The strategy when you change the visual part of the brand identity is often referred to as Corporate rebranding and is seen as a good way to show that a company has undergone a change. Despite high risks and high costs, this strategy has become more common and there are companies today who make the choice to change an already well-known graphic profile. This phenomenon is what underlies this essay’s problem statement: Why does a company with an already well-known graphic profile choose to change it and how does the process behind the change occur? In what way have the company’s customers recognized the change and how has the company’s image changed in this context? The purpose of this essay is therefore to explore the process that occurs when a company in the sport and fashion industry changes its visual identity and to explore how the company’s customers have perceived the change. To fulfil the purpose of the essay a case study was carried out on a company’s Corporate rebranding process. The company that was chosen was the Swedish sports retail chain Stadium Sweden AB who decided to change its graphic profile even though their logo was one of the two most recognized in their field. With the help of existing theories on brands and Corporate rebranding two interviews and a survey was conducted for this study. After this case study we have come to the following conclusions; The reason for the brand change was primarily the need to modernize the graphic profile in context of a larger reorganization of the company. The process can be described in four main phases: Initiation phase, Planning phase, Development phase and Launch and implementation phase. The study also showed that most of the customers had noticed the change and that the company’s image had changed for the better as they managed to maintain the core values of the brand while making it more contemporary and unique. We have also come up with three propositions that can be used in future research on this subject: 1. A reason for a brand change might be that the old graphic profile needs to be modernized to practically suit new media, 2. The choice of the Phase in/Phase out strategy is controlled by the availability of various resources and 3. To distance the brand from its heritage doesn’t need to be a pitfall for a brand change.

Abstract Background: The luxury fashion brands need to rebrand themselves towards the younger consumers. In 2025 Millennials and Generation Z will represent approximately 55% of the market for luxury products. The exclusive brands need to adapt to this target group. Rebranding requires considerable investments with different rebranding methods and new marketing channels and there is no guarantee of a successful outcome. It is important to understand what the new desired target group appreciates. According to previous research, the right type of marketing is important for the companies rebranding to reach their desired target group. However, there is a gap in the scientific research between which marketing strategies are most efficient for the luxury companies to reach the younger consumers. Purpose: The purpose with this research is to investigate from a marketer’s perspective how younger consumers perceive rebranding and marketing of luxury fashion brands by looking at the communication of the rebranding towards the consumers. Which rebranding methods and marketing channels are efficient towards the younger consumers? Methodology: A qualitative case study has been made with four case companies. To find out what companies have done in their rebranding, data have been collected from the chosen companies’ websites and from other fashion industry related websites. Semi-structured interviews with younger consumers have also been made in order to find out how they experience the luxury brands rebranding and marketing? Findings: The findings suggest that it is efficient for the luxury fashion brands to hire a new creative director and create a new style in the assortment. They should keep their old, famous, iconic logo and monogram. If it somehow must be changed, they need to create a new unique one and avoiding an already existing font. It is also efficient to created new collections with entry-level products for the brand, such as accessories and ready-to-wear collections. When it comes to marketing of the rebranding, social media, celebrity endorsement, collaborations, traditional stores, TV and TV-series, are efficient communication channels to use. The best way is to show the luxury clothes and accessories on influencers via Instagram. Marketing through fashion magazines is still good but the luxury fashion brands do not need to put as much emphasis on that as they did before. Conclusion: If the luxury brands work with these efficient rebranding methods and marketing channels they will most likely succeed in reaching their new younger target groups. The rebranding methods are: A new creative director and a new style, accessories and ready-to-wear collections, new logo and new monogram. The marketing channels are: social media, celebrity endorsement, collaborations, movies and TV-series, editorial placements and traditional stores.

Finansbranschen utmärker sig som en bransch med höga krav på tillförlitlighet och trovärdighet. En grundförutsättning för finansföretagens överlevnad är kundens fortsatta förtroende där varumärket har en avgörande roll. När marknaden skiftar kan varumärken indirekt behöva anpassas för att till exempel behålla marknadspositionen eller för att nå ut till en bredare målgrupp. Då kan en rebranding- och repositioningprocess bli aktuell. Denna studie syftar till att undersöka vilka utmaningar ett företag verksamt inom finansbranschen kan möta vid rebranding och repositioning samt vilka olika typer av strategier och modeller som finns för att bemöta dessa eventuella utmaningar. Studiens teoretiska ramverk utgörs av Miller et al. (2014) modell över corporate rebranding, en modell som presenterar en rebrandingprocess som följer en kronologisk ordning genom olika faser. Insamlingen av empirin skedde genom att studera sekundärdata i form av befintlig teori och litteratur kring områdena branding, positioning, rebranding och repositioning. Primärdata samlades in genom intervjuer med personer anställda på en kommunikationsbyrå och på ett företag som var högaktuella med en rebranding- och repositioningprocess. Urvalet av intervjupersoner till studien utgick från ett tvåstegsurval. I studien framkommer flertalet utmaningar som ett företag kan möta vid en rebranding- och repositioningprocess. För företag verksamma inom finansbranschen finns ytterligare utmaningar som behöver hanteras. Av studiens analys framkommer inga specifika modeller och strategier för finansföretag att nyttja vid en rebranding- och repositioningprocess. Modellerna och strategierna specialanpassas utifrån företagens rådande situation. / The financial industry stands out as an industry with high demands for reliability and credibility. A fundamental requirement for the survival of financial companies is the continued trust of the customers, where the brand plays a crucial role. When the market shifts, brands may indirectly need to be adapted, for example, to maintain market position or reach a broader target audience. In such cases, a rebranding and repositioning process may become relevant. This study aims to examine the challenges that a company operating in the finance industry may face during rebranding and repositioning, as well as the different types of strategies and models available to address these potential challenges. The theoretical framework of the study is based on Miller et al. (2014) model of corporate rebranding, which presents a rebranding process following a chronological order through different phases. The empirical data collection was conducted by studying secondary data in the form of existing theories and literature on the topics of branding, positioning, rebranding, and repositioning. Primary data was gathered through interviews with individuals employed at a communication agency and a company actively engaged in a rebranding and repositioning process. The selection of interviewees for the study was based on a two-stage sampling. The study reveals several challenges that a company may encounter during a rebranding and repositioning process. For companies operating in the finance industry, there are additional challenges that need to be addressed. The analysis of the study does not identify specific models and strategies for financial companies to utilize during a rebranding and repositioning process. The models and strategies are custom-tailored based on the companies' specific circumstances.

Denna studie är skriven på svenska. För att bedriva en framgångsrik verksamhet måste organisationer balansera flera saker samtidigt. God tillväxt och hög lönsamhet kombinerat med ett gediget hållbarhetsarbete och välmående medarbetare, är ett axplock av saker organisationer måste hantera på en daglig basis. Kunderna blir allt mer medvetna om vad de konsumerar, vilket kräver att ens verksamhet sticker ut. Modebranschen är en industri som är i ständig utveckling. Med en bransch vid omsättning på flera miljarder dollar årligen är modebranschen en av de mest utvecklande branscherna som ständigt förnyar sig. Denna studiens syfte är att ge ny insyn på forskning om hur organisationer jobbar med sina dynamiska kapabiliteter vid en rebranding, där studien delats upp i tre faser: sensing, seizing och reconfiguring. I denna studie har författarna studerat hur ett modeföretag jobbar med sina dynamiska kapabiliteter i en rebranding av sina varumärken. Studien är kvalitativ, där semistrukturerade intervjuer tagit plats. Den insamlade datan har kompletterats med kvantifierad data från enkäter samt finansiella siffror som förklarat effekterna av rebrandingen. Den empiriska datan har visat på en positiv effekt av rebrandingen sedan lanseringen. Försäljningen har ökat med 47 procent, EBIT har mer än fördubblats och EBITDA en ökning med 60 procent. Studien har visat på att organisationer som regelbundet jobbar med sina dynamiska kapabiliteter vid en rebranding har gett positiv effekt. Det studerade företaget har fått större spridning på de digitala kanalerna och knutit till sig nya kunder, samt nått ut till en bredare målgrupp. I framtiden kan denna studie förökas genom att jämföra företag i samma bransch mellan varandra, eller studera effekterna över tid. Teorin kan tillämpas på fler branscher. / Ang more aware of what they are consuming, which puts pressure on the companies to stand out from the crowd. The fashion industry is in a never ending development. With an industry wide yearly revenue of billions of dollars, the fashion industry is among the most developed and still developing industries to this day. The purpose of this paper is to shed new light to how organizations are using their dynamic capabilities in a rebranding fase, where this study is divided into three stages of the dynamic capabilities: sensing, seizing and reconfiguring. For this research, the authors have researched fashion company’s dynamic capabilities in their rebranding of their brands. A qualitative research, based on semi-structured interviews - with complete quantified data from surveys and financial statements that has explained the effect of the rebranding. The data has shown that the researched company in this research has gotten a positive result since their launch of the rebranding. Sales have gone up by 47 percent, EBIT more than doubled and EBITDA has gone up 60 percent. This research has proven that an organization that continuously works on their dynamic capabilities in a rebranding has gotten good results from it. The company in this research has increased the traffic on digital platforms and as a result reached out to new consumers, and broadened their target audience. This theory can be applied for further research, by comparing companies within the same industry, or by extending the research period. The theory can be applied to different industries

Companies are required to have the ability to be attractive because of today's intense market. They have to constantly make sure that their visual elements and graphic profile are related to the current market conditions. Furthermore the market are placing higher demands on how companies expose their brands and quite often the companies have to do a rebrand to keep their brand relevant. To do this, companies often have to hire an external party, such as an external advertising- or media agency. The purpose of this study is to investigate what causes a rebranding and how the external agencys are working with the process. The study also examines which factors the agencies take into account when designing a new visual identity and whether it's important to preserve certain core elements from the previous visual identity. This is investigated based on following questions: "What are the reasons to why a company chooses to do a rebrand?", "What do external agencies take into account when designing a new visual identity?" and "Is it important to maintain graphic elements from the previous visual identity?". To answer the questions, the researchers have applied a qualitative study where semi-structured interviews have been implemented. Theory is based on secondary sources and previous research that deals with the area of rebranding, visual identity and the different elements of identity. The reasons to rebranding can be different. The study also shows that some companies have a visual identity that does not interact with their products or services, which is the reason to rebranding. In summary, the external agencies take into account many of the aspects surrounding the design that are brought up by previous research, but the study also adds new perspectives. / Dagens marknad kräver att företagen behöver ha förmågan att vara attraktiva. Företagen behöver ständigt se till att deras visuella element och grafiska profil förhåller sig till de nuvarande marknadsförutsättningarna. Marknaden ställer högre krav på hur företag exponerar sina varumärken och många gånger behöver företagen genomgå en rebranding för att hålla sitt varumärke relevant. Ofta behöver företag anlita en extern part för att genomföra rebranding, denna hjälp kan i dessa fall komma från en extern reklam- eller mediabyrå. Syftet med studien är att undersöka vad som är orsaken till rebranding och hur externa byråer arbetar med processen. Studien undersöker även vilka faktorer byråerna tar hänsyn till i utformande i utformandet av en ny visuell identitet samt om det är viktigt att bevara kärnelement från den tidigare visuella identiteten. Detta genom att utgå från frågeställningarna "Vilka är orsakerna till att ett företag väljer att göra en rebranding av sitt varumärke?", "Vad tar externa byråer hänsyn till vid utformandet av en ny visuell identitet?" samt "Är det viktigt att bevara grafiska element från den tidigare visuella identiteten?". För att besvara frågeställningarna har forskarna tillämpat en kvalitativ studie där intervjuer med utvalda respondenter från tre externa byråer har genomförts. Intervjuerna var semistrukturerade och byggde på öppna frågor som möjliggjorde för väl utvecklade svar. Teori grundas på sekundärkällor och tidigare forskning som handlar om området rebranding, visuell identitet och identitetens olika element. Studiens slutsats visar att de externa byråerna arbetar olika med rebranding. Vissa byråer väljer att ta stor hänsyn till det tidigare existerande varumärket medan andra vågar vara helt nytänkande. Orsakerna till rebranding kan vara relativt skilda och studien indikerar på en ytterligare faktor som handlar om att vissa företag har en visuell identitet som inte samverkar med deras produkter eller tjänster. De externa byråerna tar hänsyn till många av de aspekter kring utformandet som tidigare forskning behandlar. Det framkommer även att företagets logotyp ska laddas med värde och behov. Byråerna tillför också idén om att skapa mönster, piktogram och illustrationer, målet med dessa grafiska element är att de ska kunna associeras lika starkt till varumärket som företagets logotyp gör.

Purpose: The purpose of this research is to contribute to a better understanding of the company's ability to communicate the message of a Corporate Rebranding. This is by examining the strategic implications that influence the control of communication on Social Digital Platforms during the implementation of a corporate rebranding. Method: This research study may be called a multidisciplinary study and is based on an abductive approach. It is written with a qualitative research strategy with a hermeneutic approach. Theoretical frame of reference: Model of Corporate Rebranding, compilation of previous research in the field of “External communication on Social Digital Platforms during a Corporate Rebranding”, the authors conceptual framework Empirical foundation: Empirical evidence has been collected through qualitative semi-structured interviews with a total of six (6) respondents. Conclusions: Based on empirical and theoretical analysis, the authors have come to three (3) promotional prominent actions that fulfill the study's purpose and the study's research question. These are (1) Brand Descriptions based on insights. Produce a clear Brand Description that is based on insights from external stakeholders to act from. (2) Internal Anchorage. A corporate rebranding must be anchored internally to externally be communicated uniformly, or coordinated. (3) Factual Convincing. Convince with facts and factuality to reduce subjective criticism. / Syfte: Syftet med denna studie är att komplettera existerande forskning med ökad förståelse för extern kommunikation vid corporate rebranding i den digitala eran. Detta genom att undersöka vilka åtgärder som bidrar till företagets möjlighet att bibehålla kontrollen av den externa kommunikationen vid genomförandet av en corporate rebranding. Metod: Studien kan liknas vara flerfallsstudie som utgår från en abduktiv ansats, är skriven med en kvalitativ forskningsstrategi samt ur ett hermeneutiskt förhållningssätt. Teoretisk referensram: Model of corporate rebranding, sammanställning av tidigare forskning inom ämnesområdet “extern kommunikation på sociala digitala plattformar vid corporate rebranding”, konceptuellt ramverk Empiri: Empiriskt underlag har insamlats genom kvalitativa semistrukturerade intervjuer med totalt sex (6) respondenter. Slutsatser: Baserat på empiriskt och teoretisk analys har forskarna kommit fram till tre (3) framträdande främjande åtgärder som uppfyller studiens syfte samt svarar på studiens frågeställning. Dessa är (1) Insiktsbaserad varumärkesplattform. Framställa tydlig varumärkesplattform som är byggd på insikter från externa intressenter att agera ifrån. (2) Intern förankring. En corporate rebranding måste förankras internt för att kommuniceras enhetligt, eller samordnat. (3) Saklig övertygelse. Övertyga med fakta och saklighet för att minska subjektiv kritik.

More intense competition has meant that companies have to take new measures to cope on the modern market. Therefore, many companies choose to change their brand in some way. This is called rebranding and is however a risky process. To reduce the risk companies can hire external parties in form of design agencies. The purpose of this study is to investigate which factors that are required to achieve a successful rebranding, when carried out in collaboration with an external agency. The study will do so by asking the question "What are the success factors of a rebranding when carried out in collaboration with an external agency?". To do so the researchers assumed a qualitative case study where semi-­structured interviews have been implemented. The empirical data gathered was then analyzed using theories covering the areas of rebranding, internal marketing, and previous research on the cooperation between agency and company. The conclusions of this study shows that one success factor is found in the fact that agencies has greater experience of rebranding, compared to most companies. Another success factor is the outside perspective agencies add, which enables the companies to see new aspects of their brand. Companies should involve employees in the process to the point of collecting their opinions before the work begins, but the study shows that there should only be a few people involved in the actual rebranding process to achieve good results. The best result is  achieved when all final decisions are made by the company, the agency should only come up with guidelines and suggestions.

This dissertation attempts to rebuild the American Catholic brand fractured by the priests' sexual abuse scandals, using Isocrates' theory of self-defense and self-representation as found in his Antidosis. The work conceptualizes the Catholic Church as a brand because it is a religious organization with an army of followers, is well-known, and is an indisputable leader in the provision of education, healthcare, and social welfare, thereby playing an important role in the socio-cultural consciousness of many Americans. Built over centuries of service to its members and the country, the Catholic brand from the 1960s to the dawn of the twenty-first century had enjoyed high moral authority as a religious organization that promoted the dignity of the human person and acted as an ethically responsible corporate citizen in American society. However, such moral authority crumbled following the 2002 Boston Globe revelations that for decades the Church's hierarchy in the Archdiocese of Boston had sexually preyed on innocent children and vulnerable members. The result has been a crisis of faith and trust, lasting for over a decade in spite of the Church's efforts to create a safe environment for its children and vulnerable members and to hold predator priests accountable.<br> This dissertation holds the view that, for the Church in America to rebuild its brand and thereby restore its fractured image and reputation, it must adopt a rebranding model based on Isocrates' theory of self-defense and self-representation/characterization. Consistent with the Isocratean rebranding model, the American Catholic Church must embrace its core identity as a model institutional citizen that promotes the dignity of the human person, differentiate and dissociate itself from predator priests and their episcopal supporters, establish goodwill toward stakeholders by setting up monuments to memorialize abuse victims, organizing annual events for victims to tell their stories, holding abusive clergy and irresponsible bishops accountable, allowing the lay faithful to play an active role in priestly formation, being more transparent in its handling of sexual abuse cases, and requiring seminarians and priests to undergo frequent sexual assault and sexual harassment training. Moreover, the ecclesial community must reconcile with victims by honestly confessing its complicity in the tragedy of the abuse and seeking forgiveness. / McAnulty College and Graduate School of Liberal Arts; / Communication and Rhetorical Studies / PhD; / Dissertation;

Research Questions: How does the different aspects of administrative heritage influence the internal acceptance of a rebranding? What are the main determinants of administrative heritage for the internal acceptance of a rebranding?  Purpose: The purpose is to investigate how administrative heritage affects multinational corporations in order to leverage strengths and counterbalance limitations when striving for internal acceptance of a rebranding.  Method: This study applied a qualitative research with an abductive approach. A single case study was conducted and data was collected using semi-structured interviews from employees at different departments of an organization.  Conclusion: The result of this study has developed the concept of administrative heritage in relation to rebranding and have presented how and what aspects to leverage and counterbalance within strategy, structure and culture. The study has come to the conclusion that an MNC can leverage the strengths of strategy, structure and culture through communication which essentially creates inclusion, shared beliefs, brand champions, trust and headquarters culture. The aspect of strategy mostly affects rebranding on a general level whilst structure and culture have more direct influence on the internal acceptance of a rebranding.

Internt varumärkesbyggande handlar om att på något sätt säkerställa att ett företags varumärkeslöfte anammas av de anställda så att varumärket verkställs i praktiken och i och med det möter de förväntningar som varumärket skapat hos kunden. För att företag ska lyckas förmedla sitt budskap till kund så är det därför viktigt att företag lyckas förena de anställda med företagets varumärke. De anställdas beteende kan fungera som en språngbräda till att förverkliga varumärket, eller det motsatta, genom att de inte handlar i enlighet med varumärket kan det försvåra för varumärket att bli trovärdigt och pålitligt. Ledaren har en viktig roll internt varumärkesbyggande och denne fungerar både som den strategiska länken mellan de strategiska beslut som kommer från huvudkontor och anställdas genomförande.Forskningsområdet internt varumärkesbyggande fokuserar främst på hur ledningen ska arbeta för att kommunicera varumärket samt hur viktiga de anställdas är då de förverkligar varumärket. Därmed är det intressant att undersöka ledarens roll i internt varumärkesbyggande då perspektivet till stor del uteblivit inom forskningsområdet. För att generera en djupgående förståelse för detta, grundar sig arbetet på en kvalitativ fallstudie på företaget Coop där följande problemformulering besvarats:"Hur upplever butikschefer på Coop internt varumärkesbyggande och sin roll när företaget genomgår en varumärkesförändring?"Syftet med studien är att undersöka vilka aspekter som hindrar och möjliggör för butikschefer att sprida varumärket inom organisationen. Med vår studie kommer vi att bidra till forskningen med ytterligare kunskap om ledarens roll i det interna varumärkesbyggandet.Studiens resultat påvisar aspekter som hindrar ledaren att sprida varumärket vidare i organisationen i form av brist på information, tidsbrist och tolkningsutrymme. Aspekter som möjliggör för ledaren att sprida varumärket består kunskap & förståelse, arbetsdagen, översättning av abstrakta ord, uppföljning och förankring.