Rebranding a traditional housing company: The Flagship Group rebrand from initial research to implementation

Lorna Blackmore

Journal of Brand Strategy, 2017, vol. 5, issue 4, 423-433

Abstract: Many businesses plough all their efforts into branding from a sales perspective — the in-your-face banners, money-no-object advertising campaigns and large-scale exhibition stands, not forgetting branded goods — the ‘trash and trinkets’ image of marketing. And why not — these efforts have worked well for numerous companies over the years and will continue to — just not in isolation. As the business world becomes even more value based, employees are asking questions around the company’s purpose, the benefits to its customer and to society. No longer is it okay to just serve customers; employees want to be proud of delivering that service and of being associated with the company. This means the business has to look at the brand, culture and its impact on employees, customers and communication as a whole — covering all interactions with all audiences. Creating a brand culture where employees feel connected, company values and strategy are understood and consistent will create a more effective and productive business. The rebrand exercise was an expression of Flagship’s renewed commitment to its growth ambitions ultimately re-engaging its people to the company’s purpose and reinforcing the close relationship between brand and culture.

Keywords: housing association; brand culture; communication; repositioning; staff engagement; rebranding (search for similar items in EconPapers)
JEL-codes: M3 (search for similar items in EconPapers)
Date: 2017
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