Rebranding today: A process, not a project

Peter Dixon and Hanif Perry

Journal of Brand Strategy, 2017, vol. 6, issue 2, 139-145

Abstract: ‘Rebranding’, once seen as a discrete set of activities — define problem, gather data, develop insight, create idea, test idea, refine idea, implement idea, repeat — has become an even more continuous process. Armed with more active digital intelligence, companies can constantly adjust to changes in both consumer expectations and the competitive landscape, in faster, more responsive and personalised ways. The best brands — those that are most relevant to consumers — ‘rebrand’ by continually improving in four areas: customer obsession, ruthless pragmatism, pervasive innovation and distinctive inspiration. Each of these drivers keeps rebranding efforts focused on delivering a customer experience that brings brand and consumers continually closer.

Keywords: rebranding; brand management; relentless relevance; business growth; digital transformation; customer; experience; brand operating system; living brands (search for similar items in EconPapers)
JEL-codes: M3 (search for similar items in EconPapers)
Date: 2017
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