Journal articles: 'Brand Repositioning'

1

Joo, Bo Ra, and Hye-Young Kim. "Repositioning luxury fashion brands as intentional agents: the roles of consumer envy and admiration." Journal of Fashion Marketing and Management: An International Journal 25, no. 4 (January 15, 2021): 606–24. http://dx.doi.org/10.1108/jfmm-06-2019-0135.

Full text

Abstract:

PurposeBuilding on the Brands as Intentional Agents Framework (BIAF), the aim of this study is to demonstrate the effectiveness of social media marketing (SMM) as a tool to communicate luxury fashion brands' good intentions toward the general public.Design/methodology/approachA sample of 488 US female consumers was used to test a conceptual model delineating the sequential linkages from luxury fashion brands' intentions to brand emotions (i.e. envy vs admiration) and to consumer–brand relationships (i.e. emotional brand attachment and brand forgiveness). Structural equation modeling (SEM) was performed to test the measurement and structural models.FindingsThe results indicated that luxury fashion brands' “populist” intentions had a positive impact on consumer admiration. Both consumer envy and admiration had positive effects on emotional brand attachment and brand forgiveness. However, admiration had a stronger effect than envy on these relational consumer responses.Originality/valueThis study identified that luxury fashion brands, frequently stereotyped as exclusive, can become brands admired by mass-market consumers by expressing warmth on social media. Drawing on social psychological perspectives and the BIAF, this study adds to the literature on luxury brands' social media communication by demonstrating the effectiveness of brand warmth to induce consumers' strong relational outcomes.

APA, Harvard, Vancouver, ISO, and other styles

2

Nagar, Komal. "Can Maruti Suzuki’s wagonr steer through the repositioning drive?" Emerald Emerging Markets Case Studies 11, no. 4 (November 26, 2021): 1–26. http://dx.doi.org/10.1108/eemcs-03-2020-0068.

Full text

Abstract:

Case overview Maruti Suzuki India Limited (MSIL), a joint venture between Maruti Udyog Limited, India and Suzuki Motors, Japan, is considering repositioning its WagonR brand amidst issues of overall decline in sales in the automobile industry. With a market share of more than 53%, MSIL is the market leader in passenger vehicle segment in India, yet it is facing difficulties in driving up sales. The company’s portfolio comprises entry-hatch, mid-hatch, premium-hatch, sedan, SUV/MUV, crossover and van. The case dilemma involves the decision that MSIL’s management should take for the repositioning of WagonR, a compact hatchback, at a time when the automobile industry is showing no signs of recovery. Is it opportune to reposition WagonR, given the current situation of the passenger car market in India? If yes, what can MSIL learn from its past positioning efforts and how can it use insights about consumers’ current perceptions of WagonR’s brand image to arrive at a repositioning decision? Leaning objectives Using the case will help address the following objectives: to expose students to the challenges of repositioning an established brand; appreciate the need for and importance of repositioning established brands; evaluate existing positioning and market conditions for making a sound decision; and develop analytical skills that will prepare them to make decisions in real business scenarios. Complexity academic level The study is suitable for Masters level students in courses on Marketing Management, but it can also work well in elective courses such as brand management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

APA, Harvard, Vancouver, ISO, and other styles

3

Jung, Ok Jeon, Hyung-Shik Jung, Sukekyu Lee, and Eun Mi Lee. "Successful Brand Revitalization of Parkland through Brand Repositioning Strategy." ASIA MARKETING JOURNAL 16, no. 3 (October 31, 2014): 101. http://dx.doi.org/10.15830/amj.2014.16.3.101.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Sandhu, H. S., and Mandeep Kaur. "Repositioning Strategies For Passenger Cars-A Segment-Wise Empirical Study Using MDS And Cluster Analytic Approach." Paradigm 9, no. 2 (July 2005): 35–49. http://dx.doi.org/10.1177/0971890720050205.

Full text

Abstract:

Brand positioning and market segmentation appear to be the hallmarks of today's marketing research. A company cannot serve all customers in a broad mass market. The customers are too numerous and diverse in their buying requirements. Thus, company needs to identify the market segments it can serve effectively. By segmenting the market, .firms can better understand their customers and target their marketing efforts efficiently and effectively. Thus positioning and segmentation go side by side. This study attempts to carry out benefit segmentation of the passenger car market and suggests repositioning strategies for the existing brands of passenger cars in the identified segments. The study is based on a sample of 303 car owners/ potential buyers from the major cities of the state of Punjab and union territory Chandigarh. Eleven brands of cars alongwith an Ideal (Imaginary) brand are considered. Advanced multivariate techniques, viz., Cluster analysis and Multidimensional Scaling (MDS) were used for data analysis. Results of the analytical study brings out two segments of respondents on the basis of benefit segmentation and also identified position of Ideal brand vis-à-vis other brands. Study further reveals that Ideal brand is away from all other brands (considered in the study) as far as segment I is concerned. However, Zen and Santro can very well be stretched towards the most preferred Ideal brand using various repositioning strategies. In case of segment II, Zen is observed to be closer to the ideal brand.

APA, Harvard, Vancouver, ISO, and other styles

5

Taimoor, Sadaf, Fizah Wasti, Qurat Ul Ain Adil, Sikander Raees, and Umair Arshad. "Brand repositioning: a case of Ufone, Pakistan." Emerald Emerging Markets Case Studies 12, no. 2 (August 4, 2022): 1–20. http://dx.doi.org/10.1108/eemcs-06-2020-0216.

Full text

Abstract:

Learning outcomes In the light of the case and the accompanying case questions, the students should understand:1. The theoretical underpinnings of the brand positioning and brand repositioning.2. Critical evaluation of marketing communication material in the light of theoretical underpinnings.3. The nuances of operating in emerging markets in technology-driven sectors.4. The intricate link between the business goals and communication goals5. The application of the attention-interest-desire-action model and the brand media wheel when translating business strategies into communication strategies. Case overview/synopsis It was in June 2016, when Asad Haroon, the young head of brands at Ufone, a Pakistani originated telecom operating company, was posed with a challenge of dwindling subscriber identity module card sales, deteriorating average revenue per user and an exponential increase in customer churn. The telecom industry itself was in a flux due to various factors such as changes in the regulatory frameworks and technological shifts.Asad felt that the reason for the brand’s decline might be the lack of synergy between the business strategy and the brand’s communication strategy.Asad knew that he would have to make some unpopular choices and review his brand’s communication strategy which had not yet proved to create a harmony between communication goals and business goals. However, he was unsure about how and if at all he should go about changing a marketing legacy and the brand’s positioning which had reigned the minds of his peers and his customers for so long. Complexity academic level This case is aimed toward undergraduate students enrolled in courses of principles of marketing, marketing communications and corporate media strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing

APA, Harvard, Vancouver, ISO, and other styles

6

Utari, Rini, and Ratih Hurriyati. "PENGARUH KINERJA REPOSITIONING TERHADAP BRAND EQUITY (Survei pada Konsumen Pengguna Sabun Mandi Cair Lux di Griya Kopo Permai)." Journal of Business Management Education (JBME) 1, no. 1 (June 14, 2016): 83–99. http://dx.doi.org/10.17509/jbme.v1i1.2280.

Full text

Abstract:

Perkembangan dunia bisnis mengalami kemajuan yang semakin meningkat, baik yangbergerak di bidang manufaktur, perdagangan maupun yang bergerak di bidang jasa termasukindustri sabun mandi cair. Dalam dunia bisnis selalu berusaha untuk mencapai tujuan yangtelah ditetapkan sebelumnya. setiap perusahaan dituntut untuk melakukan strategi yang tepatdalam menghadapi persaingan usaha yang semakin ketat. Upaya yang dilakukan oleh PT.Unilever Tbk dengan merek Lux untuk meningkatkan brand equity yaitu dengan melakukanstrategi repositioning yang diindikasikan akan berpengaruh terhadap brand equity sabunmandi cair Lux.Penelitian ini bertujuan untuk 1) memperoleh temuan mengenai gambaran Kinerjarepositioning 2) memperoleh temuan mengenai gambaran brand equity sabun mandi cairLux3) memperoleh temuan mengenai seberapa besar Pengaruh Kinerja RepositioningTerhadap Brand Equity Sabun Mandi Cair Lux. Objek penelitian ini adalah konsumenpengguna sabun mandi cair Lux di Griya Kopo Permai. Variabel bebas pada penelitian iniadalah Kinerja Repositioning terhadap brand equity sebagai variabel terikat. Jenis penelitianyang digunakan adalah deskriptif dan verifikatif. Metode yang digunakan adalah explanatorysurvey dengan teknik systematic sampling terhadap sampel sebanyak 80 responden. Teknikanalisis data yang digunakan adalah regresi linier sederhana dengan alat bantu softwarekomputer SPSS 21.0 for windows.Hasil yang diperoleh pada penelitian ini menyatakan bahwa Kinerja Repositioningmempunyai pengaruh terhadap brand equity sebesar 57,2%. Dari hasil penelitian terhadappengujian hipotesis dapat diketahui bahwa Kinerja Repositioning memiliki pengaruh yangpositif dan signifikan terhadap brand equity.Penulis merekomendasikan agar perusahaan meningkatkan kinerja Repositioning yangdisesuaikan sebagai upaya meningkatkan brand equity sabun mandi cair Lux.

APA, Harvard, Vancouver, ISO, and other styles

7

Souza, Juliana Lopes de Almeida, Rachel Farias do Patrocínio, Mariana de Oliveira Costa, and Samara de Oliveira Sá. "RE- BRANDING: Study on the repositioning of Banco Intermedium (Banco Inter)." Archives of Business Research 7, no. 10 (October 29, 2019): 132–44. http://dx.doi.org/10.14738/abr.710.7233.

Full text

Abstract:

This study addresses the brand repositioning of Banco Intermedium. The objective of the study was to understand what the brand positioning was like for some years and how it has been working its repositioning since 2017. We also seek to investigate how the repositioning contributed to the improvement of the institution's image and performance in the marketplace. As a methodology, secondary data searches were adopted through the Internet, through the brand's websites and online social networks, and as a method for obtaining primary data, interviews were conducted with clients, and with a branding specialist and employee of Banco Inter, in order to understand the internal and external perception of the brand.

APA, Harvard, Vancouver, ISO, and other styles

8

Kervyn, Nicolas, Michael Breazeale, and Iskra Herak. "Cara Pils, a brand despite itself." CASE Journal 14, no. 1 (January 2, 2018): 69–87. http://dx.doi.org/10.1108/tcj-06-2017-0056.

Full text

Abstract:

SynopsisCara Pils is the private label beer brand of Colruyt, the biggest supermarket retailer in Belgium. As a true private label brand, Cara Pils has never been advertised. In 2015, Colruyt undertook an initiative to reposition its numerous private label brands under two larger private label brands. Unexpectedly, customers were incensed by this initiative, came out in droves and took the matter to social media hoping to lament the demise of their beloved brand. This case study investigates the roots of this strong brand attachment and the consequences for its brand management.Research methodologyThis case is built on primary (one in-depth interview and two focus group) as well as secondary data sources (previous research and web information).Relevant courses and levelsThis case is designed to be used in a marketing management or brand strategy course for students that already followed an introduction to marketing course or for students at a master level.Theoretical basesThis case should provide the basis of discussions on the topics of brand management, private-label brands, repositioning strategy, brand portfolio management, brand architecture, brand equity, brand elements, brand nostalgia, and consumers’ relationships with brands.

APA, Harvard, Vancouver, ISO, and other styles

9

Elrod, Cassandra C., William J. Daughton, Susan L. Murray, Caroline M. Fisher, and Barry B. Flachsbart. "Repositioning An Academic Department To Stimulate Growth." American Journal of Engineering Education (AJEE) 2, no. 1 (May 12, 2011): 1–18. http://dx.doi.org/10.19030/ajee.v2i1.4272.

Full text

Abstract:

The complexity of the market in higher education, and the lack of literature regarding marketing, particularly branding, at the academic department level, presented an opportunity to establish a systematic process for evaluating an academic department’s brand meaning. A process for evaluating a brand’s meaning for an academic department is developed in this paper using Keller’s Customer Base Brand Equity model. This process will aid academic departments experiencing perception problems or wishing to improve their brand to better understand their existing brand meaning and assess the alignment between the student market perception and the industry market perception. This systematic process for evaluating a brand’s meaning is presented as applied to a case study.

APA, Harvard, Vancouver, ISO, and other styles

10

Kiburu, Lydiah, and Edward Mungai. "Equity bank: repositioning as a fintech." Emerald Emerging Markets Case Studies 12, no. 4 (December 7, 2022): 1–37. http://dx.doi.org/10.1108/eemcs-03-2022-0069.

Full text

Abstract:

Learning outcomes The learning objectives of this case include: ▪ Outline the brand repositioning approaches that Equity Bank used in its various stages of growth. ▪ Identify the impact of Equity’s brand repositioning in supporting its growth. ▪ Develop a brand repositioning framework for Equity bank as a fintech. ▪ Identify the theoretical frameworks that informed Equity’s brand repositioning during the various growth stages. ▪ Suggest a theoretical framework that would help Equity to reposition the new brand in the market. Case overview/synopsis In March 2020, the Government of Kenya declared a lockdown to slow down the spread of the Covid-19 pandemic. The lockdown of entire economic sectors put pressure on the adoption of technology to deliver services such as education, training and financial services. Banks had to innovate ways of supporting customers transactions with minimal physical and cash contact. Equity Bank had been implementing a digital banking strategy which had demonstrated successful adoption. Covid-19 accelerated the adoption and usage of Equity Bank’s digital banking by consumers. The bank found itself in a new territory competing fiercely with new and more agile fintechs. Consequently, Dr James Mwangi, the Group Managing Director and CEO of Equity Group, was contemplating the possibility of bringing forward the bank's strategic intention of repositioning as a fintech. He was convinced that such a move would bring massive success to the bank’s digital banking strategy, achieve enhanced efficiency, improve customer experience and attract a new segment of digital-savvy customers. But he needed to carry the Board, his management team and customers along in this repositioning strategy without sacrificing the gains made in the consumers' minds about Equity's brand as a bank. Complexity academic level This case can be taught to graduate-level students of marketing courses. It can also be taught to participants of executive education undertaking short courses in in business management and entrepreneurship. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

APA, Harvard, Vancouver, ISO, and other styles

11

Kim, Kyung-Hee. "Repositioning Strategies Following Fast Food Brand Personality." Journal of The Korean Society of Food Culture 31, no. 2 (April 30, 2016): 121–30. http://dx.doi.org/10.7318/kjfc/2016.31.2.121.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

In Won Kang and 박찬욱. "Brand Repositioning with Core Identity in Vietnam." Knowledge Management Society of Korea 9, no. 4 (December 2008): 77–89. http://dx.doi.org/10.15813/kmr.2008.9.4.006.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

14

Kervyn, Nicolas, Judith Cavazos Arroyo, Fernando Rey Castillo Villar, and Rosa Andrea Gomez Zuñiga. "What to do when your brand gets kidnapped by Narcos: the case of Buchanan’s whisky." Emerald Emerging Markets Case Studies 9, no. 3 (November 29, 2019): 1–18. http://dx.doi.org/10.1108/eemcs-07-2019-0198.

Full text

Abstract:

Learning outcomes Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy. Case overview/synopsis This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive. Complexity academic level This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands. 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

APA, Harvard, Vancouver, ISO, and other styles

15

Beverland, Michael B. "Repositioning New Zealand Venison: From Commodity to Brand." Australasian Marketing Journal (AMJ) 13, no. 1 (January 2005): 62–67. http://dx.doi.org/10.1016/s1441-3582(05)70068-9.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Lotayif, Mansour S. M. "Causality Relationships between Main Branding Variables and International Marketing Strategy: Evidence from MNCs in GCC Market." International Journal of Business and Management 12, no. 1 (December 28, 2016): 140. http://dx.doi.org/10.5539/ijbm.v12n1p140.

Full text

Abstract:

This research designed to figure out the sets of variables needed for designing an international marketing strategy (IMS) in GCC context. Therefore, the causality relationships between designing an IMS and brand orientation (BO), brand performance (BP), international financial performance (FP), international commitment (ICOM), brand repositioning (BR), congruence of marketing environment (CUE), controlling international branding activities (CIBA), and demographic factors (DF) were tested. The experiences of 156 senior executives, with international experience, working in GCC market have been utilized for that purpose. Via SPSS version twenty one and throughout multi-variant e.g. multiple regression, bi-variant e.g. correlation, and uni-variant e.g. descriptive analytical techniques, the research eight aims and hypotheses were tested. The study revealed that there are significant causality relationships between designing international marketing strategy (IMS) and study’s demographics, brand orientation, financial performance, brand performance, international commitment, brand repositioning, congruence of marketing environment, and control of international branding activities. In branding context in GCC, the current study is a pioneer endeavor in this perspective. Research findings were seen as a pioneer endeavor outside the USA companies and markets that attracted most of international marketing scholars.

APA, Harvard, Vancouver, ISO, and other styles

17

Silva, Susana, Dayane Gôuvea Lima, and Juliana Teixeira Correia. "Vichy goes to Brazil: the road to success." Emerald Emerging Markets Case Studies 9, no. 4 (December 6, 2019): 1–24. http://dx.doi.org/10.1108/eemcs-10-2018-0212.

Full text

Abstract:

Learning outcomes The learning outcomes are as follows: analyze the risks and difficulties involved in the internationalization process and the impact of cultural variables (external analysis); understand how the balance between adaptation and standardization can be worked out in building a successful international marketing strategy (adaptation vs standardization dilemma); and analyze how a restructuring of marketing mix variables can shape an assertive and effective repositioning strategy (marketing-mix program). Case overview/synopsis The case of Vichy presents a specific internationalization process, from a European brand in a growing segment, to Brazil, a country with extreme cultural diversity where the barriers to internationalization are large and complex. The case can be analyzed from the point of view of brand repositioning, as it discusses the strategies adopted by the brand during entry into the Brazilian market, and its subsequent repositioning, bearing in mind a better adaptation to the market in question. The goal is to encourage discussions about how cultural barriers can influence the internationalization process of a brand and how the balance between adaptation and standardization can be worked out in building an assertive and effective international marketing strategy. Complexity academic level Master students. 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.

APA, Harvard, Vancouver, ISO, and other styles

18

Nurlaili, Fitri, and Sandy Rismantojo. "REPOSITIONING BRAND SHIBOTIK UNTUK MEMBANGUN CITRA BARU SEBAGAI BATIK LIMITED EDITION." Serat Rupa Journal of Design 3, no. 2 (July 25, 2019): 150–68. http://dx.doi.org/10.28932/srjd.v3i2.1646.

Full text

Abstract:

Positioning holds an important role in a branding activity; it enables a product to stand out in the minds of consumers compared to other competitor. If there is some fault in positioning, it will impact badly on a brand. It happens to one of Indonesian local brand, Shibotik. Shibotik combines traditional Japanese manual resist dyeing technique (Shibori) and Indonesian batik techniques, to produce an innovation in batik development so that it will give a wide variety of consumers in buying batik. Shibotik sells their product quite expensive, but the brand positioning is not suitable with goals that have been set on, which doesn't create an impression of limited edition products for the desired target. To overcome the problem issued above, repositioning need to be made so that Shibotik could construct an image as limited edition batik, with 24-40 years old woman as the main target. Before making this design several methods were carried out, namely the method of observation, questionnaires, interviews and literature. To give an unique concept in the design, a clean design was applied to produce a limited edition image. The main media that used to reposition the Shibotik brand are Instagram and websites, magazine, look books and store designs as supporting media. Hopefully with the Shibotik brand repositioning, the brand will have a new position as an innovative limited edition batik product.

APA, Harvard, Vancouver, ISO, and other styles

19

Shesarria, Gina, and Gita Siswhara. "PENGARUH STRATEGI REPOSITIONING HOLIDAY INN BANDUNG TERHADAP KEPERCAYAAN TAMU MEMBER." Journal : Tourism and Hospitality Essentials Journal 2, no. 2 (April 6, 2016): 339. http://dx.doi.org/10.17509/thej.v2i2.1941.

Full text

Abstract:

Hospitality industry has three classifications of the National Chain Hotel, International Hotel Chain and hotels that are managed independently. International Hotel Chain is standing in Bandung one of them is the Holiday Inn. Holiday Inn Bandung is one of the four-star hotel which has the highest actual share best among customary international chain hotel in the city of Bandung. One of the guests that must be maintained is a guest member. The effort to maintain it is to make changes or repositioning. The purpose of this study was to obtain findings on repositioning strategies undertaken, the level of trust and influence of repositioning strategies undertaken Holiday Inn Bandung guest member of the trust. Repositioning strategy used theory is Muzellec & Lambkin, whereas the theory of confidence used was Doney & Canon. Objects in this study was the guest of a member who stays good corporate member guest and guest of individual members. Independent variable (X) is a repositioning strategy that consists of three dimensions of brand logos, building renovation and staff performance. Dependent variable (Y), namely trust. This type of study is a descriptive verifikatif, and the method used is survey with stratified random sampling technique, the obtained sample size of 100 respondents to the division of 56 respondents for this type of corporate members and 44 guests respondents for this type of individual member guest. Techniques of data analysis and hypothesis test used is multiple regression. The results showed that the repositioning strategy did have an influence on trust. Dimensional result greatest value of the brand logo of amounting to 5.742, then the second highest value obtained through the staff performance of 5.363, while the building renovation is considered guest members have no influence because the guest member has not felt comfortable and familiar with the appearance and location of new facilities.

APA, Harvard, Vancouver, ISO, and other styles

20

Zahid, Sundus, and Ms Naintara Sarfaraz Raja. "Effect of Rebranding and Repositioning On Brand Equity Considering Brand Loyalty as a Mediating Variable." IOSR Journal of Business and Management 16, no. 1 (2014): 58–63. http://dx.doi.org/10.9790/487x-16175863.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

James, Constance R., and Keith Whitney. "Under Armour: repositioning for the global stage." CASE Journal 14, no. 2 (March 5, 2018): 164–93. http://dx.doi.org/10.1108/tcj-06-2017-0055.

Full text

Abstract:

Synopsis Over the last two decades, Under Armour (UA) has emerged from being the “underdog” in the sports apparel and footwear industry to being a leader in the industry, with a fierce attention to performance and great skill at picking up-and-coming athletes who emerge as superstars. This case underscores its administrative heritage, competitive strategy, and growth potential as a global player in a highly competitive industry. It addresses the tension between being a performance brand while launching lines for women vs technology applications and conflicts between its growth strategy and macro-economic forces. It highlights areas in which it has succeeded against macro-economic forces and where it has not. Research methodology The research relies primarily on secondary sources and countless studies of UA and its major competitors. Primary research is based on databases, videos of UA’s Chief Executive Officer, Kevin Plank, and articles from Bloomberg to The Baltimore Sun (UA’s headquarters) on the history, growth and future of UA. It also includes observations and site visits to one of its signature brand house stores as well as intensive research and directed studies with students in the USA and China. Relevant courses and levels The case can be applied to undergraduate, graduate or executive business classes in: business policy and strategy; general management; (sports) marketing; leadership or organisational behaviour classes.

APA, Harvard, Vancouver, ISO, and other styles

22

신재욱. "A Study on the Repositioning Strategy by Chicken Brand Revitalization." A Journal of Brand Design Association of Korea 12, no. 1 (March 2014): 95–110. http://dx.doi.org/10.18852/bdak.2014.12.1.95.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Simms, C., and P. Trott. "An analysis of the repositioning of the “BMW Mini” brand." Journal of Product & Brand Management 16, no. 5 (August 28, 2007): 297–309. http://dx.doi.org/10.1108/10610420710779591.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Hassanien, Ahmed, and Tom Baum. "Hotel Repositioning through Property Renovation." Tourism and Hospitality Research 4, no. 2 (December 2002): 144–57. http://dx.doi.org/10.1177/146735840200400205.

Full text

Abstract:

Kotler (1997) argues that regardless of the initial success of the brand position in the market, the firm may have to he forced to reposition it later. Similarly, Trout and Rivkin (1995) state that today is more the time for repositioning than positioning. This is due to the changing marketing environments that influence any organisation. However, renovation is costly, ongoing and inevitably essential for hotels to stay active and alive in the market. At any one time almost every hotel has recently been renovated, is under renovation, or is waiting for renovation. An examination of the literature uncovers the fact that hotel positioning and property renovation are inseparable in the hotel industry since most innovation is attained through renovation. It is the intention of this paper to concentrate on the process of property renovation in the hospitality industry and its role as a strategic marketing tool for hotel repositioning. A study of attitudes to hotel renovation in Egypt forms the empirical component of this paper.

APA, Harvard, Vancouver, ISO, and other styles

25

Beverland, Michael, and Michael Ewing. "Slowing the adoption and diffusion process to enhance brand repositioning: The consumer driven repositioning of Dunlop Volley." Business Horizons 48, no. 5 (September 2005): 385–91. http://dx.doi.org/10.1016/j.bushor.2005.01.001.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Davis, Fiona. "Making Learning Fun: Repositioning a Traditional Brand for the New Millennium." International Journal of Advertising and Marketing to Children 2, no. 1 (February 2000): 77–82. http://dx.doi.org/10.1108/eb027640.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Shetty, A. Shivakanth, Kerena Anand, and Dilip Chandra. "Old Monk: The Resurrection of a Heritage Brand." Business Perspectives and Research 8, no. 2 (February 2, 2020): 324–31. http://dx.doi.org/10.1177/2278533719887460.

Full text

Abstract:

This case is developed to discuss options related to strategy in general and marketing strategy in particular that were implemented by an iconic brand—Old Monk—in the compelling attempt to revive the its brand value and relevance. The protagonist in the case is Mr Hemanth Mohan, the Director of this brand who is faced with serious challenges in resurrecting the brand in a hypercompetitive, ever-changing lifestyle alcoholic beverages market in India. The most significant of the challenges faced by Mr Mohan are changing tastes and preferences of the consumer, new foreign brands entering into the market, strong regulation, close monitoring from the government, and the monopoly of state-managed liquor retail chains. This case addresses and provides for the evaluation of various strategic options available for the brand in terms of repositioning itself in the relevant markets. The case presents questions related to how effectively a traditional brand can carry forward the legacy to redeem its brand value in the light of changing tastes and customer preferences. The case proposes to bring to light the importance of strategic decisions to be made around managing brand extensions in addressing the dilemma of brand value being spread too thin versus capitalizing on the past glory of the brand in finding life for the newly launched products under the known umbrella. This case is developed with an intent to be discussed among students pursuing undergraduate and/or graduate education in management discipline. The case is well aligned to be relevant for discussing concepts related to brand management, marketing strategy, strategic management, and consumer behavior. The content of this case is designed to be discussed and delivered in a typical 90-min class session, allowing students 120 min of pre-reading time and 120 min of post-discussion report preparation.

APA, Harvard, Vancouver, ISO, and other styles

28

Vyas, Preeta, and Falgun Bhatt. "Evolution of Fortune Brand Communications of Adani Wilmar." Asian Case Research Journal 19, no. 01 (June 2015): 155–81. http://dx.doi.org/10.1142/s0218927515500066.

Full text

Abstract:

In early 2011, CEO of Adani Wilmar Ltd. (AWL) arranged a meeting with COO (Chief Operating Officer) and his team to review Fortune brand communication strategy. The multimedia campaign, designed and proposed by its advertising agency, was a major shift from past communications. With a tagline “Joy of Eating”, the company wanted to craft a unique value proposition for the brand. Earlier the “Thoda aur chalega” (little more will do) campaign was continued since its introduction for the variants under the brand “Fortune”. The case describes the taglines and product portfolio of the “Fortune” brand as well as the characteristics of the edible oil industry and competition within the industry. It featured the proposed brand portfolio and communication strategy for the “Fortune” brand. The brand had maintained its market leadership for last 7 years in organized (packaged edible refined oil) market and hoped to further strengthen its market share with this repositioning. The team was to analyze the market and chart out the future road map for communications of the brand in a competitive edible oil market in India.

APA, Harvard, Vancouver, ISO, and other styles

29

Indika, Deru R., and Windy Utami Dewi. "ANALISIS REBRANDING UNTUK MEMBENTUK FAVORABLE BRAND IMAGE PADA RADIO PLAY 99ers." JBMI (Jurnal Bisnis, Manajemen, dan Informatika) 15, no. 2 (November 21, 2018): 121–35. http://dx.doi.org/10.26487/jbmi.v15i2.4177.

Full text

Abstract:

Penelitian ini membahas hasil analisis pelaksanaan rebranding pada “Play 99ers” Radio Bandung. Tujuan penelitian untuk mengetahui mengenai pelaksanaan rebranding dan keputusan perusahaan untuk melakukan rebranding termasuk keputusan yang tepat atau tidak. Faktor pendorong perusahaan melakukan rebranding adalah karena pergantian kepemilikan, pelaksanaan rebranding yang dilakukan oleh perusahaan adalah mengubah positioning, nama, desain logo, dan cara komunikasi. Dimensi pengukuran analisis rebranding yang digunakan dalam penelitian ini yaitu brand repositioning, brand renaming, brand redesigning dan brand relaunching.Metode penelitian yang digunakan dalam penelitian ini adalah survey dengan metode deskriptif. Teknik pengumpulan data yang digunakan adalah studi kepustakaan, observasi, dan kuesioner. Sampel diambil dari 100 orang responden yang pernah mendengarkan “Play 99ers” Radio Bandung yang diambil dengan menggunakan teknik purposive sampling. Hasil penelitian menunjukkan rebranding yang dilakukan merupakan keputusan yang tepat karena mendapat tanggapan baik dari masyarakat.

APA, Harvard, Vancouver, ISO, and other styles

30

Petit, Francis. "Repositioning Your EMBA Program And Reinventing Your Brand: A Case Study Analysis." American Journal of Business Education (AJBE) 2, no. 8 (November 1, 2009): 75–84. http://dx.doi.org/10.19030/ajbe.v2i8.4601.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Mukherjee, Jaydeep, and Mukund Trivedy. "Corporate brand building at SRF: challenge of selecting the brand consultant." Emerald Emerging Markets Case Studies 1, no. 4 (October 1, 2011): 1–27. http://dx.doi.org/10.1108/20450621111201257.

Full text

Abstract:

TitleCorporate brand building at SRF: challenge of selecting the brand consultant.Subject areaThe case is about the selecting the agency to take up the brand building challenge of SRF Limited, a well established, large business in India having diverse lines of “industrial products”. The business decision problem of SRF stemmed from the fact that the corporate leadership team, which had to take a decision on the topic had considerable reservation about the appropriateness of each of short‐listed agencies for the job at hand. There were also differences of opinion on what would be the criteria for selecting the brand consultant. The Managing Director had to ensure that the team arrived at a consensus, rather than being foisted with a decision from top.Study level/applicabilityThis case can be taken up in executive education programs as well as the basic marketing management program at the postgraduate level or in a specialist advertising courses. The case can be taught in the core marketing course at the postgraduate level while discussing the selection on advertising agency.Case overviewThe decision‐making focus of the case is about selecting an advertising agency among a set of three, which was most suited to help SRF achieve the repositioning, branding and the awareness creation challenge. The agencies, however, were mostly experienced in building brands for consumer product which was distinct from industrial intermediaries company like SRF. As an organization, SRF had no experience of dealing with an advertising agency, thus the selection was quite a challenge. It brings to focus the decision‐making dilemma faced by a large number of companies in emerging markets which are making the transition to brand building.Expected learning outcomesThe following insights could be elucidated by the case: Help the students understand the corporate branding concept as distinct from product branding. Decision‐making dilemmas associated with corporate brand building for a company with long legacy of product branding.Criteria for evaluating the proposals by advertising agency from the perspective of a client organization.Supplementary materialsTeaching notes.

APA, Harvard, Vancouver, ISO, and other styles

32

Donaldson, Ronnie, Mariette Du Toit-Helmbold, and Annareth Bolton. "Repositioning the Swellendam Municipal Area as a Tourist Destination: Trends, Destination Marketing and Place Branding." African Journal of Hospitality, Tourism and Leisure 10, no. 10(5) (December 15, 2021): 1576–90. http://dx.doi.org/10.46222/ajhtl.19770720.180.

Full text

Abstract:

In 2017 the Swellendam Tourism Bureau’s board adopted a new marketing brand for the municipality under the banner Cape Trade Route. The brand was introduced without using any market intelligence to inform it. The Swellendam Municipality subsequently resolved that any new tourism strategy had to be informed by current market research, including media, trade and industry sentiments about the region. This paper reports on five sets of empirical evidence collected by various means to better understand Swellendam’s tourism brand and marketing strategies. They are (1) workshops with business and community roleplayers; (2) an online questionnaire survey conducted with tourist-aligned enterprises in the Swellendam municipal area; (3) a content analysis of traditional and social media relating to Swellendam; (4) a visitor interview survey; and (5) a snap review of sixteen tour operators’ opinions about Swellendam as a tourism region. The findings highlight the crucial role of sound market intelligence in creating tourism marketing strategies for municipalities. The reported findings and the recommendations made have subsequently informed the municipality’s spatial development framework and tourism strategy.

APA, Harvard, Vancouver, ISO, and other styles

33

Sharma, Anuj. "Building Brand Through B2B Route—Del Monte in India." South Asian Journal of Business and Management Cases 8, no. 2 (May 9, 2019): 215–27. http://dx.doi.org/10.1177/2277977919842477.

Full text

Abstract:

Del Monte, a global food and beverage company, entered into Indian market in 2008. Del Monte established Joint Venture with Field Fresh which at that time dealt in exports of agricultural fresh produce. Yogesh Bellani, CEO of Field Fresh had the responsibility of establishing the Del Monte brand in India. Yogesh faced lots of challenges as there was very little brand awareness of the company and also there were many established players in the market. Del Monte first launched canned pineapples to be followed by canned fruit juices. Yogesh started building Del Monte brand on quality and timely delivery. Yogesh targeted big quick service restaurants (QSRs) like Dominos, Sub Way, MacDonald, Pizza Hut and Burger King for supplying its products. This was a unique way of establishing the brand through B2B route. After having established the brand through B2B route, Yogesh targeted B2C market. Del Monte launched several new products like tomato ketchup, entire Italian category, and eggless mayonnaise through modern trade route. In initial years, Yogesh established the brand and created revenue for the company. Subsequently he focussed on improving the profitability. His current challenge was to manage both which are conflicting in nature. He was also thinking of brand repositioning for future growth.

APA, Harvard, Vancouver, ISO, and other styles

34

Todiras, Alina, Peter Nijkamp, and Saidas Rafijevas. "Innovative marketing strategies for national industrial flagships: brand repositioning for accessing upscale markets." International Journal of Foresight and Innovation Policy 7, no. 1/2/3 (2011): 72. http://dx.doi.org/10.1504/ijfip.2011.040067.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Kononenko, Oksana. "THEORETICAL ASPECTS OF THE ORGANIZATION BRAND MANAGEMENT." Innovative Technologies and Scientific Solutions for Industries, no. 1 (15) (March 31, 2021): 76–82. http://dx.doi.org/10.30837/itssi.2021.15.076.

Full text

Abstract:

The subject matter of research in the article is the development of the concept of "brand", as well as modern approaches to the process of brand formation of the organization. Recent decades the concept of "brand" has become widespread. It is applied to the individual, to the enterprise, and also to government initiatives. However, in the literature there is no single point of view on the definition of this concept. The goal of the article is to analyze the existing definitions of the concept of "brand" and modern approaches to the process of brand formation of the organization. To achieve this goal, it is necessary to solve the following tasks: to collect the definitions of the concept of a brand, given by organizations, scientists, specialists, to analyze these definitions and their dynamics, to analyze the main features of strategic brand management. The system analysis method was applied to achieve the goal of the work. Results. The most well-known definitions of the concept of "brand" are given. It is shown that it can be considered from the standpoint of a company that creates goods or provides services under its own brand, or from the standpoint of a buyer who perceives this brand. The way this concept evolves over time is analyzed. It is shown that the brands are a combination of tangible and intangible elements that can be combined into the following groups: visual design elements, distinctive product features (quality, individuality, sounds, aroma, taste, etc.), intangible aspects of customer interaction with the product or company. quality of customer service, etc.). Based on the analysis of existing concepts, the own definition of the concept of "brand" is proposed, which meets the requirements of modernity. The definition of "branding" is considered. It is shown that brand management uses a variety of marketing tools and techniques to increase the value of branded goods in the eyes of buyers and that a large proportion of buyers are willing to pay more for the product of your favorite brand. The main stages of strategic brand management include: determining the position and value of the brand, planning and implementation of the brand marketing program, measuring brand effectiveness, increasing and maintaining brand value. The concept of "brand book" and the advantages of its use are considered. The structure of the brand book is described. It is shown that it is important for the development of companies to create a marketing strategy for rebranding. In the process of rebranding, there are usually four main stages, namely: marketing audit, brand repositioning, restyling of its visual attributes and changing the principles of communication. Conclusions: the definition of "brand" and the use of strategic brand management and rebranding will form the brand of the organization, which will be better perceived by consumers and will have a positive image in society.

APA, Harvard, Vancouver, ISO, and other styles

36

Rahman, Fahmi Aulia, and Nita Garnida. "Proposed Customer-based Brand Equity (CBBE) Strategy for Railway Courier Service – Case Study: Rail Express of PT Kereta Api Indonesia." European Journal of Business and Management Research 6, no. 1 (January 7, 2021): 1–5. http://dx.doi.org/10.24018/ejbmr.2021.6.1.670.

Full text

Abstract:

PT Kereta Api Indonesia (KAI) is a railway transportation service provider in Indonesia. In 2019, KAI launched railway courier service to support logistic sector, called Rail Express. Despite the advantages of railway courier service in providing low-cost fee and minimum risk of time delay and accident, low market penetration indicates brand awareness in the market is still very low. The main objective of this study is to develop customer-based brand equity strategy for railway courier service, by using Rail Express as the case to carry out the research. This study used a series of qualitative method research to fully comprehend the business situation and propose the solution to the business problem. First, in-depth interviews were conducted to the management and staff of KAI to assess external and internal environments of railway courier service. Second, focus group discussions were conducted to gain consumers’ insight related to brand awareness and brand image of Rail Express. The discussion was attended by 16 participants that represent Rail Express target market of e-commerce buyer and seller. Third, this study used TOWS matrix to generate business solution alternatives based on previous analysis findings. As the result, this study formulated three main strategies to build customer-based brand equity: first, integrated marketing communication to establish brand awareness by increasing brand recall and brand recognition; second, brand repositioning to establish brand image by developing brand associations related to positive image and technology; and third, improvement on existing marketing mix, i.e., product, distribution channel, and price strategies.

APA, Harvard, Vancouver, ISO, and other styles

37

Nhat Hanh Le, Angelina, Julian Ming Sung Cheng, Hadi Kuntjara, and Christy Ting-Jun Lin. "Corporate rebranding and brand preference." Asia Pacific Journal of Marketing and Logistics 26, no. 4 (September 2, 2014): 602–20. http://dx.doi.org/10.1108/apjml-10-2013-0120.

Full text

Abstract:

Purpose – The purpose of this paper is to investigate the moderating roles of brand name attitude and product expertise on the impact of different corporate rebranding strategies on consumer brand preference. Rebranding strategies include evolutionary and revolutionary rebranding strategies, while brand name attitude is consumer attitude towards a firm's original brand name and consumer product expertise refers to the consumer knowledge related to the brand's product or service. Design/methodology/approach – A 2×2 factorial experimental design is used to examine the proposed hypotheses. In total, 220 undergraduates from a public university in Taipei of Taiwan participate in the experiment. Findings – The findings indicate that given brand repositioning is preferable, the use of evolutionary rebranding strategies is superior in enhancing consumer brand preference in the case of pleasant original brand name attitude, while the use of revolutionary strategies is superior when consumers hold less pleasant attitude. In addition, expert consumers show similar responses towards the two rebranding strategies, whereas evolutionary strategies seem to be more effective than revolutionary ones in enhancing consumer brand preferences in the case of novice consumers. Research limitations/implications – A convenient sampling method was employed and undergraduate students were the research subjects. Besides, a fictitious brand was used in the experiment design. As a result, the generalisability and applicability of the current research findings should be considered and carried out with cautions. Practical implications – The findings of the research provide empirical understanding on the use of rebranding strategies to generate higher levels of brand preference under contingencies, thus helping brand managers apply a more appropriate type of rebranding strategies when necessary. Originality/value – The current study is the preliminary causal-oriented work to provide guidance with appropriate rebranding strategies under the contingencies of consumers’ original brand name attitude and product expertise.

APA, Harvard, Vancouver, ISO, and other styles

38

Setiani, T., Antoni, and A. Sujoko. "THE EFFECT OF NEW IDENTITY, NEW IMAGE, AND REPOSITIONING AS A PROCESS OF REBRANDING TOWARD BRAND LOYALTY, BRAND ASSOCIATIONS, PERCEIVED QUALITY AS PART OF BRAND EQUITY." Russian Journal of Agricultural and Socio-Economic Sciences 76, no. 4 (April 30, 2018): 253–63. http://dx.doi.org/10.18551/rjoas.2018-04.27.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Beloborodova, A. L., and N. A. Ilina. "REPOSITIONING OF THE NATIONAL BRAND OF PUBLIC CATERING “TUBATAY” ON THE REPUBLIC OF TATARSTAN MARKET." Vestnik of Samara State University of Economics 10, no. 192 (2020): 24–32. http://dx.doi.org/10.46554/1993-0453-2020-10-192-24-32.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Johns, Raechel, and Rebecca English. "Transition of self: Repositioning the celebrity brand through social media—The case of Elizabeth Gilbert." Journal of Business Research 69, no. 1 (January 2016): 65–72. http://dx.doi.org/10.1016/j.jbusres.2015.07.021.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

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.

Full text

Abstract:

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 "

APA, Harvard, Vancouver, ISO, and other styles

42

Zhylinska, Oksana, Svitlana Firsova, Tetiana Bilorus, and Herman Aksom. "Employer brand management: methodological aspects." Marketing and Management of Innovations, no. 1 (2021): 158–69. http://dx.doi.org/10.21272/mmi.2021.1-12.

Full text

Abstract:

The paper aims to develop applied aspects of the methodological support of a reasonable selection of the company responsible for the formation and promotion of the employer brand using the tools of multicriteria analysis and evaluation of the functionality of outsourcing companies based on the criteria that determine their competitive advantage. Consequently, the need to attract external resources to manage the employer brand has been substantiated. The authors schematized the decision-making process on a reasonable selection of outsourcing companies. The system of the criteria for the implementation of such a choice, which includes the requirements for both the outsourcing company and the future project: the rate of successful previous projects, the rate of customer satisfaction, the experience of work in Ukraine, the average cost of project development services, project development duration, the comprehensiveness of the developed recommendations for the employer brand promotion, project duration, project flexibility, the complexity level of project implementation, average monthly expenditures during the project period has been formed. Moreover, the paper systematizes the main metrics of outsourcing companies' projects on the employer brand formation and promotion, which include: a range of services for attracting, selecting, retaining, developing and evaluating staff; competitor analysis, HR-advertising, HR-marketing, systems of search engine management, leadership development programs, adaptation programs; differentiation of those organizational metrics that distinguish the customer company as an employer from the nearest competitors and separation of competitive advantages of the customer, values and the emotional component of the brand; development of its unique brand identification system – corporate style, brand book, etc.; formation of the key employer branding metrics: Employer Value Proposition (EVP), Employer Brand Personality, Employer Brand Positioning; insight formation - deep understanding of the relationship between the brand and the target audience, positioning and repositioning the employer brand on the labour market. The outsourcing company's direct selection is proposed to be based on multicriteria optimization, particularly using the analytical hierarchy methods (Saati, T.) to determine the weight coefficients of criteria and VIKOR to construct the resulting indicator. Thus, the method application result is to make justified ratings of outsourcing companies, which will allow customer companies to choose the best alternatives on the market of outsourcing services.

APA, Harvard, Vancouver, ISO, and other styles

43

Aruan, Alexander Mamby, Henri Putra Jaya, Adela Setiawan, and Felicia Hanslim. "Special Events Fashion Show Collaboration in Socializing Spongebobgold to Support Brand Awareness." Ultimacomm: Jurnal Ilmu Komunikasi 11, no. 2 (December 30, 2019): 144–57. http://dx.doi.org/10.31937/ultimacomm.v11i2.1108.

Full text

Abstract:

MNC Licensing International sees the opportunity of expanding the target market of their brand animation SpongeBob. In its current state, SpongeBob has reached the maturity stage. SpongeBob feels the importance to extend the target market to millennials. Regarding this, SpongeBob created a global campaign called SpongeBob Gold. SpongeBob Gold's global campaign is a marketing public relations activity created through nine steps of strategic public relations planning to support brand awareness. This campaign uses a fashion show collaboration strategy that collaborates with the local designers from every country. For Indonesia, SpongeBob Gold collaborate with Indonesian local designer Tities Sapoetra. This fashion show collaboration gives the experience to the fans and uses an influencer to deliver its message. This research uses communication theory, marketing public relations, special event and nine steps of strategic public relations planning in analyzing the implementation of SpongeBob Gold. The methodology that is being used in this research is called qualitative methods by conducting in-depth interviews. The results show that the implementation has had a good outcome. Using the nine steps of strategic public relations planning, the author can understand the implementation of a good strategy in establishing the increasing awareness of the SpongeBob Gold that has resulted in the increasing demand of the licensed of SpongeBob. Keywords: marketing public relations, brand repositioning, special event, brand awareness, fashion show collaboration

APA, Harvard, Vancouver, ISO, and other styles

44

Ahn, Hye Shin. "A Study on the Creative Strategy of Brand Repositioning - Comparative Method of URSA and Bacchus Ad. -." A Journal of Brand Design Association of Korea 10, no. 1 (January 2012): 131–42. http://dx.doi.org/10.18852/bdak.2012.10.1.131.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Mubarok, Muhamad Husni, and Saful Mujab. "Co-Branding and Brand Repositioning Ramayana Sabar Subur: Consequences of Retail Acquisition in the Midst of a Pandemic." International Journal of Social Science 1, no. 6 (April 3, 2022): 917–28. http://dx.doi.org/10.53625/ijss.v1i6.1836.

Full text

Abstract:

Amid the fluctuating Covid-19 pandemic, PT. Ramayana Lestari Sentosa (RALS) took over the Toserba Sabar Subur from PT. Subur Makmur Sentosa. Previously, experts never predicted that the acquisitions would occur in retail because people's purchasing power was so weak during a pandemic. However, a bold step was taken by RALS which opened several outlets of Ramayana Sabar Subur in Tangerang. This research was conducted to explore the managerial’s point of view in calculating the benefits of the local brand of Sabar Subur and to explore the management strategy of RALS in creating a fresher image of Toserba Sabar Subur without causing ambiguity between Sabar Subur and Ramayana. This research was descriptive with a qualitative approach using a case study method. The researcher used in-depth interviews, questionnaires, and literature in collecting the data. The results show that Co-Branding and Brand Repositioning have been implemented by the management of Ramayana Sabar Subur through four stages: fact finding, planning decisions, communication-action, and evaluation, have a positive impact on the image of the new Sabar Subur. However, the sales profit was not as good as the company's image. This is due to two things: (1) Ramayana Sabar Subur's market share tends to be the lower middle class who are vulnerable during a pandemic; (2) a marketing strategy that is still conventional and does not yet have a qualified digital team.

APA, Harvard, Vancouver, ISO, and other styles

46

McPherson, Mark, and Monia Mohsen Ismail. "Brand repositioning of Egypt's Muslim brotherhood: do you see what I see, views from the female electorate." International Journal of Islamic Marketing and Branding 4, no. 3/4 (2019): 261. http://dx.doi.org/10.1504/ijimb.2019.10029049.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

McPherson, Mark, and Monia Mohsen Ismail. "Brand repositioning of Egypt's Muslim brotherhood: do you see what I see, views from the female electorate." International Journal of Islamic Marketing and Branding 4, no. 3/4 (2019): 261. http://dx.doi.org/10.1504/ijimb.2019.107290.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Rossini, Fernando Henrique, Eduardo Roque Mangini, André Torres Urdan, and Ariane Santos. "Reposicionamento de marca em pequeno varejista do setor calçadista (Brand repositioning in small retailer on footwear industry)." Revista Ciências Administrativas 22, no. 2 (July 20, 2016): 542. http://dx.doi.org/10.5020/2318-0722.22.2.542-572.

Full text

Abstract:

A marca é um ativo intangível que pode possuir elevado valor no mercado e seu posicionamento é fundamental para o processo de compra do consumidor. O objetivo desse artigo consistiu em avaliar o reposicionamento de marca de uma empresa varejista que atua no setor calçadista, utilizando os fundamentos de segmentação e posicionamento de mercado. Por meio de um estudo de ordem qualitativa que teve como método o estudo de caso único, realizou-se a coleta e triangulação de dados com proprietário, consultores e consumidores da empresa, que foi o objeto de estudo, com o intuito de assegurar a confiabilidade da pesquisa. A partir da análise dos dados, foi possível inferir que, mesmo sem grandes valores de investimento em comunicação, a empresa está em processo de reposicionamento no mercado e que ações corretas no composto mercadológico podem alavancar a empresa.

APA, Harvard, Vancouver, ISO, and other styles

49

Petkovic, Nebojsa, Goran Milovanovic, and Aleksandra Andjelkovic. "Market repositioning of a company through the creation of a new brand: Case study for Niska mlekara." Marketing 45, no. 2 (2014): 147–56. http://dx.doi.org/10.5937/markt1402147p.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Ahmed, Hussein Moselhy Syead, and Ali Ahmed Abdelkader. "The Mediating Role of Repositioning on The relationship Between Electronic Integrating Communication Marketing (E-IMC) and Loyalty." International Journal of Online Marketing 9, no. 1 (January 2019): 1–23. http://dx.doi.org/10.4018/ijom.2019010101.

Full text

Abstract:

This article aims to determine and analyze the impact of E-IMC on improving the positioning towards commercial banks in Egypt, and loyalty as well. To accomplish these objectives, a descrptive method is used. 360 customers of commercial banks in Egypt are randomly selected, which were selected for having used the internet service of these banks. The total response rate was 86.4%. The results showed that this a statistically significant relationship between E-IMC and the mental image of the customers towards the organizations to improve their image and increase the achievement of loyalty to the brand in the commercial banks. Examining the results, a reliable model has been found in managing the mental image of the organizations with their customers.

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Brand Repositioning'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles