...UNDERSTANDING CORPORATE REBRANDING: AN EVOLUTION THEORY PERSPECTIVE Alexander C. Tevi, M.Sc. Faculty (Marketing Communications) School of Media and Communication Pan-African University 3, Ahmed Onibudo St. Victoria Island Lagos Nigeria 00234 802 300 2328 alextevi@yahoo.com Olutayo Otubanjo, PhD Senior Lecturer (Marketing) Lagos Business School Pan-African University Km 22 Lekki Epe Expressway Ajah, Lagos, Nigeria. 00234 808 608 6816 totubanjo@lbs.edu.ng Electronic copy available at: http://ssrn.com/abstract=2197664 Abstract Purpose: This paper seeks to create an epistemologically grounded understanding of the causes and process of corporate rebranding via the lens of the theory of evolution by natural selection. Approach: A review of the factors that trigger corporate rebranding, as reported in academic literature, is made. Following the review, a case is made for the absence of an epistemologically grounded understanding of why firms rebrand. Consequently, the theory of evolution by natural selection is brought forward as a platform for the development of a new model that explicates the causes and process of corporate rebranding. Findings: A new model anchored on the theory of evolution by natural selection, and a new definition of corporate rebranding is advanced. Essentially, the model offers epistemologically grounded reasons for ascendancy of corporate rebranding in the environment. Limitations: This is a conceptual paper – meaning that the model suggested in this...
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...Determine the target customers in a better way,and their demographics,what are the capabilities needed to serve them ,how and when to reach them to deliver the needed messages to raise their awareness of the brand or to persuade them to buy Corantor products and to positioning Corantor in the minds of its target customers with a distinctive personality. Identifying all contact points where customers interact with the company. To create a holistic brand experience, we need to create a consistent and convincing experience at each of these touch points. For example, marketer must see if the customer experience is consistent with the customer value proposition and brand identity by the customer. Take an outside-in perspective when aligning each department with your customer value proposition and brand identity. Ensure identification of the brand with customers and an association of the brand in customers’ minds with a specific product class or customer...
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...Cisco Case Study Cisco Systems is a leader in its industry and a leading supplier of networking equipment. Through its history it struggled to go from a corporate name to a household known brand. Although Cisco equipment significantly contributed to the backbone of the internet and the company was very successful, the recognition on the brand was low. In the past Cisco’s marketing campaigns targeted corporations and IT decision makers but in 2003 they entered the consumer market. The acquisition of Linksys allowed Cisco to offer several home entertainment solutions along with home and small office network gear. Because they now have consumer products, the also needed a different marketing approach. In 2006 the company launched a rebranding campaign, the tagline “The Human Network” was intended to ‘humanize’ the technology company by branding them as a company that connects people through technology and not just a company that builds network equipment. This marketing strategy was highly successful, increasing revenues by 41% from 2006 to 2008. In 2008 their revenue hit $39.5 billion and was ranked the 18th largest global brand. With this said, it was a viable plan for Cisco to reach out to consumers at that time but it is well known in business that most companies fail once they step away from its core competencies. Although going from larger company routers to home routers with the acquisition on Linksys was not a far cry, Cisco fouled when they tried to go even further with...
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...RE-BRANDING AND ITS CONTIBUTION TO THE COMPANY’S COMPETITIVENESS: A CASE STUDY OF ZAIN KENYA, ELDORET BRANCH BENJAMIN CHERUTICH ELD/DBM/2641 Research project submitted to The Kenya Institute of Management in partial fulfillment of the requirement for the award of Diploma in Business Management September, 2009 DECLARATION Declaration by the candidate This research study is my original work and has not been presented to any other examination body. No part of this research should be reproduced without my consent or that of The Kenya Institute of Management. BENJAMIN CHERUTICH; Sign…………………………. Date………………… Declaration by the supervisor This research has been submitted for examination with my approval as The Kenya Institute of Management Supervisor. MR. EVANS OBARE; Sign ………………………… Date……………………… Lecturer KIM Eldoret For and on behalf of The Kenya Institute of Management STEPHEN KAMAU; Sign ……………………….. Date…………………………… Branch Manager Eldoret DEDICATION I would like to dedicate this research project to my beloved fiancée Priscillah and my nephew Jackline for their encouragement. I also dedicate to my loving parents Mr. and Mrs. Samuel Mendwa for their support and love. ACKNOWLEDGEMENT First I would like to give praise and honor to the Almighty God for giving me sufficient grace and power to write this project....
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...J.C. Penney’s Real Problem: The Shrinking Middle Class * Rita McGrath April 12, 2013 Ron Johnson’s office seat has barely cooled off following his departure as business observers everywhere dissect what went so dreadfully wrong at J.C. Penney. The former Apple executive was too Silicon Valley for the Plano, Texas, retailer. He was arrogant. He didn’t test his ideas, maintaining the Apple mantra that customers don’t know what they want until you show it to them. He approved marketing campaigns that told loyal Penney’s shoppers that “you deserve to look better,” basically telling them that they looked less than glamorous wearing the brand they had trusted and been comfortable with for years. He hoarded information so that individual store merchandisers didn’t know how various lines were performing. He mocked J.C. Penney’s ways of doing things. He abandoned the discounting customers had come to expect from retailers. And he, and most of the team he recruited, were commuter leaders, jetting back to California after cramming in marathon work sessions at headquarters. These factors certainly couldn’t have helped. I think, however, there’s one major reason behind J.C. Penney’s sudden swoon that not enough commentators are picking up on. There’s one big reason JCP would never be “Bloomingdale’s for the mass market,” as Johnson wanted it to be, and that’s because the mass market is gone. Because the middle class is gone, or at least rapidly going. This reflects a troubling development...
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...UNIT I INTRODUCTION ------------------------------------------------- Understanding Brand - What is a Brand? Brands are different from products in a way that brands are “what the consumers buy”, while products are “what concern/companies make”. Brand is an accumulation of emotional and functional associations. Brand is a promise that the product will perform as per customer’s expectations. It shapes customer’s expectations about the product. Brands usually have a trademark which protects them from use by others. A brand gives particular information about the organization, good or service, differentiating it from others in marketplace. Brand carries an assurance about the characteristics that make the product or service unique. A strong brand is a means of making people aware of what the company represents and what its offerings are.To a consumer, brand means and signifies: * Source of product * Delegating responsibility to the manufacturer of product * Lower risk * Less search cost * Quality symbol * Deal or pact with the product manufacturer * Symbolic device | | Brands simplify consumers purchase decision. Over a period of time, consumers discover the brands which satisfy their need. If the consumers recognize a particular brand and have knowledge about it, they make quick purchase decision and save lot of time. Also, they save search costs for product. Consumers remain committed and loyal to a brand as long as they believe...
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...Zandi, Cameron Marketing 605 BlackBerry Marketing Campaign Analysis Research in Motion, now operating under the name BlackBerry Limited, was once the leading smartphone maker. The term BlackBerry was coined by Lexicon Branding marketing company, inspired from its keyboard resembling the drupelets of a blackberry. The motivation behind the company name switch from Research in Motion to BlackBerry Limited was to consolidate the company’s brand into a single cohesive global presence and to strengthen its recognition among its operating system, smartphones/devices, and its stock trading name. The telecommunication and wireless equipment company was founded in Waterloo, Ontario, Canada by Mike Lazaridis, who served as CEO until January 22, 2012. He was replaced by John Chen immediately. Chen wanted to change BlackBerry’s strategy by outsourcing manufacturing of its hardware to Foxconn, which is most notable for manufacturing the iPad, iPhone, Kindle, PlayStation 4, Xbox One, and Wii U. The reason behind this move is to have the company focus more heavily on software technology development. The company wants to make the brand name synonymous with work. Blackberry’s new brand focus is software and service centric, making up 54% of the company’s revenues in 2013. Blackberry Limited has a loyal consumer base, and is most recognized for its sophisticated network security system, most notably its advanced encryption capabilities, which allows for secure exchange of e-mails. This...
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...Sears Chairman Edward Lambert Edward Lambert is the chairman of Sears Holding Corporation (SHLD). He is known as the Steven Jobs of the investing world. He thinks differently, acts differently, and achieves extraordinary results. Lambert was thought to be crazy when he decided to invest Kmart which was on the verge of chapter 11 bankruptcy. Lambert is a man that sees things as a bigger picture. When he decided to invest in Kmart he knew he wasn’t taking a risk. “Kmart’s bankruptcy is avoidable” he said Edward Lambert is a person who tends to centralize authority and derive power from his position. Those are characteristics of an autocratic leader. Lambert is known for his prickly personality and hands on management style. This shows that Lambert is a directive leader. He likes telling his subordinates what they are supposed to do. Those characteristics are also the same as a leadership called the telling style. Lambert likes to control his subordinates by initiating structure and style. Lambert is also a Micromanager. He has a high concern for tasks and a low concern for people and relationship. This is a part of the reason why sears is in its current crisis. As an independent thinker Lambert has made decisions off his own beliefs. Lambert wants things to go the way he planned it in his mind. If it doesn’t, it’s wrong. He is a person willing to stand a part, state his opinion, and say what he thinks based on his own personal beliefs. This has also contributed to the down...
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...Code of Procedure of the Commerce Undergraduate Society of UBC Vancouver “… to enhance the value of the Sauder School of Business Bachelor of Commerce degree while cultivating the personal, professional and academic success of students.” 1. Article 1: Introduction and Scope 6 Section 1.01: Definitions 6 Section 1.02: Jurisdiction 7 Section 1.03: Amendment 7 Section 1.04: Suspension 7 Section 1.05: Summaries 7 Section 1.06: Guidelines 7 2. Article 2: Board of Directors and Executive Council Procedures Policy 7 Section 2.01: Powers of the Chairpersons of the Board of Directors and Executive Council 7 Section 2.02: Authority to Overrule the Chairperson 8 Section 2.03: Appointment of the Board of Directors Chairperson and Vice-Chairperson 8 Section 2.04: Appointment of the Executive Council Chairperson and Vice-Chairperson 8 Section 2.05: Quorum 8 Section 2.06: Meeting Agendas 9 Section 2.07: Speaking Privileges and Agenda Structure 9 Section 2.08: Voting and Records of Votes 13 Section 2.09: Meeting Locations 14 Section 2.10: Public Attendance of Meetings 14 Section 2.11: Participation in Meetings through Electronic Means 14 Section 2.12: Appointment of Proxies 14 Section 2.13: Secretary of the Board of Directors and Executive Council 15 3. Article 3: Board of Directors Committee Policy 16 Section 3.01: Purpose and Nature of Board of Directors Committees 16 Section 3.02: Committee Terms 16 Section 3.03: Inclusion of the General Membership of the...
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...Selling the Brand Inside by Colin Mitchell Reprint r0201j January 2002 HBR Case Study Bob’s Meltdown Nicholas G. Carr r0201a First Person Saving the Business Without Losing the Company Carlos Ghosn r0201b HBR at Large How Snapple Got Its Juice Back John Deighton r0201c Leading in Times of Trauma Jane E. Dutton, Peter J. Frost, Monica C. Worline, Jacoba M. Lilius, and Jason M. Kanov r0201d Getting It Right the Second Time Gabriel Szulanski and Sidney Winter r0201e r0201f r0201g r0201h Inside Microsoft: Balancing Creativity and Discipline Robert J. Herbold A New Game Plan for C Players Beth Axelrod, Helen Handfield-Jones, and Ed Michaels Best Practice Turn Customer Input into Innovation Anthony W. Ulwick Tool Kit Selling the Brand Inside Colin Mitchell r0201j To o l K i t Selling the Brand Inside You tell customers what makes you great. Do your employees know? by Colin Mitchell W hen you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another “market” is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because it’s the best way to help employees make...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...ENCOUNTERING SOCIAL CLASS DIFFERENCES AT WORK: HOW “CLASS WORK” PERPETUATES INEQUALITY Using a microsociological lens, we develop a theoretical framework that explains how social class distinctions are sustained within organizations. In particular, we intro- duce the concept of “class work” and explicate the cognitions and practices that members of different classes engage in when they come in contact with each other in cross-class encounters. We also elucidate how class work perpetuates inequality, as well as the consequences of class work on organizations and those at the lower end of the organizational hierarchy. By examining microlevel interactions and how they become institutionalized within organizations as prevailing rules and practices, we contribute to both institutional theory and the sociology of social class differences. We encourage future research on social class and discuss some of the challenges inher- ent in conducting it. Several contemporary developments—includ- ing the financial crisis of 2008 (Rajan, 2010), the shrinking of the middle class (Leicht & Fitzger- ald, 2007), and the rise of the “new poor” in America (Cohen, 2010)— have reinjected the is- sue of social class differences and inequality (Stiglitz, 2012) into contemporary discourse. Within organization studies, however, social class has received only scant consideration (cf. Castilla & Benard, 2010; Dacin, Munir, & Tracey, 2010; Scully & Blake-Beard, 2006). While two re- cent exceptions...
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...CHP-1, INTRODUCTION ON BHARTI AIRTEL Bharti Airtel Limited, commonly known as Airtel, is an Indian telecommunications services company headquartered at New Delhi, India. It operates in 20 countries across South Asia, Africa and the Channel Islands. Airtel has GSM network in all countries, providing 2G, 3G and 4G services depending upon the country of operation. Airtel is the world's third-largest mobile tele communications company with over 261 million subscribers across 20 countries as of August 2012. It is the largest cellular service provider in India, with 185.92 million subscribers as of September 2012. Airtel is the third largest in-country mobile operator by subscriber base, behind China Mobile and China Unicom. Airtel is the largest provider of mobile telephony and second largest provider of fixed telephony in India, and is also a provider of broadband and subscription television services. It offers its telecom services under the airtel brand, and is headed by Sunil Bharti Mittal. Bharti Airtel is the first Indian telecom service provider to achieve Cisco Gold Certification. It also acts as a carrier for national and international long distance communication services. The company has a submarine cable landing station at Chennai, which connects the submarine cable connecting Chennai and Singapore. Airtel is credited with pioneering the business strategy of outsourcing all of its business operations except marketing, sales and finance and building the 'minutes factory'...
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...Leadership attributes I have taken the test. The results are very essential. To me they say almost what I am and how I view things in life and at work. The following are the top five strengths for me as given as a result of the test. The top ones are the strongest ones: • Fairness, equity and justice • Industry, diligence and perseverance • Judgment, critical thinking and open-mindedness • Leadership • Appreciation of beauty and excellence. My lowest score traits The following have been identified as my least attributes. I will start here by the lowest as per my scores. What it means is that this list is in reverse order: • Bravery • Forgiveness and mercy • Capacity to love and be loved • Social intelligence • Humor and playfulness According to the list above what it means is that I am poorest in bravery and valor. I am better in forgiveness and mercy than in bravery and valor. Am I in agreement? Yes I am in agreement with the results of the test I have taken. The only point where I do not think I am such low on is in mercy. I am a very merciful person, but sometimes it is a bit difficulty for me to forgive people who continuously are wrong to me. Those who commit offences once or twice and that is through mistakes, I am willing and able to forgive. I am in agreement in most of these attributes because what is explained is what usually what I do in my life. For example my first rated point is that of: fairness, equity and justice. I have these principles because...
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...Cisco AnyConnect Secure Mobility Client Administrator Guide, Release 3.1 Document Revised: Document Published: November 25, 2013 August 9, 2012 Cisco Systems, Inc. www.cisco.com Cisco has more than 200 offices worldwide. Addresses, phone numbers, and fax numbers are listed on the Cisco website at www.cisco.com/go/offices. Text Part Number: THE SPECIFICATIONS AND INFORMATION REGARDING THE PRODUCTS IN THIS MANUAL ARE SUBJECT TO CHANGE WITHOUT NOTICE. ALL STATEMENTS, INFORMATION, AND RECOMMENDATIONS IN THIS MANUAL ARE BELIEVED TO BE ACCURATE BUT ARE PRESENTED WITHOUT WARRANTY OF ANY KIND, EXPRESS OR IMPLIED. USERS MUST TAKE FULL RESPONSIBILITY FOR THEIR APPLICATION OF ANY PRODUCTS. THE SOFTWARE LICENSE AND LIMITED WARRANTY FOR THE ACCOMPANYING PRODUCT ARE SET FORTH IN THE INFORMATION PACKET THAT SHIPPED WITH THE PRODUCT AND ARE INCORPORATED HEREIN BY THIS REFERENCE. IF YOU ARE UNABLE TO LOCATE THE SOFTWARE LICENSE OR LIMITED WARRANTY, CONTACT YOUR CISCO REPRESENTATIVE FOR A COPY. The Cisco implementation of TCP header compression is an adaptation of a program developed by the University of California, Berkeley (UCB) as part of UCB’s public domain version of the UNIX operating system. All rights reserved. Copyright © 1981, Regents of the University of California. NOTWITHSTANDING ANY OTHER WARRANTY HEREIN, ALL DOCUMENT FILES AND SOFTWARE OF THESE SUPPLIERS ARE PROVIDED “AS IS” WITH ALL FAULTS. CISCO AND THE ABOVE-NAMED SUPPLIERS DISCLAIM ALL WARRANTIES, EXPRESSED OR IMPLIED...
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