PurposeDespite the prevalence with which firms change the brand names they use, this research stream has received little academic attention. Managers confronted with brand name substitutions fear most a loss of brand equity, which would decrease their market share. This research aims to identify key influences that might enable companies to minimise their brand equity losses in response to brand name substitutions.Design/methodology/approachA preliminary qualitative investigation (20 semi‐directive interviews) pertained to better understand how brand equity loss might be minimised in the case of a brand name substitution. This qualitative research and a relevant literature review provided input for the questionnaire design. Furthermore, the resulting survey data from a sample of 300 consumers served for the test of the research propositions.FindingsThis study identifies five key influence factors that marketing managers can use to transfer brand equity in the case of brand name substitution, based on consumers' knowledge of the brand change, attitude toward brand change, perceived similarity between the old and new brands, degree of attachment to the initial brand, and recognition of the presence of an umbrella brand. Finally, the brand equity dimensions are interrelated, such that the transfer of perceived quality and brand image influences loyalty transfer, and brand quality transfer improves brand image transfer.Originality/valueThis research represents a first attempt to answer the pressing question: how can firms transfer brand equity successfully in the case of brand name substitution? The study also identifies for the first time key influence factors that favour brand equity transfer from an old to a new brand.

Cet article analyse les antécédents de la résistance interne et externe au changement de nom de marque et ses conséquences sur le capital de marque. Une recherche qualitative menée auprès de 10 managers et de 40 consommateurs, suggère que, tant en interne qu’en externe, le niveau d’implication, le bénéfice perçu du changement et leur attachement à la marque substituée peuvent diminuer la résistance au changement. Divers leviers optimisant la gestion de la résistance au changement de nom de marque sont proposés afin de favoriser le transfert du capital de la marque abandonnée vers la nouvelle marque.This paper analyses the antecedents of internal and external resistance to brand name change, and its consequences on brand equity. A qualitative research, based on interviews carried out with 10 managers and 40 consumers, suggest that both internally and externally the level of implication, the perceived benefits of change, as well as the attachment to the substituted brand may decrease resistance to change. We suggest diverse means in order to optimize the management of resistance to brand change, thus favoring the transfer of the capital of the abandoned brand to the new brand.Este artículo analiza los antecedentes de la resistencia interna y externa al cambio del nombre de la marca así como sus consecuencias sobre el capital de la marca. Una investigación cualitativa conducida con 10 managers y 40 consumidores, sugiere que tanto en interno como en externo el nivel de implicación, el beneficio percibido del cambio y su adhesión a la marca substituida son factores que pueden disminuir la resistencia al cambio. Se proponen varias acciones que optimizan la gestión de la resistencia al cambio del nombre de la marca para favorecer la transferencia del capital de la marca abandonada hacia la nueva marca