Rebranding's Effect on House of Fraser's Brand Image

This assignment examines the impact of rebranding on the brand image of House of Fraser's Oxford Street flagship store. The content includes various articles and studies that discuss rebranding strategies, successful rebranding cases, and its effects on brand equity and customer loyalty. It also touches upon ethical considerations in research.

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Impact of rebranding on the brand image
of House of Fraser Oxford Street Flagship
Store

TABLE OF CONTENTS
Chapter 1: Introduction.....................................................................................................1
1.0 Introduction.............................................................................................................1
1.1 Organizational Background.....................................................................................2
1.2 Rationale of the research........................................................................................3
1.2.1 Academic Rationale of the research.................................................................4
1.3 Research Aims & Objectives..................................................................................4
Chapter 2: Literature Review...........................................................................................5
2.1 Branding................................................................................................................. 5
2.2 Brand image and re-branding.................................................................................5
2.2.1 Rebranding.......................................................................................................7
2.2.2 Brand image of House of Fraser before rebranding.........................................9
2.3 The Reasons and Drivers for Re-branding.............................................................9
2.3.1 Re-branding in the fashion retail industry.......................................................11
2.3.2 Rebranding in House of Fraser, flagship store...............................................12
2.4 Impact and risk associated with re-branding.........................................................13
2.4.1 Benefits and Risks of rebranding for the flagship store..................................15
2.5 Conclusion............................................................................................................ 16
Chapter 3: Research Methodology.................................................................................17
3.0 Introduction........................................................................................................... 17
3.1 Justification for the chosen research methods......................................................17
3.2 Research Preparation...........................................................................................19
3.3 Explanation of the Methods..................................................................................19
3.3.1 Access to the company...................................................................................19
3.3.2 Sampling.........................................................................................................19
3.3.3 Developing Research Instrument...................................................................20
3.3.4 Data Analysis..................................................................................................21
3.3.5 Validity, Reliability and Generalisability..........................................................21
3.3.6 Ethical Issues and Considerations..................................................................22
References.....................................................................................................................23
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Chapter 1: Introduction
1.0 Introduction
Branding is of utmost importance when it comes to marketing a brand to the
target markets. Branding is basically endowing the goods and services with brand
equity and is all about rendering one brand different from others. Marketing
professionals work on branding not just to create brand recognition, but also to create a
good name (Baldwin and Davis, 2006). Today’s globally competitive business
environment faces aggressive rivalry. A number of new products and services daily
enter the marketplace, reach a saturation point and then become outmoded. Trends
come into existence and disappear more rapidly than they appeared (Merrilees and
Miller, 2008).
Numerous benefits arise if branding strategies are effectively planned and
implemented. An unambiguous brand identity aids a company to successfully
distinguish their products and services from that of the rivals. As brand awareness
increases due to branding, the advertising costs to the company reduce. As a result of
this, branding not only helps in increasing the profit margins by creation of good brand
equity but also leads to fruitful brand expansions (Plewa and et.al., 2011).
In the branding world, rebranding is also a very important aspect. This refers to
makings alterations in marketing aesthetics. Here the question that emerges is that
should the components of a brand must be changed or only some of them should be
labeled as rebranded. There is one more dimension to the term re-branding which
pertains to the positioning of a brand and whether this remains the same or changes
during the process of rebranding. Repositioning is regarded as a central component of
the re-branding process (Kaikati and Kaikati, 2003).
The process of branding and re-branding is of significant importance for retailers
of clothing. The life cycle of garments is very short as fashions keep on changing very
frequently. Hence, good brands form the most powerful competitive advantage for
retailers as they are strongly positioned in the minds of the customers and therefore
instigate loyalty. The competition in the high end retail industry is tremendous as there
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are many retail houses selling homogenous products of big fashion houses (Aquino,
2011). While the other aspects and operations of a retail company can be easily copied
by its rivals, one thing they cannot duplicate easily is the enduring impression in the
intellects of customers from years of branding activities.
In the retail industry and typically in fashion retail industry, branding is of vital
importance. In this industry, image is the brand and whether the retail branding is a
liability or an asset depends upon how it is designed, developed and nurtured. The
likelihood of people buying from a retail house depends on the extent to which they can
associate the outlet with a positive brand (Petburikul, 2009). It should not happen that
the re-branding strategies of the company are negatively affecting the brand image of
any of its outlets. The customers who are brand loyal may view the alterations in the
business as a backward step if they connected with the brand the business previously
had. Hence, the re-branding strategies must be planned and implemented very carefully
as it ultimately affects the brand image (Brand Building in the Apparel Industry, n.d).
The following dissertation sheds light onto the impact of revising branding
strategies on brand image and brand concession partners of House of Fraser Oxford
Street, London. Several benefits such as increase in brand appeal to the potential
customers, increase in excitement about the improved business or service might accrue
to the House of Fraser. On the other hand, re-branding might also bring along with it
various drawbacks. All these dimensions will be discussed in this research report.
2.2.2 Brand image of House of Fraser before rebranding [this is really more for CH 1 to
explain the context of the research]
Prior to its rebranding, the flagship store had a decent brand image in the minds
of its customers (Segar and et.al., 2011)[how do you know???]. In fact, many customers
patronized the store [?] because of the availability of their desired brands in the store.
The store was touted{ to be an expensive brand though it was not placed in the upscale
premium brand segment (Perrey and Spillecke, 2011) [evidence?]. This deterred many
customers as there were many upmarket brands on the Oxford Street [evidence? this is
just full of unsupported claims]. People perceived that such high prices of products were
uncalled for as the store did not keep exclusive designer labels (Wheeler, 2012) [is this
the right source for this? the statement is manifestly untrue, as HofF has socked
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designer labels for many years – not perhaps the same ones as after the rebranding,
but they were ‘designer’ labels]). This was tarnishing the name of House of Fraser as its
very own flagship store was not able to live up to the brand standards [again, no
evidence]. Hence, it can be said that although there were patrons of the flagship store,
the brand image in minds of people was not very positive and they preferred other
stores over this store if they wanted to purchase designer labels [not supported by
evidence]. The store had quite a traditional touch to it which was against its aim of being
regarded as an upscale brand [examples?] (English, 2010). [this is an important section
for Ch 1 , but frankly worthless at the moment as there is no evidence or credible
sources to back up what you say]
Re-branding in the flagship store of House of Fraser is a well thought out and
strategic move to win back its customers. The fashion retailer has stepped up its
marketing initiatives for making the brand further high class and posh. The new ad
campaigns and promotional events are aimed at reviving the brand image and
positioning the brand as the finest department store chain all. The main aim behind this
rebranding exercise was to make the brand high market yet accessible and get back the
customer loyalty (Miller and Muir, 2005). With this revamping, the company intended to
strongly focus on designer labels and do away with certain brands. The flagship store
will be rolling out new designer labels like Lauren by Ralph Lauren, Anya Hindmarch,
the White Company, Kenneth Cole and Episode. The department store chain has even
created its own brand like Linea which has wide range of products in its portfolio. The
store is also about to introduce a new brand Criminal which is a fashion label for men.
The competition on the Oxford Street of London is intense with high fashion retail stores
like Gap, John Lewis, Pull & Bear and Zara competing on every front (Kaikati, 2003). As
these high street brands are offering premium products to their customers, it has quite
difficult to attract customers. Hence, this move to rebrand the House of Fraser flagship
store at Oxford Street is aimed at stocking exclusive brands that are not available at
other stores on the street. The sales figure show that the company was able to attract
newer customer segments because of the new designer label and was able to perform
well in a recession hit economy. Sales at the revamped store were recorded to be 8%
more than the remaining stores of the chain (Perrey and Spillecke, 2011).
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[PLEASE LOOK AT THE PARA ABOVE, AS IT ILLUSTRATES WHY I AM SO
FRUSTRATED WITH YOU:
COMMENTS I MADE STILL IN THE TEXT AND NOT ADDRESSED;
MATERIAL THAT IS NOT REALLY RELEVANT TO THE SECTION HEADING;
USE OF SOURCES THAT ARE CLEARLY NOT RELEVANT, INCLUDING ONE FROM
2003 THAT IS SUPPOSED TO BE ABOUT THE EFFECT OF THE REBRANDING;
MATERIAL AT THE END THAT IS MORE LIKE A CONCLUSION AND WHICH BEGS
THE QUESTION WHY YOU ARE TRYING TO ASSESS THE IMPACT OF THE
REBRANDING]
1.1 Organizational Background
House of Fraser is a high end British retail store which began its operations in
1849 in Glasgow. Its present headquarters are in London. The group has about 60
outlets in and around the UK and Ireland. The store specializes in cosmetics, garments
and housewares. The department store group was earlier known as Fraser & Sons. The
group progressed immensely in the opening years of 20th century, nonetheless, ensuing
the Second World War; plethora of acquisitions changed the company into a national
chain. Over all these years, the department group has acquired many once famous
changing branding strategies on brand image stores like Kendals, Howells, changing
branding strategies on brand image Jenners, Dickins & Jones, Beatties and Army &
Navy (House of Fraser since 1849, 2011).
House of Fraser is the third biggest traditional department store group in the UK.
As per the last statistics available, there were around 4961 employees employed across
all the stores of the company (Woon, 2011). The department store group has been
attempted to be acquired by many other firms; however, it was the acquired by Baugur
in 2006 which brought into public notice its actual ownership (House of Fraser since
1849, 2011). The current report focuses on House of Fraser flagship store in Oxford
Street, London.
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1.2 Rationale of the research
The House of Fraser Oxford Street has been facing the problem of identity crisis
for many years now on high fashion streets of London. Hence, the management is
striving towards re-creating its brand equity. It aims to display the overhauled
personality of the flagship store to the market which might create a positive impact on
the way in which customers perceived this store. The management is intending to
transforming the business into an up market store that sells premium brands ( Hill,
2009). However, there exists some risk in this move as the company might lose some of
its customers whose main reason of shopping there was presence of certain brands that
are now being planned to be discontinued. There is a lurking risk of damage to the
brand image that might accrue with the change in branding strategies. This organization
has been chosen in particular, as it can be a very good example to work on when
corporate brand revision is concerned.
The research is very important pertaining to the organization House of Fraser
flagship store in Oxford Street, London as the impact of revising branding strategies can
be gauged with help of this research. As the management of the company is in a
situation of dilemma of the potential pros and cons for revising its branding strategy, the
current research will prove to be of significant advantage in developing important
insights. The research will discuss in detail about the branding theory which will cover
an array of topics like definitions, corporate brand building strategies, reasons behind
revision of strategies, decisions driving this revision, attitude of customers regarding this
change, decision making process of buyers and the potential competitive advantage of
the rejuvenated brand. The current research will highlight the reasons and relevance
behind House of Fraser’s corporate branding modification, which will enable a more
comprehensive analysis of branding principles, which can result in success of branding
strategies. HOF will thus be able to maintain its core brand and link its existing brand
with the revitalized brand that can fruitfully target a new market segment.
1.2.1 Academic Rationale of the research
This research will make a significant contribution to the academic area and will
add notable insights in the existing literature on the subject matter. By describing about
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the impact of revising branding strategies on brand image, gaps that exist in the
literature will be filled. In research done by Gobe (2010), the author mentioned this area
that holds major scope for conducting research. He said that many researchers have
looked at different rebranding exercises of various companies like Burberry, Tommy
Hilfiger and etc. However, none of the researchers addressed the impact such
rebranding exercises can have on the brand image of a company. [I just do not believe
this. what on Earth were they looking at if not this?] Hence, by undertaking this
research, additions will be made to inadequate literary sources. [this is very vague.
what specifically did Gobe say about gaps? how does your research address that or
develop ideas from other authrors?]
1.3 Research Aims & Objectives
The aim of this report is to identify the impact of the revision in its branding
strategies on female clothes shoppers’ brand image of House of Fraser, Oxford Street,
London. The underlying objectives of the report are as follows:
 To review the literature in order to understand the common drivers behind re-
branding in contexts similar to that of HOF’s Oxford Street store, and the
circumstances in which such re-brandings are seen as having succeeded or
failed.
 To assess the literature on the potential benefits and especially the risks
associated with re-branding in contexts similar to that of HOF’s Oxford Street
store.
 To use the literature in order to identify the key variables (e.g. brand image,
brand identity) which are usually used in assessing re-brandings, and also how
these have been measured in past research, so as to help guide the primary
research.
 Drawing on the literature, to produce a questionnaire and conduct a survey on
the attitudes of current female clothes shoppers at HOF’s Oxford Street store
towards the rebranding, including the brand image of the store prior and post the
rebranding exercise.
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 To make practical and cost-effective recommendations to HOF about how the
rebranding could have been done better (if at all) and what lessons it can learn
for future similar exercises in other departments or at other stores. "
Chapter 2: Literature Review
 To review the literature in order to understand the common drivers behind re-
branding in contexts similar to that of HOF’s Oxford Street store, and the
circumstances in which such re-brandings are seen as having succeeded or
failed.
 To assess the literature on the potential benefits and especially the risks
associated with re-branding in contexts similar to that of HOF’s Oxford Street
store.
 To use the literature in order to identify the key variables (e.g. brand image,
brand identity) which are usually used in assessing re-brandings, and also how
these have been measured in past research, so as to help guide the primary
research.
2.0 Introduction
The literature review section of the report addresses the different aspects of re-
branding as stated by different authors. The section provides a detailed account of the
concepts of branding and rebranding. In addition to this, it also aims at identifying the
main drivers behind the rebranding exercise. Potential risks as well as benefits of the
undertaking this activity have also been discussed. Moreover, the key variables such as
brand image, brand association and brand attitude which are usually used for the
assessment of re-branding have been explained in this section. [HOW MANY TIMES
DO I HAVE TO REFER YOU TO MY NOTES ON WRITING THE DISSERTATION,
WHERE I EXPLAIN THAT YOU SHOULD REFER TO THE SPECIFIC OBJS
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RELEVANT TO THE LITERATURE REVIEW AND INDICATE THE MAIN SECTIONS
OF THE CHAPTER?]
2.1 Branding
According to Aaker (1996), branding is fundamentally a concept of marketing
which has been in use since the 19th century. This concept came into being post the
industrial revolution. Nonetheless, it was not until the beginning of the twentieth century
that it became a requisite for companies. Clifton (2009) describes branding as a means
in which organizations provide their competing products in a manner which
distinguishes them from that of the rivals (Clifton, 2009). Branding can have a significant
impact on the brand image of any company in the sense that good branding strategies
will create a impressive position of the product and the company in the minds of the
customers which will build loyal customers and vice versa. Brand image and re-
branding are the two main subsets of branding. Though the main focus of the current
report is on rebranding, yet it is important to understand the actual meaning of brand
image (Wheeler, 2012). [no, this is not a good intro. the intro needs to say what the
chapter is trying to do and how it is structured. refer to objs 1 to 3:
If you need to start the chapter AFTER the intro section, with some definitions,
that;s OK. but make them brief. it is not obvious to me, though, that the rest of this
chapter is structured around these objs, which it obviously needs to be ] [NO IDEA
WHAT YOU ARE DOING HERE]
2.2 Brand image and re-branding
Randall (2000) suggested that brand image is an intangible asset which is
characterized by brand name. A good brand image produces value for the company in
four major ways: brand associations, perceived quality, brand awareness and brand
loyalty (Randall, 2000). Baldwin and Davis (2006) asserted that brand awareness refers
to the strong position of a brand in the minds of the consumers. It is measured by the
manner in which people distinguish brands (Baldwin and Davis, 2006). There was a
psychological research conducted by Clifton (2009) which showed that when individuals
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can identify a brand they immediately become very all the more positive about it. The
same goes for dominance of brand name which is the penultimate goal for several
organizations. For instance, there exist some brands in which customers make use of
the brand name instead of the product name. Brand image is important to be
understood as our report revolves around understanding the impact of rebranding on
brand image (Clifton, 2009).
Keller (2008) asserts that brand association and brand image are the
components of brand knowledge that builds customer centric brand equity in attitudinal
nature (Solomon, 2009). Hence, he applied the notion to signify that the key to success
of the branding strategies is to implant an affirmative brand image in the minds of the
customers in terms of distinctiveness of brand associations, strength and favorability.
Consequently, the consumers are likely to respond in a positive manner and hence,
distinct consumer based brand equities can be generated by improving brand
knowledge (Randall, 2000).
In another study by Andrews and Kim (2007), brand associations and brand
image as specific aspects of brand equity can show constructive improvements in
revitalization of a brand. Therefore, perceptions of customers towards a brand which is
reflected by brand attitudes, brand associations and brand image can serve as a nice
measurement for the outcomes of re-branding (Andrews and Kim, 2007). This implies
that the opinions of customers subsequent to the re-branding exercise will determine
whether the new brand image has increase, diluted or remained the same. If the
consumers are able to associate with the new brand in the same manner as that of the
previous successful brand then image of the new brand has undoubtedly not watered
down and this shows the success of the re-branding strategies (Randall, 2000).
Brand Association – Brand association can assist consumers in making up an image
and generating required attitudes towards brands. Brand association is basically and
association related to the brand in memory and is one of the most significant elements
of consumer based brand equity (Walsh and Lipinski, 2007). In simple words, brand
association includes the meaning of a brand to the consumers by linking information
related to brands in respect of usage situations, perceived benefits and product
attributes (Burns, 2010). Consumers are very often reliant on brand associations to
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create brand image and then assess the brand by its uniqueness, favorability and
strength. Any modifications in the product features or marketing activities pertaining to
the brand can change the memories of customers associated with it which will in turn
form new attitudes and images towards the brand (Petburikul, 2009). While re-branding
the market researchers mainly focus on what memories of the original brand the
customers bear in their minds. This prevents them from uprooting those memories in
the new brand. This is mainly done through surveying the loyal customers.
Brand Attitude – By properly communicating the experiences connected with the
brand, brand attitudes can be formed in the minds of customers which might influence
positively their buying intentions. Keller (2008) conceptualizes attitudes in respect of
consumer perceptions of the quality of the brand on the whole. This is the most
commonly used assessment of judgment of customers regarding the superiority of a
product (Keller, 2008). This can include both positive and negative feelings held by the
customers regarding the association. Just like with brand associations, changes in
branding strategy are likely to change people’s brand attitudes. A positive attitude might
turn into negative or vice versa when re-branding strategies are employed (Miller and
Muir, 2005). Therefore, the market researchers are very ardent about knowing the
attitudes of customers towards the original brand i.e. what they liked and disliked about
the original brand. If it is unfavorable then what kind of re-branding will bring across a
change in their mindset and if it is favorable then will the re-branding exercise add to it
or not. The perceptions of customers were identified through online surveys, and
questionnaires.
Brand Image – A positive brand image might constructively influence the consumer
perceptions about value, quality and price. Hence, when a company undertakes a set of
marketing activities involving renovation of settings, advertising efforts and modifications
in visual brand identities as components of the re-branding strategy, an alteration in the
brand image might take place in consumers’ minds when novel associations are formed
by re-branding strategy (Perrey and Spillecke, 2011). Finally, market researchers
mandatorily survey the relevant customers about the prevailing brand image of the
original brand, how it stands as compared to other brands and how it can be improved.
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This is generally gauged by the comparing the sales of the product after a brand image
has been established in minds of consumers.
[the 3 sections here are relevant to the third obj, but are not really presented as thought
they are addressing it. nothing on how these things have been measured in past
research, as opposed to some very general stuff confirming that market researchers do
try to measure them – which is again a very obvious point and completely unhelpful]
2.2.1 Rebranding
When the brand life cycle is close to the demise of the brand period, it shows that
market trends are changing. With the changes in lifestyle and entry of new competitors,
those attributes of the brand that were once significant for making the buying decisions
might become unsuitable. In the words of Martinez and Chernatony (2004), the process
of re-branding is like giving a new birth (Martinez and Chernatony, 2004). Re-branding
is generally regarded as a tactic of branding. It is employed when an organization
attempts to change and redefine the perception of the customers about its business.
Certain firms change the logo or the name in a bid to symbolize a new era. On the other
hand, some companies modify particular elements of their brands like a newly crafted
image, new campaigns or the target audience itself (Randall, 2000).
Muzellec and Stuart (2004) describe re-branding as the manner in which a brand
takes a re-birth. They assert that corporate re-branding has diverse aspects. They affirm
that when an organization makes the decision of going through the process of re-
branding, its ultimate objective is to demonstrate to the different stakeholder groups that
the organization has changed (Muzellec and Stuart, 2004). According to Tybout &
Stephen (2005), re-branding involves, shifting the company’s brand towards a relatively
more appealing and germane position than the previous one. Karen (2008) describes
the newly born brand as a brand having a rejuvenated spirit and pertinent to the market
(Muzellec and Lambkin, 2003).
In earlier works by Muzellec in the year 2003, revitalization, repositioning, brand
transfer and brand extension are the words which were employed to explain the
practices of making changes in a brand. However, this terminology used to explain the
changes in components of brand can be misleading and confusing. Segar and et.al.
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(2011) elucidated that rebranding and repositioning are two very different terms. Under
repositioning, the brand is not changed; rather its perception in the minds of people is
changed. In simpler terms the brand identity remains the same in the process of
repositioning. He further explained that repositioning is just another dimension of
rebranding (Segar and et.al., 2011).
As per Keller (2008), the expression revitalization is also generally employed to
refer to the concept of re-branding. Revitalization is the process of blowing new life to a
brand or product for the purpose of responding to the changes taking place in the
marketing environment. It is more often considered as the initial step in the process of
re-branding. Aaker’s portrayal of brand revitalization consists of both brand extension
and repositioning which results in misunderstanding of concepts (Tybout & Stephen,
2005). Revitalization basically takes place when the brand or products are in the
declining phase of their life cycle. However, rebranding can be executed at any point of
time.
Brand extension is the third element of rebranding. It means instilling a brand into
some other segment under the re-branding process. It consists of the decision of what
must be changed and what should remain unchanged. However, notwithstanding the
magnitude of the changes, change will essentially take place in the re-branding process
and not in brand extension (Matthiesen and Phau, 2005).
2.3 The Reasons and Drivers for Re-branding
Tybout & Stephen (2005), stated that the main aim of corporate re-branding is to
alter the perceived image or/and to mirror the transformation in the identity of the
organization. They proposed four main driving forces of re-branding i.e. changes in the
overall corporate strategy, changes in the ownership structure, changes in the macro
environmental factors and changes in the competitive position of a company (Tybout &
Stephen, 2005). The change in the ownership structure by way of mergers and
acquisition, joint ventures or etc. is the most common and most persuasive reason
behind rebranding. As per Muzellec and Stuart (2004), company’s management might
decide that their corporation is required to be taken along a new course with novel
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strategies and fresh vision. One more reason behind companies adopting re-branding
strategy is their desire to emerge as a global brand (Muzellec and Stuart, 2004).
There are many reasons with the companies to re-brand their businesses. These
reasons might be positive or less rosy. Corporate mergers often results in complete re-
branding of the current businesses. Further, total re-branding is also required in cases,
when the organization fails to establish their brand or have been through in some kind
of a scandal (Faircloth and et.al., 2001). In all these above cases, the intent of the
companies is to completely erase the previous brand identity and replace it with new
and innovative messaging. In addition to this, when brand of a particular company need
to be refreshed due to the addition of new products and services, such a situation firmly
establishes the need of re-branding.
Internal and external drivers of rebranding
There are generally two drivers of re-branding i.e. internal and external drivers
(Kimberly, 2012). The internal drivers of re-branding of business comprise of changes in
the corporate structure, alternations in the image of the service, any up gradations,
mergers, acquisitions, change in corporate strategy and ownership structure etc. On the
other hand, the external drivers are mainly the competitive environment, increasing
disturbance, concern over the external perception of the organization and various
activities, any shift in the market place, due to economic slowdown, changes in the
competitive position and external environment etc. thus, re-barding is not just simply
changing the name of the business, however it requires more intense research and
funds depending upon the type of drivers of re-branding of business (Tybout and
Stephen, 2005).
Majority of the organizations re-branded in response to some or the other
external factors. Corporate structural changes as well as external perception of the
company and its activities emerged to be the two major over-arching drivers for re-
branding. For instance, in cases of Gardner Merchant, Scottish Telecom and Tarmac,
their stakeholders’ perception was not congruent with the preferred brand image.
Scottish Telecom for example thought that it was being restricted geographically due to
its name as they operate not just in Scotland but all across the UK. Companies as big
as Apple, General Electric, FedEx and etc. re-branded to embrace their growth plans
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and went on to become huge re-branding successes. On the other hand, companies
like Tommy Hilfiger, Tropicana, Gap and etc. in their quest to revamp their brand image
ended up entirely redesigning something with which the consumers had a connection
(Tybout & Stephen, 2005). These companies underrated the attachment their customers
had to the old design. House of Fraser Oxford Street is also discontinuing some of its
major brands. This can lead to an outcry on part of the customers who shopped only
those brands at the store. [not read this section. obviously relevant, but very long paras
like this are hard to follow. break into sub-sections with suitable headings]
Premium fashion department stores make investments worth millions to get their
brand image correct so that stronger customer loyalty and equity are generated.
However, when the preferences of customers predictably change with time, these
brands need to tweak their brand image for staying relevant. This may involve certain
re-branding steps such as modifying brand logo, name, tagline or its marketing and
positioning strategies. A number of corporations in the fashion industry have performed
re-branding; some turned out to be successful while others less so. This is mainly
because of the audiences were greatly connected with the original brands and
rebranding failed to keep the initial essence alive. When the rejuvenated brands catered
to the same audiences, they failed to create the same appeal like the old ones. [what
differentiated the successful from the rest? are you addressing this important Q?].
Nonetheless, all the companies had the same mission of reviving their brands
(Solomon, 2009).
Most of the fashion houses were launched years ago and therefore it is not
unusual to revitalize a fashion house for keeping the brand fresh. On average, retail
houses change their brand identities every eight to ten years. This mainly consists of
redesigning the logo, changing the photographic style, color palettes, name and even
the positioning of the brand. Though, rebranding is resorted to because of one main
reason, there is a synergy of different factors acting as a driving force behind the
revitalizing project. Changes in the ownership result in instantaneous re-branding
(Faircloth and et.al., 2001). For instance, the merger of Neiman Marcus a luxury retailer
with Target brought changes in the ownership structure. This called for making certain
changes in the newfound brand. The new brand did a logo change and had the logos of
16

both the companies. Apart from this, repositioning is also one of the main reasons for
revitalizing a brand. A fashion retailer in a dwindling state might want to reposition its
brand image to get back its customers. J. Crew for example was witnessing plummeting
sales until late 2003 (Lomax and Mador, 2006). However, with a new positioning
strategy that placed the company as a store which sells basic clothing like capris and
tank tops that are well made with a touch of opulence. [I am not sure why this is a
separate section. surely it could be integrated into the drivers of rebranding section,
giving fashion-related examples to illustrate the different drivers]
Many a times re-branding is also essential for a brand to get an international
appeal.[relevant to HofF?] This is required because a brand might have become too
specific for a particular nation. If a company has a negative reputation in the market
then this poses serious implications on the operations of that company. Rebranding in
such cases ensures that off-putting associations with a brand are restructured or
dismissed. It is important here that the changes must not be just external but must be
incorporated in every aspect of the organization (Matthiesen and Phau, 2005). Burberry
was initially a very small brand but is now being embraced by preppies, royalties and
celebrities alike. It was not very long ago that Burberry was at on the verge of being
dismissed as over-extended and frumpy. It was also regarded as gangwear. Rumors
started doing the rounds that this brand was popular among hooligans and therefore
many pubs in the UK banned people wearing this brand to enter their premises.
However, by overhauling the brand with a blend of classic and modern styles and
celebrating its heritage, the company was successful in increasing its sales (Salinas and
Perez, 2009). Sales increased 27% to $747 million in the year ending March 2012. The
example of Burberry shows that how negative reputation can be turned into a favorable
one.
Amongst other factors, an outdated image is considered as one of the most usual
reasons for doing rebranding. With time, brands that were once in vogue come across
as being outdated and old fashioned if they do not update themselves. Though, this is
not the key reason behind rebranding in most of the cases yet it is one of the motivating
forces behind it (Romaniuk and Sharp, 2003). Over a considerable time period, a retail
fashion house witnesses growth, acquisition of other brands and new concession
17

partners. This leads to an extensive brand portfolio. Carrying a variety of brands, results
in elevated costs of maintenance and promotion. Rebranding in such cases helps
ensure that the complete portfolio is integrated and presents a clear picture of the
company (Gotsi and Andriopoulos, 2007). House of Fraser had been stocking a large
number of brands in its stores which included both designer labels as well as medium
scale brands. This was generating too much confusion for its marketing initiatives.
Therefore, it became important for the company to eliminate some regular brands from
its portfolio and sock only exclusive designer labels. [surely makes more sense to focus
on this element, which is most relevant to HofF – although you do not say so]
2.3.2 Rebranding in House of Fraser, flagship store [again, this is not the place for this
section. more relevant to explaining context in Ch 1. If you want to keep this material
here, it needs to be used in a different way, comparing what HoF has done in practice
with what expert opinion and evidence from the literature suggest it should have done]
2.4 Impact and risk associated with re-branding
Re-branding is a very costly process whether an organization changes just its
slogan or everything. Solomon (2009) states that there is no assured success with a re-
branding strategy. Retailers must gain complete familiarity with their target segments
prior to making any changes or modifications in their brands or else they might risk
losing their present target audiences (Solomon, 2009). Taking the example of Marlboro,
in the year 1993, when the company was facing price-centric rivalry from powerful
retailers, they lessened the product price by almost 20%. This was a very risky
approach which culminated in hurting Marlboro’s reputation. The customers devalued
company’s brand image and lost trust in its brand personality (Keller, 2008). At the very
first sight, practice of corporate re-branding can seem to be contradictory to corporate
reputation and marketing literature. Some other challenges are related to re-branding
gestation, means of communication and involvement of personnel The time taken by
rebranding initiatives can be really long and this may hamper the purpose for which it
was being carried out. In addition to this, the line employees involved in the process of
rebranding may not be aware about the actual reasons of this initiative and therefore
this might hamper the implementation process. [these need discussing in some detail,
18

nt mentioning in one sentence. again, the section is crying out for an approach which
breaks the risks down into categories and discusses each in turn, for 1-3 paragraphs].
For a new refurbished brand to be launched, the old brand has to be discarded. This is
an action that is likely to annul years of marketing and branding efforts for developing
awareness about that brand (Teh, 2009). The core value of a brand lies in its
associations, so a re-branding can wipe out the favorable mental images of the brand.
There are many benefits that can be availed through implementing effective re-
branding strategies. One of the important benefits is that it helps in building confidence
and trust within the potential customers. When any consumer invests his time and hard
earned money into the company, they need to trust that they are investing money in
credible people (Solomon, 2009). meaning?] It is the brand which reflects and
communicates the unique qualities and features of the company. And thus, the unique
quality visually will be going to distinguish the company with other competing firms in
the market. If re-branding strategies are carefully planned and executed, then they will
eventually lead to success. For instance although Wal-Mart was very successful it was
encountering a major marketing and branding challenge (LowerY, 2007). According to a
survey conducted by Lake Research Partners for Wal-Mart, it was found that people
believed that the business model of the company violated the rights and benefits of
laborers and it was also responsible for increasing the unemployment rate. Learning
from its mistakes, the retailer re-branded its corporate image by taking up a new slogan
and logo and attempted to launch a healthy and fresh image (Lomax and Mador, 2006).
Apart from many benefits and advantages, many risks are also attached with the
re-branding strategies [yes, you started this section with the risks! needs a lot better
structure]. These risks might impact the functioning of the company. Re-branding of a
particular business might sometime incorrectly confuse the potential customers. This is
because of the fact that re-branding is a long and detailed process (LowerY, 2007).
Prior to creating a new image of the brand, the company should identify how they want
to be perceived by customers. If it is not planned thoroughly than it may cause
confusion in the intellects of all potential customers as well as others in the industry. In
addition to this, re-branding can also drain the marketing budget of the company. Re-
branding is considered as very expensive. When a company re-brands its business,
19

they are not only changing their logo and name, in fact they are creating a new image of
the organization (Kollewe, 2008). And finally, re-branding does not offer guaranteed
success of the company. There are many companies, who have adopted the re-
branding strategies and availed no result out of it (Male, 2010). For instance, Tommy
Hilfiger introduced a sub-brand ‘Red-Label’ which was aimed at the very high profile
customers. This was a logoless range and comprised clothes like $7000 python skin
trousers, patchwork and so on. Evidently, such garments were beyond the reach of the
normal Tommy customer. The company was well-known as a brand that produces
classics with a twist. However, it focused excessively on the twist and not much on the
classic. Also, it tried to compete with high fashion European brands like Prada and
Gucci which turned out to be a big mistake. In addition to this, the brand of Tommy
Hilfiger is its logo and when the logo vanished, the brand image ran into trouble (Lomax
and et.al, 2002) The main problem associated with in this case is that the company lost
touch with its roots and concentrated too much on bringing twists into its style which
was not accepted by the customers.[so what was the underlying problem in this case?].
[again, I’m not sure why this is needed as a separate section, rather than integrating
the material into the section above. if you
The benefits of this rebranding exercise for the flagship store of House of Fraser
are many. Firstly, it positioned the company as an upmarket chain selling designer
labels. This justified the high prices charged by the store for its products. (Kimberly,
2012)[evidence for this?] Earlier, even though the store did not sell many designer
brands, yet it charged high prices for its products. This was not acceptable to many
customers who were not the patrons of the brand (Kollewe, 2008).[I am interested in
what’s the source here; I suspect it is not specific enough to back up this point]
However, by introducing many elite labels and selling those exclusively, the high price
was no longer a discouraging factor for consumers. They linked high prices with luxury
and quality. This helped in attracting many new clients who earlier thronged to Zara,
Gap and other top notch department stores on Oxford Street (Teh, 2009)(English, 2010
[again, I’d like to know the source here and suspect it is not so specific.. if it is, why are
you doing this research, as this source already seems to have confirmed it was all very
successful? generally, this para reads more like conclusions – which are based on
20

good analysis of the literature and evidence from primary research – not something mid-
way through a literature review). The only motive of a flagship store is not to make profit
[NO, surely needs to do this as well] but to draw the attention of customers,
disseminating the brand status and making its own distinctive identity as compared to
rivals. The rebranding exercise proved to be quite relevant for the store in this context
as it was able to attract newer customer segments by introducing designer labels and
launching its own brands (Petburikul, 2009)[so when did this rebranding take place? I
thought it was after 2008. There is nothing on this in Ch 1, despite previous requests
for more detail on the rebranding in that chapter. I also do not think any of the sections
in this ch that mention the rebranding do anything as vulgar as give any key facts. So I
suspect again that sources are being cited that do not support what you say. if they do
and I am wrong please quote the source directly so it is clear to the reader]
However, there were many patrons of the brand which used to shop some
particular brands at the store as they did not get those brands elsewhere. These were
not very upmarket brands and the store discontinued many such labels. This move had
a negative impact on the loyal customers as according to them the brand failed in living
up to their expectations. The loyal customers want to preserve affective status and
satisfaction with the brand (Kollewe, 2008). They see changes like brand changes as a
danger to their brand belief. Customers who were deeply devoted to the brand
displayed negative attitudes on revision of its branding strategies. Hence, the main risk
associated with the revitalization of the flagship store was that the loyal customers will
show resistance in accepting it and the new target audience may not find the revived
brand very attractive. However, the first risk came out to be true while the latter one did
not materialize () (Teh, 2009). [see earlier comment]
2.5 Conclusion
Hence, the above literature review provides major insights into a range of topics.
Branding, brand image and re-branding are three very important terms in marketing
which help in increasing the sales of a company. Re-branding is basically giving a new
birth to an already existing brand (Baldwin and Davis, 2006). With the changing lifestyle
and entry of new competitors, those features of the brand which were once noteworthy
21

for making the buying decisions might become unsuitable. This is one of the main
reasons for re-branding. Apart from this, changes in the ownership structure mainly due
to mergers and acquisitions are also one of the main reasons for re-branding (AlShebil,
2007). Rebranding in the fashion retail industry takes place due to a combination of
different factors. The outdated brand image and repositioning are the two major
motivators behind this exercise. House of Fraser decided to revitalize its flagship store
as it wanted to move upmarket. However, re-branding might have a positive or a
negative impact on the brand image. If re-branding strategies are carefully planned and
executed by not detaching from the core values of the brand then it can eventually lead
to success. However, if retailers do not gain complete familiarity with their target
segments prior to making any changes or modifications in their brands they might risk
losing their present target audiences (Burke and et.al., 2011). Customer perceptions
and attitudes towards re-branding also play a very important role in ensuring the
success of the re-branding effort.
[there are still a lot of weaknesses in this, notably poor organisation of the matieral, lack
of specifics and empirical evidence and making claims that are either unsupported by
any source or evidence or claims that are supposedly back by a source, but where I
suspect the citation really does not back very well what you are claiming. I do wonder
how many sources you are using, esp academic articles. This has the feel of something
based on a few textbooks. I cannot keep giving detailed comments on chapters that do
not seem to get much better]
22

Chapter 3: Research Methodology [I have started reading
this, but it is very hard to follow and does not look as though
you have gone through and addressed all my comments]
3.0 Introduction
The research methodology section of the dissertation presents a detailed
account of how the research was carried out. An explanation and justification regarding
the various research methods, approaches and methodologies adopted for the research
process are provided in this chapter. It basically tells the framework of analysis and the
data collection method [?] and the [I assume you used one method for collecting the
primary data – forget secondary. In one sentence, what is that? The justification does
not make sense if the reader does not know this] used in the report. For the purpose of
effectually achieving the aims and objectives of the research, questionnaire survey
method was used. varied research instruments were also created [what? Stop
fantasizing and say what you did. One questionnaire survey is perfectly acceptable
and, indeed, sensible]..
[not a good intro. This chapter needs to cover three things:
1. A justification for your chosen method.
2. A detailed, step by step description of what you did to gather and analyse your
data.
3. A discussion of ethical issues, reliability and validity as they relate to your topic.
So say this here, including one sentence on what the method actually is]
23

3.1 Justification for the chosen research methods [I do not
understand this!]
Under this section, different methods and approaches have been elucidated that
will be employed to gather data and satiate the aims as well as objectives of this
research. [forget the secondary stuff, it is irrelevant here]
The primary data collected for the current report proved to be of great
importance. The required information was collected through questionnaire survey of
undertaking questionnaire survey [so is it interviews or a survey? it is not necessary or
desirable to try both] the customers who are the key people. The survey will be targeted
to the female shoppers who a high purchasing power and are likely to get affected the
most due to the departure of some brands which they usually shopped from. This
research will give valuable insights customers’ attitude towards the image makeover
that House of Fraser is aiming. The main reason behind opting questionnaire survey is
that the responses are collected in a standardized manner. Hence, there is greater
scope for objectivity as compared to interviews. The main reason [so which is the main
reason?] This method has also been used as it facilitates the collection of data in a
standardized manner and furnishes more objectivity as compared to interviews. Another
reason is that it produces quick results. . [this is not a good reason really, if you have a
year to do the research. yes, mention it, but saying it is the main reason just makes you
sound lazy] In addition to this the anonymity of respondents is maintained in a self
administered questionnaire. This is particualry relevant in this case as some of the
questions require the participants to answer freely and without being under pressure.
Apart from this, there are fewer chances of errors and bias due to the absence of an
interviewer. The measures are uniform, consistent and stable.. Lastly, it is a very cost
effective method of data collection.
Collecting data through surveys are not free from disadvantages. Respondents
might not respond openly to the questions thinking that they will not be benefitted from
it. This problem was mitigated by informing all of them about the purpose and
importance of the research and the benefits of the research findings.
24

[are you really going to do this?] [I do not follow this para at all. It should be
about the disadvantages of a survey and how these were either not very important in
this case or how you minimised them]
Therefore, to alleviate this roadblock, the questions in the survey will be piloted
so that the key respondents can understand the questions asked to them. Some
questions in the questionnaire will be constructed in a scaled manner i.e. five pointer,
four pointer and three pointer. [no, this is stupid. Scaled Qs?] [OK, I’d like to see this,
though. Can you email it to me] In addition to this there are many retail and fashion
websites such as Retail Week, Retail Intelligence, Keynotes, Mintel and Drapers Record
which publish the most recent retail articles and news that will aid in collecting company
reports and trade surveys [this should have been used in Ch 2. Was it? Not to my
recollection]. The reason behind selecting this approach is that it is an easy technique to
collect information regarding the company and other related topics and it will become
convenient to focus on as well as encompass varied situations like deep-seated
changes emerging during the process of brand restructuring.
. [most of this is not needed]
. [access section]
3.3 Preparing for the survey
3.3.1 Access to the company
A few managers of the company have been interviewed to provide background
information of the company and other relevant material. Some of these managers have
also been interviewed to test the final conclusions and recommendations. [not really
about access] A letter of consent from the company has been negotiated by furnishing
them with a copy of the complete research book
3.3.2 Population
A population of female shoppers of the House of Fraser has been taken for the
current case. This sample has been chosen as they are regular shoppers at the store
and are more likely to give useful opinions on this subject.
25

3.3.3 Sampling
For the purpose of this research, convenience [this is deeply worrying. Why can
you not get this right? Are you looking at my notes or a textbook whilst drafting this
chapter? You are not writing a novel!] sampling method has beenemployed as it is an
inexpensive approximation of truth. This non probability convenience method of
sampling is going to give a complete estimation of results without having to incur huge
amount of cost (Anderson and et.al., 2008). It saved lot of time to select a sample
because of its convenient proximity and accessibility. This approach to sampling has
proved to be easy to use in pilot studies for obtaining essential data and trends without
the complications of using a randomized sample. It has also proved to be useful in
obtaining quality information within a specific sample (Gravetter and Foranzo, 2011).
However, the limitation of using this sampling method is that it does not gives
representative outcomes.
3.3.4 Sample Size
A sample of minimum 50 people has been taken for conducting questionnaire
survey. The target group for the survey will be the female shoppers who particularly
shop in the House of Fraser Oxford Street store. A small sample size however, resulted
in absence of statistical depiction of a phenomenon. A small sample size also restricted
the researcher to elevate the level of findings because the bigger the sample, the more
precise analysis can be done. [please rewrite this section with some evidence that you
have actually read a book or my notes. No sources cited and sounds like a 7 year old
parroting something from an idiot’s guide to sampling. Sorry, but I get annoyed when
students start cutting corners to avoid the hard work need to pass]
3.3.3 Developing the Research Instrument i.e. questionnaire
[adds nothing] The opening questions of the questionnaire were [this chapter
should say what you did, not what you will do] unfussy, uncomplicated and appealing
so that respondent’s interest is not lost in the very beginning. Insightful as well as
complicated questions will be placed at the end. Branching questions will also be
included to cover up any sort of potential contingency. [general waffle].
Content of the questionnaire
26

The content of the questions is largely drawn from the aims and some of the
objectives of the research. For instance, one of the objectives was to map the brand
image of HOF before and post rebranding. The questions formed for fulfilling this
objective were:
 Is the brand image of the flagship store similar post and prior rebranding?
Totally
Moderately
To some extent
Not at all
 According to you the rebranding exercise had a positive impact on the brand
image of the flagship store?
Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Link with Literature Review
These questionnaires also draw largely from the literature review in the sense
that they seek to address whether or not what has been stated in the existing literature
about the success and failure of rebranding exercises, holds true for House of Fraser.
Format of the questionnaire
The questionnaire consists of close ended scaled questions. These questions will
be having 5 point scale rating.
Classification of questions
The questions can be categorized as being attitudinal in nature. The intention of
this inquiry was to find out the opinion of female customers regarding the brand revival
exercise of HOF. In addition to this, classification questions were also asked in the
starting of the questionnaire. Such questions related to the age, occupation and marital
status of the female respondents. This primary inquiry was of significant importance as
it helped to stratify the sample.
27

[this is a million miles from being acceptable. Nothing at all on content of questionnaire,
links to literature, format of Qs, classification Qs piloting. Lazy and insulting to me to
send this rubbish. There is no point in my commenting further until you actually produce
something that follows the structure and content set out in my notes on writing the
dissertation and shows that you have actually read and understood relevant notes and
textbooks]
3.3.4 Conducting of survey
Where and when it took place – The survey was done in the flagship store itself as well
as in other shopping malls where other outlets of House of Fraser were present.
How was it conducted – Female shoppers were personally approached for this purpose.
Length – The survey stretched for almost a week.
Maximizing Response rate – To maximize the response rate it was ensured that the
clear intention of approaching them and the necessity of this research was conveyed to
the respondents.
Refusal – Denial to be a part of the survey or even to respond was faced many a times.
3.3.4 Analyzing the data
Data analysis is a well thought-out and chronological assessment of the data so
gathered in order to comprehend the major insights from it. All the questionnaire forms
were properly arranged and checked. The entire data derived from those forms was
then entered into an Excel Spreadsheet. On the basis of responses, charts were formed
to get a more clear picture of the responses. Different tools are used for analyzing data
and they differ on the basis of type of research. For the purpose of qualitative data
analysis, Thematic Analysis is utilized. It is a process of recognizing, analyzing and
reporting of patterns. It is theoretically a supple methodology of qualitative analysis
(Azorín, 2007). In quantitative research approach, SPSS software and MS Excel is used
to examine the data.
28

To solve the purpose of this research, statistical analysis has been conducted to
recognize and accumulate the relevant information regarding the topic under research
which will assist in providing appropriate suggestions and recommendations to the
House of Fraser Oxford Street flagship store. This quantitative method has been chosen
because precise results can be obtained regarding female shopper’s perception about
the brand image of HOF flagship store. As brand image is a qualitative aspect and the
questionnaire also contains open ended questions hence thematic analysis has also
been carried out to give qualitative results.
3.3.5 Validity,
Every aspect of the research has been conducted with due diligence, reliability
and validity. Validity is a vital facet of an effective research. It can also be defined as
how exactly and correctly the research and its related findings reflect objectives of the
study (Saunders and et.al. 2007). The relevance of validity of outcomes in a research is
very high as manipulation of results will not substantiate the data and providing wrong
data may also have serious implications.
3.3.6 Reliability
Reliability can be defined as ruling out the discrepancies and disparities in the
absolute product due to replication of research. A research must include valid
substance and criteria which in turn increases validity and reliability of research
outcomes. Accuracy in results and outcomes is the most significant part of this research
report. The validity has been preserved by limiting the quantity of possible biasness
(Cohen and et.al., 2007). Likewise, reliability has been sustained by monitoring the data
and facts which are proper for this research. The internal reliability has been preserved
by taking consent of different observers and members of the research, while the
external reliability is upheld by taking cues from the research done by other researchers
(Kothari, 2008). The findings of this research can be easily generalized even though it is
for a particular company.
3.3.7 Generalisability
29

Generalisability is referred to the level up to which the findings of the research
can be applied to a different setting. In the context of the current research, the findings
are widely applicable to all companies who are aiming to rebrand.
3.3.6 Ethical Issues and Considerations
1. Debriefing – Informing all the people involved in research about the relevance
and need of research has been coined as debriefing. Respondents should be
informed about the reason for which the research is being done and why they
have been selected in particular to respond. Exceptions could be made in case of
focus group discussions where participants are not made aware of the topic to
get spontaneous reactions from them (Peffers and et.al., 2008). A briefing
session was organized with all the participants of this research where they were
informed in detail about each and every aspect of the study.
2. Seeking permission – Before starting with any research, it is required to obtain
the consent of respondents for involving them in the research process.
Researcher is supposed to attain permission of the participants before using use
any personal information of theirs. Sometimes monetary benefits are offered to
the respondents. In such a case one should not be deprived of it and should be
remunerated accordingly (Ethical Considerations in Research, 2002). Prior
permission of the respondents of this study has been taken.
3. Right to withdraw – Informing respondents that they can withdraw from the
research at any point of time right up to the final submission of the research
report or dissertation is mandatory. Respondent has every right to withdraw or
question the use of responses given at any point of time (Kimmel, 2009). The
respondents of this research have been informed the about the same.
4. Confidentiality and anonymity – Making sure that secrecy of the respondents and
their personal information is maintained is of utmost importance as respondents
trust the researcher. Legal actions can be resorted to against the firm or
individual if any information related to the respondent is misused (McBurney and
White, 2009). Necessary measures to maintain the confidentiality and anonymity
of all the participants have been taken.
30

5.
References
Books, Journals & Articles
AlShebil, S. A., 2007. Consumer Perceptions of Rebranding: The Case of Logo
Changes. ProQuest.
Anderson, D. R. and et.al., 2008. Statistics for Business & Economics. 10th ed. Cengage
Learning.
Andrews, M. and Kim, D., 2007. Revitalizing suffering multinational brands: An empirical
study. International Marketing Review. 24(3). pp.350-272.
Azorín, J. F., 2007. Mixed Methods in Strategy Research: Applications and Implications
in the Resource-Based View. Emerald Journals. 4. pp.37-73.
Baldwin, J. and Davis, M., 2006. More Than A Name: An introduction to branding. AVA
Publishing.
Burke, R. J. and et.al., 2011. Corporate Reputation: Managing Opportunities and
Threats. Gower Publishing, Ltd.
Clifton, R., 2009. Brands and Branding. 2nd ed. Canada: John Wiley & Sons.
Cohen, L., and et.al., 2007. Research methods in education. Routledge.
Faircloth, J. B. and et.al., 2001. The Effect of Brand Attitude and Brand Image on Brand
Equity. Journal of Marketing Theory and Practice. 9(3). pp. 61-75.
Gobe, M., 2010. Emotional Branding: The New Paradigm for Connecting Brands to
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Gravetter, F. J. and Foranzo, L. A., 2011. Research Methods for the Behavioral
Sciences. 4th ed. Cengage Learning.
Kaikati, J. C., 2003. Lessons from Accenture’s 3Rs: rebranding, restructuring and
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campaigns that work. Journal of Business Strategy. 24(6). pp.17 – 23.
Keller, K. L., 2008. Strategic Brand Management. 3rd ed. New Jersey: Prentice Hall.
Kimmel, A. J., 2009. Ethical Issues in Behavioral Research: Basic and Applied
Perspectives. 2nd ed. John Wiley & Sons.
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Lomax, W. and Mador, M., 2006. Corporate re-branding: from normative models to
knowledge management. Journal of Brand Management. 14(12). pp.82-95.
Martinez, E. and Chernatony, L., 2004. The effect of brand extension strategies upon
brand image. Journal of Consumer Marketing. 21(1). pp.39-50.
Matthiesen, I. and Phau, I., 2005. The 'HUGO BOSS' connection: Achieving global
brand consistency across countries. Journal of Brand Management. 12. pp.325-
338.
McBurney, D. and White T. 2009. Research Methods. Cengage Learning.
Merrilees, B. and Miller, D., 2008. Principles of corporate rebranding. European Journal
of Marketing. 42(1).
Miller, J. and Muir, D., 2005. The Business of Brands. John Wiley & Sons.
Muzellec, L. and Stuart, H., 2004. Corporate makeovers: Can a hyena be rebranded.
Journal of Brand Management. 11(6).
Muzellec, L. D. M. and Lambkin, M., 2003. Corporate Rebranding- An Exploratory
Review. Irish Marketing Review. 16(2). pp.31-40.
Peffers, K. and et.al., 2008. A Design Science Research Methodology for Information
Systems Research. Journal of Management Information Systems. 24(3). pp.45-
77.
Perrey, J. and Spillecke, D., 2011. Retail Marketing and Branding: A Definitive Guide to
Maximizing ROI. John Wiley & Sons.
Plewa, C. and et.al., 2011. The impact of rebranding on club member relationships. Asia
Pacific Journal of Marketing. 23(3).
Randall, G., 2000. Branding: A Practical Guide to Planning Your Strategy. 2nd ed. Kogan
Page.
Romaniuk, J. and Sharp, B., 2003. Measuring brand perceptions: Testing quantity and
quality. Journal of Targeting, Measurement and Analysis for Marketing. 11. pp.
218–229.
Salinas, E. M. and Perez, J. M., 2009. Modeling the brand extensions’ influence on
brand image. Journal of Business Research. 62. pp.50-60.
Saunders, M., and et.al. 2007. Research Methods for Business Students. England:
Pearson Education.
Segar, M. L. and et.al., 2011. Rebranding exercise: closing the gap between values and
behavior. International Journal of Behavioral Nutrition and Physical Activity. 8(1).
p.94.
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Solomon, M. R., 2009. Consumer behavior: buying, having, and being. New Jersey:
Pearson Education Inc.
Tybout, A. M. & Stephen, B., 2005. Kellogg on branding. New York: John Wiley & Sons
Inc.
Walsh, M. F. and Lipinski, J., 2007. Unhappy campers: Exploring consumer resistance
to change. Journal of Travel and Tourism Marketing. 25(1). pp.13-24.
Wheeler, A., 2012. Designing Brand Identity: An Essential Guide for the Whole
Branding Team. 4th ed. New Jersey: John Wiley & Sons.
Online References
Aquino, J., 2011. The 10 Most Successful Rebranding Campaigns Ever. [Online].
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