Understanding the pitfalls in the corporate rebranding process

Purpose – While the corporate rebranding momentum is accelerating, corporate decisions are not currently informed by strong theory and academic research in this area. To broaden the understanding, the purpose of this paper is to generate empirical insights into the key pitfalls in the corporate rebranding process. Design/methodology/approach – An exploratory qualitative study included 14 personal semi‐structured in‐depth interviews with executives involved in the corporate rebranding of a leading telecommunications firm, and a review of relevant archival materials. Findings – The analysis highlighted common reports of four key pitfalls in corporate rebranding. These are: disconnecting with the core; stakeholder myopia; emphasis on labels, not meanings; one company, one voice: the challenge of multiple identities. Research limitations/implications – This presents a single case study but one which provides empirical insights that advance theoretical thinking in corporate rebranding, and highlights interesting avenues for further research. Practical implications – This study highlights: the importance of marketing and organisational research in designing new corporate brands; the value of engaging staff in the rebranding process from a very early stage; the need to ensure that internal processes and systems encourage employees to endorse the new corporate brand values through their attitudes and behaviours. Originality/value – Corporate rebranding campaigns are not only expensive exercises, but also critical for sustaining competitive advantage in light of changing corporate priorities. This is one of very few papers that provide insights on the pitfalls in the corporate rebranding process.