Committing regicide: rebranding the Football Kingz

Bradbury, Trish; Catley, Bevan

doi:10.1108/ijsms-09-01-2007-b003

Cited by 5 publications

(9 citation statements)

References 11 publications

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“…Managers undertake qualitative and quantitative research to understand the market environment for the brand (situation analysis) and discern the perceptions of the brand among key stakeholders. In the case of for‐profit organizations, the research sample usually consists of customers, employees and managers (Bradbury and Catley ; Rhee and Han ). For more complex place brands, a broader array of stakeholders, such as residents and community groups, forms the sample (Mitchell and Kirkup ).…”

Section: Resultsmentioning

confidence: 99%

“…Some cases with weak outcomes neglect to consider and address customer preferences, which may detract from the support of key stakeholders (Bradbury and Catley ; Cucchiara ; Finney and Scherrebeck‐Hansen ). The public had unfavourable attitudes toward the revised New Zealand Knights brand, which did not reflect the country‐of‐origin heritage with which fans identified (Bradbury and Catley ). Stakeholders perceived the new team, which consisted of largely imported players, as lacking in credibility.…”

Section: Resultsmentioning

confidence: 99%

“…The study categorizes rebranding cases according to two dimensions of triggers: proactive or reactive; and urgent or non‐urgent. Proactive cases are initiated when an identified opportunity to enhance the brand drives the rebranding initiative, whereas reactive cases have external factors that negatively affect the brand activating the rebranding effort (Bradbury and Catley ). Urgent cases have a specified launch deadline for the revised brand, as when TELCI/TELCOM managers pushed to implement the new corporate brand name prior to the flotation of the company (Gotsi and Andriopoulos ).…”

Section: Methods Of Reviewmentioning

confidence: 99%

“…• Product branding: the logo is among the most powerful brand elements that influences brand equity (Keller 2003). Bradbury and Catley (2007); Easter and Leoni (2008) Use conceptual frameworks of sport brand equity to examine aspects of corporate rebranding mechanisms for sports teams. • Conceptual models of sport brand equity such as Gladden et al (1998) and Gladden and Milne (1999) incorporate antecedents and consequences of brand equity, and feedback (including customer perceptions of the brand).…”

Section: What Is Corporate Rebranding?mentioning

confidence: 99%

“…The case study settings include retail (Sonenshein ), communications, construction, financial, energy, publishing, hospitality (Lomax and Mador ), industrial products and services (Vallaster and Lindgreen ), alcoholic beverages (Hankinson and Hankinson ), toys (Schultz and Hatch ), automotive (Ewing et al . ), sports teams (Bradbury and Catley ), air transport (Herstein et al . ), consulting (Kaikati ), places (Souther ) and not‐for‐profit (NFP) organizations (Scammell ).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Corporate Rebranding: An Integrative Review of Major Enablers and Barriers to the Rebranding Process

Miller

Merrilees

Yakimova

2013

Int J Management Reviews

110

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In the field of corporate rebranding, which is an emerging area of research, the literature consists largely of descriptive case studies that are scattered across diverse contexts. These studies take divergent theoretical perspectives that often inform only aspects of rebranding, leaving researchers and managers without a comprehensive understanding of the corporate rebranding process. In adopting a holistic theory of corporate rebranding to organize a review of the literature, this study aims to present an integrated review of the major enablers and barriers to corporate rebranding, with special attention to contextual factors. Through an examination of 76 cases in 61 articles, the paper contributes a new general model of corporate rebranding. Unlike previous models of corporate rebranding, the new model incorporates both single‐ and multi‐phase enablers and barriers. Critical to successful corporate rebranding are the identification and application of six major enablers, including strong rebranding leadership and coordination among multiple functions and stakeholder groups. The new model suggests directions for future research, and the paper discusses how managers can use the model to inform rebranding practice and improve corporate rebranding outcomes.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Methods Of Reviewmentioning

confidence: 99%

Section: What Is Corporate Rebranding?mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Corporate Rebranding: An Integrative Review of Major Enablers and Barriers to the Rebranding Process

Miller

Merrilees

Yakimova

2013

Int J Management Reviews

110

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Markentransformationsprozesse in der Servicetransformation

Ruthardt

2023

Forum Dienstleistungsmanagement

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Rebranding: the effect of team name changes on club revenue

Agha

Goldman

Dixon

2016

European Sport Management Quarterly

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Research question: The purpose of this study is to explore the financial effect of four types of team name changes, three of which have not been previously studied. We do so in the context of development leagues where rebranding occurs with considerable frequency, thus affecting a great number of sport managers. Research methods: The effect of rebranding on club revenue was derived by combining the results of two analyses. The first used an economic demand equation to examine the attendance variations of 475 Minor League Baseball teams in 244 cities in the United States and Canada between 1980 and 2011 that engaged in one (or more) of four different types of name changes. The second examined changes in merchandise sales after a rebranding effort. Results and Findings: The results indicate that development teams fail to derive financial gains from adopting the names of their major league parent clubs. Instead, teams that abandon unique local names see large attendance decreases suggesting that local names generate greater brand awareness and brand image than their major league counterparts. The largest merchandise gains are generated by teams that adopt new, local names. Implications: These findings further our understanding of the outcomes of brand management and rebranding efforts by acknowledging that former and future names have varying levels of brand equity that have real effects on consumer purchasing behaviors and subsequent financial gains and losses.

show abstract

Committing regicide: rebranding the Football Kingz

Cited by 5 publications

References 11 publications

Corporate Rebranding: An Integrative Review of Major Enablers and Barriers to the Rebranding Process

Corporate Rebranding: An Integrative Review of Major Enablers and Barriers to the Rebranding Process

Markentransformationsprozesse in der Servicetransformation

Rebranding: the effect of team name changes on club revenue

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