What is Driving Businesses to Begin a Rebranding Process and how The New Corporate Brand Identity Can Be Integrated and Established in their Organisational Culture?

Mourkakou, Vasiliki (2019) What is Driving Businesses to Begin a Rebranding Process and how The New Corporate Brand Identity Can Be Integrated and Established in their Organisational Culture? [Dissertation (University of Nottingham only)]

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This thesis describes the transformation factors of a business from product branding to corporate rebranding. More and more businesses are focusing in a sustainable corporate identity which derives from within the organisation. The main reason for this shift is globalisation. In the contemporary global competitive environment, corporate branding has become an important source of sustainable competitive advantage and a central element of corporate strategy. The brand is the most significant asset of each organisation and the way that each stakeholder is perceiving it is going to increase the value of the business. There are many examples of companies who implemented a corporate branding, however they failed because they did not put effort to the internal of organisation. Corporate branding is a dynamic process that involves keeping up with the triangle of vision, culture and image. As a fact, there will be an approach to corporate branding that is organisationally integrated and cross-functional, hence the thesis that it is important to bring the (whole) corporation into corporate branding.

In other words, the process of values restructure for a business is known as rebranding. The core investigation of this report is the success and failure factors of this process. Organizational rebranding is risky. It can be expensive, and initiatives frequently fail (Stuart & Muzellec, 2004).Research on the topic of organizational rebranding is considered to be in an early stage and so far, researchers have largely ignored the employee perspective of rebranding initiatives (Chad, 2016).Researchers have identified employees as the most significant factor in projecting an organization’s brand (Stuart, 2012).

In this qualitative case study, the employees’ views of a rebranding initiative were explored, including their perspectives on which are the most critical success and failure factors of a rebranding process. Semi structured interviews and observation supported by multiple sources were the primary form of data collection. Individual interviews were conducted in selected employees of an SME. The output of this research aims to investigate the factors that the employees are feeling as crucial before the beginning of the rebranding process. There have been some researches where they examine the experience of the employees after the process. However, according to the employee’s importance in every change in any organisation, they ought to be integrated from the very beginning of each process.

This report examines their perspective about the best and the worst factors to achieve this organisational change and is going to be a tool for managers since they will have the knowledge of employees’ expectations.

Keywords: Rebranding, Corporate rebranding, Branding, Brand vision, Brand commitment, Employees buy-in

Item Type: Dissertation (University of Nottingham only)
Keywords: English
Date Deposited: 30 Nov 2022 15:27
Last Modified: 30 Nov 2022 15:27
URI: https://eprints.nottingham.ac.uk/id/eprint/57655

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