of car modification in Indonesia which is held at ICE BSD, South Tangerang City. Although The Elite Production with its event has been running since 2015, this event organizer is still unable to compete with its competitors. The defeat of the competition was because The Elite Production lost in terms of branding. To be able to compete and beat its competitors, The Elite Showcase 2021 must carry out rebranding as a creative strategy to raise The Elite Showcase 2021 brand in the face of competitors. The method chosen for re-branding is to use “Design Thinking”. The stages in carrying out the design thinking method are empathize, define, ideaty, and test. Before the new branding is inaugurated, it must first go through several trials to the public, starting from several prototypes, until finally becoming a visual identity of The Elite Production 2021, which is ready to compete with its competitors in the car modification exhibition event.</em></p><p><strong><em>Keywords</em></strong><em>: event organizer, exhibition, car modification, design thinking</em></p><p> </p><p> </p><p><strong>Abstrak</strong></p><p>Penelitian ini membahas tentang sebuah penyelenggara pameran modifikasi mobil, yaitu The Elite Production. <em>Event Organizer </em>ini selalu berusaha menjadi barometer modifikasi mobil di Indonesia yang diadakan di ICE BSD, Kota Tangerang Selatan. Walaupun The Elite Production dengan <em>event</em>nya sudah dijalankan sejak tahun 2015, tetapi <em>event organizer </em>ini masih kalah bersaing dengan para kompetitornya. Kekalahan persaingan tersebut karena The Elite Production kalah dari segi <em>branding</em>. Untuk dapat bersaing dan mengalahkan para kompetitornya, The Elite Showcase 2021 harus melakukan <em>r</em><em>ebranding </em>sebagai strategi kreatif untuk menaikkan <em>brand </em>The Elite Showcase 2021 dalam menghadapi kompetitor. Metode yang dipilih untuk melakukan <em>r</em><em>e-branding </em>adalah dengan menggunakan “Design Thinking”. Tahapan dalam menjalankan metode <em>design thinkin</em>g adalah <em>emphatize, define, ideaty, </em>dan <em>test</em>. Sebelum <em>branding </em>baru diresmikan, harus terlebih dahulu melalui beberapa uji coba ke publik, mulai dari beberapa <em>prototype</em>, sampai akhirnya menjadi sebuah identitas visual dari The Elite Production 2021, yang siap bersaing dengan para kompetitornya dalam ajang pameran modifikasi mobil.</p><p><strong>Kata kunci</strong>: <em>event organizer</em>, pameran, modifikasi mobil, <em>design thinking</em></p>
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Ramadhan, M. Fauzi, Yanti Setianti, and Ade Kadarisman. "Proses Rebranding MGo Shuttle Menjadi Lintas Shuttle." LUGAS Jurnal Komunikasi 3, no. 2 (December 31, 2019): 82–88. http://dx.doi.org/10.31334/lugas.v3i2.708.
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MGo Shuttle management decided to rebrand, they changed the overall MGo brand identity. One of them is by changing the name, namely Lintas Shuttle. The company's decision to conduct a rebranding began with the bankruptcy of the parent company, namely PT. Citra Maharlika Nusantara Corpora. finally the son of this holding company, PT. Citra Maharlika Lintas Wahana (CMLW) "Lintas Shuttle" decided to leave and from its parent company. The purpose of this study was to find out why companies rebranded, the process of developing new brands, the new brand management process, the process of evaluating rebranding activities. The method used in this study is descriptive qualitative. Based on the results of the study it can be concluded that the reason for the company rebranding because of the crisis that occurred in the parent company of PT. Citra Maharlika Lintas Wahana and finally decided to break away. The reason for rebranding was also due to misunderstandings regarding the perceptions of employees, and PT. Citra Maharlika Lintas Wahana requires legality after leaving the parent company. Furthermore, the process of developing a new brand is done by changing the company's identity, changes are made to be able to be thought and felt by the customer that the brand that was different from the current one. In the process of managing a new brand PT. Citra Maharlika Lintas Wahana performs management stages by planning (planning) before the activity, in addition to the strategy of delivering messages and promotions in the form of outdoor media, online, sms blast, email blast, and employees. Furthermore, the process of evaluating rebranding activities is carried out by monitoring and controlling activities, this is intended so that when the process takes place, it turns out that there is something that is not appropriate or that there is an addition from the supervisor, it can be directly conveyed.
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Beise-Zee, Rian. "Brand equity retention after rebranding: a resource-based perspective." Journal of Brand Management 29, no. 2 (November 28, 2021): 208–24. http://dx.doi.org/10.1057/s41262-021-00263-5.
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Kvint, Vladimir, and Kirill Astapov. "Kuzbass Strategy over 50-year Planning Horizon: Publications on Strategy of the Kuzbass Region." Strategizing: Theory and Practice 2021, no. 2 (November 30, 2021): 123–35. http://dx.doi.org/10.21603/2782-2435-2021-1-2-123-135.
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Over its 300-year history, the Kuzbass Region has become one of the strongest industrial and coal mining areas. However, new environmental requirements stipulated by the Paris Agreement and the EU Energy Strategy require a new diversified and innovative economy, i.e. comfortable conditions for people to live and do business. The Strategy for Socio-Economic Development of Kuzbass through 2035 was approved by Regional Law No. 163‑OS on December 23, 2020. The Strategy covers human capital, ecology, reclamation water resources, digitalization, economy, investment, tourism, exhibitions, etc. All these aspects are highlighted in the monographs of the Strategy of the Kuzbass Region. The publications prove that a long-term strategy should combine traditional and novel competitive advantages of the region, which include hydrogen cluster, transport infrastructure, digitalization of business and other spheres, better environmental conditions, forest and land reclamation, sustainable use of water resources, as well as the importance of rebranding the region on the domestic and international arena.
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Imanuddin, R. Muhammad Hanafi, Gunawan Susilo, and Yon Ade Lose Hermanto. "Rebranding Ma’Ayu Batik Probolinggo sebagai Upaya Peningkatan Brand Awareness." JoLLA: Journal of Language, Literature, and Arts 1, no. 6 (June 30, 2021): 744–62. http://dx.doi.org/10.17977/um064v1i62021p744-762.
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Abstract: Since it was first established until 2021 Ma'ayu Batik still does not have a consistent brand identity that can represent the product. The business only relies on the superiority of its batik products without thinking about the importance of corporate identity to spark the audience to glance at these products. The purpose of this design is to create a brand identity to increase awareness. The method used by Alina Wheeler has five stages for designing, namely: conducting research, clarifying strategy, designing identity, creating touchpoints, and managing assets. The results of this design are in accordance with the existing problem formulations, resulting in a Graphic Standard Manual (GSM). GSM contains the concept of brand identity, the language used for communication, font selection, supergraphics and the implementation of identity on the media.
Keywords: Ma’ayu Batik, brand identity, awareness
Abstrak: Sejak pertama kali didirikan hingga 2021 Ma’ayu Batik masih belum memiliki brand identity yang konsisten yang dapat merepresentasikan produk. Usaha tersebut hanya mengandalkan keunggulan dari produk batiknya saja tanpa memikirkan pentingnya identitas korporat untuk memantik audiens agar melirik produk tersebut. Tujuan perancangan ini menciptakan brand identity untuk meningkatkan awareness. Metode menggunakan milik Wheeler (2013) yang mempunyai lima tahap untuk melakukan perancangan yaitu: conducting research, clarifying strategy, designing identity, creating touchpoints, and managing assets. Hasil perancangan ini sesuai dengan rumusan masalah yang ada, menghasilkan Graphic Standard Manual (GSM). GSM tersebut memuat konsep brand identity, bahasa yang digunakan untuk komunikasi, pemilihan font, supergraphic dan implementasi identitas terhadap media.
Kata kunci: Ma’ayu Batik, brand Identity, awareness
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Calderwood, Eric, and Paul Freathy. "Rebranding a federation: Insights from the UK co-operative movement." Journal of Marketing Management 30, no. 1-2 (July 2013): 90–116. http://dx.doi.org/10.1080/0267257x.2013.810167.
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Kaikati, Jack G. "Lessons from Accenture’s 3Rs: rebranding, restructuring and repositioning." Journal of Product & Brand Management 12, no. 7 (December 2003): 477–90. http://dx.doi.org/10.1108/10610420310506038.
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., Christina. "Strategi Pemasaran TVRI dalam Menaikkan Brand Image." Jurnal Komunikasi Nusantara 2, no. 1 (May 20, 2020): 67–79. http://dx.doi.org/10.33366/jkn.v2i1.37.
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Televisi Republik Indonesia (TVRI) is a state television. Since its establishment on August 24, 1962, TVRI has indeed experienced various phases in its life. Through Law No.32 of 2002 concerning Broadcasting, TVRI was established as a Public Broadcasting Institution (LPP). LPP is a broadcasting institution in the form of a legal entity established by the state, independent, neutral, non-commercial and functions to provide services for the benefit of the community. At present, TVRI has changed its Director since March 2018 namely Helmi Yahya, known as the King of Quiz. With the new Managing Director, TVRI began many enthusiasts who watched with new faces and more interesting programs. This research uses a qualitative research method, and is descriptive in nature which will later explain the marketing strategy of TVRI which has begun to attract the public and an increase in rating and audience share. This study uses interview techniques and data collection from social media and the internet as well as journals, books as primary and secondary data. The marketing strategy undertaken by TVRI includes five rebranding media including channel branding packages, promo on air, news packages, social media, and off air promotions. Of all the rebranding media, the most effective media is social media because aside from being a new media or digital marketing, it can reach all people, both TVRI viewers and private TV viewers
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Zhao, Yanhui, Roger J. Calantone, and Clay M. Voorhees. "Identity change vs. strategy change: the effects of rebranding announcements on stock returns." Journal of the Academy of Marketing Science 46, no. 5 (March 6, 2018): 795–812. http://dx.doi.org/10.1007/s11747-018-0579-4.
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Kim, Jeong-Seob. "Cultural Placeness and Cultural Rebranding Strategy for Converting Entertainment Attraction in Jogeumjin, Dangjin." Journal of the Korea Entertainment Industry Association 16, no. 2 (February 28, 2022): 19–28. http://dx.doi.org/10.21184/jkeia.2022.2.16.2.19.
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Lee, Zoe. "Rebranding in brand-oriented organisations: Exploring tensions in the nonprofit sector." Journal of Marketing Management 29, no. 9-10 (July 2013): 1124–42. http://dx.doi.org/10.1080/0267257x.2013.812978.
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Kaikati, Jack G., and Andrew M. Kaikati. "A rose by any other name: rebranding campaigns that work." Journal of Business Strategy 24, no. 6 (December 2003): 17–23. http://dx.doi.org/10.1108/02756660310509451.
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Hakala, Ulla, Arja Lemmetyinen, and Lenita Nieminen. "Rebranding a “rather strange, definitely unique” city via co-creation with its residents." Place Branding and Public Diplomacy 16, no. 4 (July 4, 2020): 316–25. http://dx.doi.org/10.1057/s41254-020-00173-4.
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Marques, Catarina, Rui Vinhas da Silva, Nebojsa S. Davcik, and Rita Tamagnini Faria. "The role of brand equity in a new rebranding strategy of a private label brand." Journal of Business Research 117 (September 2020): 497–507. http://dx.doi.org/10.1016/j.jbusres.2020.06.022.
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ASTAPOV, Kirill L., and Anna S. KHVOROSTYANAYA. "The role of brand in corporate strategies for mergers and acquisitions." Finance and Credit 27, no. 6 (June 30, 2021): 1241–69. http://dx.doi.org/10.24891/fc.27.6.1241.
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Subject. The article discusses how brand influences corporate and financial strategies. Objectives. We determine the role of brand in setting up transformation strategies, including M&A, financial indicators of companies. Methods. We relied upon methods of economic analysis and synthesis, comparison, matching. Strategic analysis is based on renowned concepts for strategic marketing and branding, including those proposed by M. Porter, Ph. Kotler, R. Kaplan and D. Northon, V. Kvint's methodology for strategy-setting. Results. Illustrating some cases, we justify the hypothesis stating that branding plays the most significant role in setting up transformation deal strategies for consumption sectors, light industry and fashion, while transformation processes in high-tech, banking are not always accompanied with rebranding. Furthermore, we suggest how it should be assessed whether it is reasonable to save a brand in case of M&A. Conclusions and Relevance. Businesses can refer to this study and respective cases to comprehensively evaluate business transformations, including new views of the role a brand plays for the financial feasibility of M&A deals across industries. The capitalization of a newly transformed company can be increased provided rebranding is more thoroughly considered as part of M&A.
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Widodo, Agung Sugeng, Arik Prasetya, Dhanny Septimawan Sutopo, Darmawan Saptadi, and Mahmuddin Ridlo. "The Role of BUMKam to rebranding palm sugar products in village of Sakaq Tada, regency of West Kutai." E3S Web of Conferences 332 (2021): 03007. http://dx.doi.org/10.1051/e3sconf/202133203007.
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Village-owned enterprises have a strong role in rebranding superior village products to increase people’s income and employment. Researcher of Doktor Mengabdi (DM) Program from the University of Brawijaya has entered the 5th year of the 2017-2021 activity roadmap in Sakaq Tada Village, Mook Manaar Bulatn District, West Kutai Regency. In the 5th year, the DM team focused their activities on rebranding BUMKam palm sugar processed products to accelerate the industrialization of superior products in West Kutai Regency. Palm sugar is a superior regional product in West Kutai Regency. The sub-districts with the highest sugar palm commodities in West Kutai Regency are Barong Tongkok at 9.44 tons/year, Peninggahan at 7.24 tons/year, and Mook Manaar Bulatn at 6.92 tons/year. Mook Manaar Bulatn District can develop as a superior product of regional palm sugar in the long term with a large plantation area. BUMKam Sakaq Tada, as a distributor, accommodates palm sugar from farmers, then packaging and sales are carried out with the planned consumer net strategy. BUMKam Sakaq Tada needs to synergize with various stakeholders to maximize the marketing and distribution of palm sugar products
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Varshneya, Geetika, and Gopal Das. "“Tata i-Shakti” to “Tata Sampann”: rebranding or repositioning?" Emerald Emerging Markets Case Studies 7, no. 4 (September 5, 2017): 1–16. http://dx.doi.org/10.1108/eemcs-09-2016-0191.
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Subject area Marketing. Study level/applicability This case may be used by instructors to teach undergraduate, post graduate and executive level programmes in management. It may be used in basic marketing, branding or marketing strategy courses. The case may serve as a platform for the instructor to discuss the concepts and issues related to positioning and repositioning. Case overview Tata Chemicals, a subsidiary of the Tata group, launched the “i-Shakti” brand six years ago for its low-cost “solar-evaporated” salt for rural customers. In 2010, the company extended the brand equity of i-Shakti to a premium segment and launched a new brand “Tata i-Shakti” with a range of unpolished pulses. Changing the brand name and customer base from “i-Shakti for rural market” to “Tata i-Shakti for premium market” created a dilemma among customers in the market. To overcome this problem, in October 2015, the company’s portfolio of pulses, gram flour and food grade soda under “Tata i-Shakti” label has migrated into a new brand “Tata Sampann”. The company also launched a range of spices under the brand name of “Tata Sampann”. This new brand “Tata Sampann” was launched to serve the premium segment with an aim to “enrich everyday meals with extra nutrition and extra joy”. Also, this brand recreation was made by the company with anticipation to make avenues for future launches in the staples and food segment under Tata’s consumer products business. It has been almost a year since Tata Sampann was launched in the market. Given the tough competition and expected growth of the spices market in India, it remained to be seen whether “Tata i-Shakti” was rightly rebranded or repositioned with “Tata Sampann”. Expected learning outcomes To make participants understand the basic concepts of branding such as umbrella branding, brand repositioning and rebranding. To make participants learn about various brand elements and how they contribute in communicating the value proposition of the brand. To make participants appreciate various marketing and brand related strategies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 8: Marketing.
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Wuryandani, Shafira, Dyah Ismoyowati, and Arita Dewi Nugrahini. "STP Analysis in Marketing Pigmented Rice as Functional Food." KnE Life Sciences 4, no. 2 (March 1, 2018): 128. http://dx.doi.org/10.18502/kls.v4i2.1664.
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The trend of people changing to healthier lifestyle has contribution to increase consumption of healthy food including pigmented rice. Demand for pigmented rice in the special province of Yogyakarta has risen but farmers are still having difficulties in marketing their produce. This research aimed (1) to identify segments of targeted consumers for pigmented rice sales, and (2) to develop marketing strategy for pigmented rice as a functional food. The research was conducted in districts of Yogyakarta, Sleman, and Bantul. Consumers were grouped based on their psychographic aspects i.e. motivation, health awareness, and lifestyle. It seemed that farmers needed to do rebranding upon their products and focusing on consumers with high awareness toward their health. Keywords: Functional Food; Marketing Strategy; Pigmented Rice; STP Analysis
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Rhee, Noh Jong, and Eun Kyoung Han. "A New CI and Rebranding Experience using the SK Brand Management System." Corporate Reputation Review 9, no. 4 (December 2006): 271–80. http://dx.doi.org/10.1057/palgrave.crr.1550030.
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Ballouli, Khalid, John Grady, and Randall Stewart. "The delicate art of rebranding a minor league baseball franchise: Practices, pitfalls, and payoffs of rebranding the Winston-Salem Warthogs." Sport Management Review 19, no. 2 (April 2016): 211–26. http://dx.doi.org/10.1016/j.smr.2015.04.001.
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Hommerová, Dita, Karel Šrédl, and Kristýna Dbalá. "Analysis of the Awareness and Popularity of the Brand of a Selected Education and Research Library in the Czech Republic: A Case Study." Information 11, no. 8 (July 23, 2020): 373. http://dx.doi.org/10.3390/info11080373.
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This article aims to show the significance of branding in achieving set marketing goals and ensuring the sustainable development of a selected education and research library as a non-profit organization. The research is based on available data from foreign research studies concerning the image of a brand and the branding of non-profit organizations, and it expands on them by utilizing other methods of brand image measurement. A survey involving a sample of 220 respondents was conducted at the particular site, taking into account the library’s target segments. An analysis of the awareness and favorability of its brand was also utilized to evaluate the library’s image. The library has recently undergone a rebranding process and is applying a new visual style. The new visual style of the library resulting from the rebranding was met with a positive response in 69% of cases. Branding and appropriate marketing communication that reflects the latest trends can have a positive influence on the sustainability of libraries. The research results have contributed to the adoption of corrective measures in planning the strategy of the selected library, and the case study results can be applied across the board to other contributory organizations in the Czech Republic.
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Bos, Aline, and Charlene Harrington. "What Happens to a Nursing Home Chain When Private Equity Takes Over? A Longitudinal Case Study." INQUIRY: The Journal of Health Care Organization, Provision, and Financing 54 (January 1, 2017): 004695801774276. http://dx.doi.org/10.1177/0046958017742761.
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We analyzed what happens to a nursing home chain when private equity takes over, with regard to strategy, financial performance, and resident well-being. We conducted a longitudinal (2000-2012) case study of a large nursing home chain that triangulated qualitative and quantitative data from 5 different data sources. Results show that private equity owners continued and reinforced several strategies that were already put in place before the takeover, including a focus on keeping staffing levels low; the new owners added restructuring, rebranding, and investment strategies such as establishing new companies, where the nursing home chain served as an essential “launch customer.”
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Muzellec, Laurent, and Mary Lambkin. "Corporate Rebranding and the Implications for Brand Architecture Management: The Case of Guinness (Diageo) Ireland." Journal of Strategic Marketing 16, no. 4 (September 2008): 283–99. http://dx.doi.org/10.1080/09652540802264124.
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Easter, Beth A., Edward Leoni, and Judy A. Wiles. "A collegiate athletic brand transformation: rebranding a Native American brand identity." International Journal of Sport Management and Marketing 3, no. 1/2 (2008): 100. http://dx.doi.org/10.1504/ijsmm.2008.015963.
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Yang, Yoon Young, and Mi Hyun Kim. "A Study on the Message Strategy of High Fashion Brand Instagram Content from the Rebranding Point of View." Treatise on The Plastic Media 23, no. 1 (February 28, 2020): 155–68. http://dx.doi.org/10.35280/kotpm.2020.23.1.17.
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