Rebranding to redefine international brand identity – A case study to evaluate the success of Sonera’s rebranding
Kimberley, Tomasz (2012)
Kimberley, Tomasz
HAAGA-HELIA ammattikorkeakoulu
2012
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2012120918748
https://urn.fi/URN:NBN:fi:amk-2012120918748
Tiivistelmä
The overall aim of this thesis was to investigate the case for rebranding as a strategy for an international company in response to global drivers. The specific objective was to evaluate the success of introducing a new brand identity for an international company from the customers’ point of view. The research focuses on Sonera, the Finnish commissioning company, which is part of the international company TeliaSonera. The case company requested that a customer survey be conducted to assess the success of Sonera's new brand identity.
The theoretical framework is established through a literature survey on branding and rebranding, which guides the approach to the empirical study. The study focuses on the branding process, and in particular refers to the brand identity planning model by Aaker (2010), Kapferer’s (2008) brand identity prism and Keller’s (1993) dimensions of brand knowledge. Rebranding is investigated more deeply and refers to the models and concepts introduced by Muzellec, Lambkin and Doogan’s (2003) drivers of rebranding, Daly and Moloney’s (2004) corporate rebranding framework, Muzellec and Lambkin’s (2005) rebranding as a continuum, and Muzellec and Lambkin’s (2008) dynamic re-branding model. A construct is then developed to summarise the theory and provide an understanding of the rebranding process as an international strategy for the case company.
The main research method is quantitative and a customer survey using Sonera’s own customer database was carried out in June 2012. The survey largely focused on gather-ing information about customers’ brand experience and what brand image customers have of Sonera under the new brand.
The results of the survey revealed that the rebranding has been moderately successful. As an international strategy, rebranding was successful in uniting the companies under one brand. Furthermore, the strategy had achieved its objective of being perceived as a leading international company having a local presence.
The theoretical framework is established through a literature survey on branding and rebranding, which guides the approach to the empirical study. The study focuses on the branding process, and in particular refers to the brand identity planning model by Aaker (2010), Kapferer’s (2008) brand identity prism and Keller’s (1993) dimensions of brand knowledge. Rebranding is investigated more deeply and refers to the models and concepts introduced by Muzellec, Lambkin and Doogan’s (2003) drivers of rebranding, Daly and Moloney’s (2004) corporate rebranding framework, Muzellec and Lambkin’s (2005) rebranding as a continuum, and Muzellec and Lambkin’s (2008) dynamic re-branding model. A construct is then developed to summarise the theory and provide an understanding of the rebranding process as an international strategy for the case company.
The main research method is quantitative and a customer survey using Sonera’s own customer database was carried out in June 2012. The survey largely focused on gather-ing information about customers’ brand experience and what brand image customers have of Sonera under the new brand.
The results of the survey revealed that the rebranding has been moderately successful. As an international strategy, rebranding was successful in uniting the companies under one brand. Furthermore, the strategy had achieved its objective of being perceived as a leading international company having a local presence.