Investigating the impact of rebranding on consumer perception and behavior as an international marketing strategy
Awan, Irfan Ali (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025060420289
https://urn.fi/URN:NBN:fi:amk-2025060420289
Tiivistelmä
Using a comparative case study of two well-known telecom companies, Nokia and Ericsson, this thesis explores the strategic effects of corporate rebranding on consumer perception and behavior. Both businesses have significantly changed their brand identities in recent years, moving from consumer-focused (B2C) to enterprise-driven (B2B) markets. Analyzing the goal, communication strategies, customer reactions, and changes in brand identity related to these rebranding initiatives was the main goal of this study.
Combining secondary data from official press releases, firm annual reports, media coverage, and easily accessible case studies, the study used a qualitative technique. While Ericsson's branding evolution concentrated on 5G leadership and corporate services, Nokia's 2023 rebranding prioritised digital transformation, network infrastructure, and enterprise innovation. The study found significant variations in stakeholder engagement, communication execution, and rebranding phase timing through comparison analysis.
The study concludes that rebranding is an effective tool for market realignment rather than just a cosmetic alteration. It emphasizes how crucial it is to match outward message with internal competencies in order to guarantee an integrated brand change. Along with outlining prospects for further study, such as gathering primary consumer data and doing a longitudinal examination of brand equity following rebranding, the thesis also provides helpful suggestions.
Combining secondary data from official press releases, firm annual reports, media coverage, and easily accessible case studies, the study used a qualitative technique. While Ericsson's branding evolution concentrated on 5G leadership and corporate services, Nokia's 2023 rebranding prioritised digital transformation, network infrastructure, and enterprise innovation. The study found significant variations in stakeholder engagement, communication execution, and rebranding phase timing through comparison analysis.
The study concludes that rebranding is an effective tool for market realignment rather than just a cosmetic alteration. It emphasizes how crucial it is to match outward message with internal competencies in order to guarantee an integrated brand change. Along with outlining prospects for further study, such as gathering primary consumer data and doing a longitudinal examination of brand equity following rebranding, the thesis also provides helpful suggestions.