SEMINAR

ON

“Brand Rejuvenation”

Submitted to

Bhagwan Mahavir College of Management

Under

Gujarat Technological University

Under the guidance of

Dr. SNEHAL MISTRY

Submitted by

Priyambada Parmar

Enrolment No.: 157040585040

M.A.M - SEMESTER VIII

Gujarat Technological University

Ahmadabad

April 2019
 PREFACE

It has been very interesting and encouraging for me to work upon the seminar. The
important events have been presented in a systematic form, and the Seminar depicts the
major work done by me.

It was really a great experience to handle this project and the work put in by me, proved to
be quite successful one.

Here, I am presenting a Seminar on “Brand Rejuvenation” I have tried my level best to

do the proper justification to my work in this Seminar.

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 DECLARATION

I, Priyambada, hereby declare that the report for “Seminar” entitled “Brand
Rejuvenation” is a result of my own work and my indebtedness to other work
publications, references, if any, have been duly acknowledged.

Place:

Date:

(PRIYAMBADA)

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 Executive Summary

Brand lose their fortunes of their brand equity if consumer tastes or preferences changes,
emergence of younger brands/competitors or new technology or any new development in
marketing techniques or strategies followed by competitors or just tired out by their
unchanging image over time. Hence Brand Rejuvenation is required to bring back the lost
brand value due to one of the above stated reasons. Brand Rejuvenation highlights the
ageing problem that every brand can face and investigates how companies can take steps
to counter the process.
Brand Rejuvenation is a process wherein a brand which is on the verge of retirement, is
brought back to life to regain markets. Jean-Marc Lehu describes the ageing problem in a
three-part process; identifying the ageing process, auditing the brand to ensure that there is
sufficient capital remaining to make the rejuvenation effort worthwhile, and then making
efficient strategic choices to achieve success. To assist with the identification and
describing of a brand's unique problem, Lehu presents a decision-making chart that will
guide brand managers toward the most appropriate strategic choices for their ageing
brands.
The study gives a brief gist of the various causes for brand rejuvenation, the methods of
rejuvenation and also the issues in brand rejuvenation. The study includes insights from
the people involved in branding for various companies and many case studies of brands
that have been revitalized, as well as the process of rejuvenation from the perspective of
the manufacturer.

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 Acknowledgement

I am very thankful to everyone who all supported me to complete the project effectively
and moreover on time.

I am equally grateful to Prof. SNEHAL MISTRY for his support and guided me regarding
the topic. He had been very helpful for suggesting me the outlines of this project.

It was a very stimulating and motivating experience, which gave me an opportunity to

learn, explore, analyse and investigate that helped me to expand my knowledge horizon.

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Introduction

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Conventional marketing wisdom says that for every 100 brands that are born up to 90
could perish. In fact, the life expectancy of many brands in countries like Japan is an
average 18 months.

Brand plays a vital role in life of the product. Brand is a unique and identifiable symbol,
association, name or trademark which serves to differentiate competing products or
services. Both a physical and emotional trigger to create a relationship between consumers
and the product/service. Brands identify the source or maker of a product and allow
consumers to assign responsibility for its performance to a particular manufacturer or
distributor. It is a way by which consumers evaluate identical product differently
depending on how it is branded. Branding is endowing products and services with the
power of a brand. For branding strategies to be successful and brand value to be created,
consumers must be convinced there are meaningful differences among brands in the
product or service category.

A brand promise is the marketer’s vision of what the brand must be and do for
consumers. At the end of the day the true value and future prospects of a brand rests with
consumers, their knowledge. Understanding consumer brand knowledge-all the different
things that become linked to the brand in the minds of consumer is thus of paramount
importance because it is the foundation of brand equity.

However old age can take a toll on brands. At times seemingly invincible brands age too
often and too soon. Dalda Vanaspati, Weston televisions, Kelvinator refrigerators, Murphy
radios, Polsen butter and Campa Cola are just some names that no longer have the
visibility in most Indian shops. However, about two- three decades back shopkeepers
could not do without these brands.

Can these brands that were snowed under in changing circumstances be revived? Can a
new proposition be built on the old legacy? That’s where the business of brand revival
comes in. Today it is the buzz word among the corporations who are scrambling in
carrying out those old fashioned yet still effective cost revenue analysis in seeing if they
can bring back the old! To get the heritage brands back to the market.
The reason for this is not too difficult to see. Simply because businesses are realizing that
brands have a tremendous asset value or resale value. Also, companies in a passive thought
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are also revitalizing brands so that they can realize more value from these before getting
rid of these. And today if companies want to sell off brands that make no strategic sense
for them, there isn’t a shortage of buyers for defunct brands either.

Sometimes even if brands get a second chance to prove them at the altar of consumerism it
will not be a so easy. That’s because a reborn brand has a much difficult task at hand than
a new brand-- new brands take off from ground zero but in the case of a dead brand the,
company relaunching it has to first clean up the negative baggage associated with the
brand’s earlier failure before it lands on the same level as the new brand. At the conceptual
level, it is an uphill task. E.g. -- When Dalda was introduced; it successfully entered most
customer homes as Indian households were looking for a cheaper alternative for ghee.
However, Dalda came with 2 negative labels stuck to its neck-- it was a cheaper alternative
and it was not the real thing.

If the marketer ignores or overlooks the brand value created then consumers are unhappy
with the brand which can result in failure of the brand. Brands have played important part
for the company’s image and survival in competitive markets. If the brand face away due
to change in fashion or strategies have not been revived according to markets then Brand
rejuvenation is required. The rejuvenation of brands can often result in success for a
product, which has entered the later stages of its life cycle. Brand Rejuvenation has a more
holistic perspective than repositioning. It creates wider space in terms of market
communication that includes escalated advertising and /or repositioning. Rejuvenation is
the effort to bring a brand which could not make money into the money-making bracket,
with a new positioning or communication strategy.

In simple terms Rejuvenation is the hypothetical reversal of the aging process.

Rejuvenation is distinct from life extension. Life extension strategies often study the
causes of aging and try to oppose those causes in order to slow aging. Rejuvenation is the
reversal of aging and thus requires a different strategy, namely repair of the damage that is
associated with aging. Rejuvenation can be a means of life extension, but most life
extension strategies do not involve rejuvenation.
Therefore, Brand Rejuvenation is a process wherein a brand which is on the verge of
retirement, is brought back to life to regain markets.

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The main objectives of rejuvenation are:

1. Rejuvenation aims at revival of brand. The intention is to breathe some new life
into a brand that may be showing signs of decline.
2. Even healthy, successful brands may need occasional rejuvenation. Because of
competition, some re-formulation and refinement become necessary from time to
time. The brand has to be updated. It ensures the steady success of the going brand.
3. It helps keep the brand live and in focus.

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Need for Brand Rejuvenation

Many companies have gone through the phase of Brand Rejuvenation or Revival. But to
understand that we need to understand how will a company decide whether Brand
Rejuvenation is required.

Mature brands tend to share common characteristics. They have not been historically
discounted, but tend to be moderately to higher-priced within their respective categories.
They are profitable, enjoying healthy profit margins. Since these brands have been around
for decades, they normally have widespread distribution in many retail channels, and tend
to be supported by fewer marketing initiatives. Thus, these brands are “out of sight and out
of mind” to many consumers. The rise of new generations of consumers—with new ideas
and evolving needs and wants—meant that although these legacy national pride associated
brands retained their distinguishing characteristics from their competitors, their attributes
were no longer relevant. Consumer mind share translates to market share, thus companies
that choose to revitalize brands must commit themselves to developing a comprehensive
marketing and advertising program. This will recall the brand to its heritage customers,
and bring them back to purchasing its products again. It will also begin to create brand
awareness among new generations of consumers.

Brands need to evolve their legacy to make sure the things that differentiate them from
their competitors are complemented by more relevant purchase drivers. They need to
upgrade the different touch points of the business, create new product brands, eliminate
others, and launch new product lines.

Once a sound decision—based on the research—has been made to revitalize, brand

managers can make subtle, or not-so-subtle changes to the brand core attributes if the
research indicates this is necessary. Or, they might opt to change the brand experience at
every consumer touch point to contemporize or make the brand more relevant to today’s
consumers. Packaging, consumer promotions and advertising, as well as customer service
all factor into the creation of the consumers’ total brand experience.

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Related Literature

Before understanding Brand, Rejuvenation Strategies adopted by companies, we will try to

understand different terminologies related to it.

Product life cycle

The market is flooded with products or brands with similar physical features and value
promises and to make the condition worse for the modern marketer, there is a very high
level of media clutter and advertising is fast losing its effect over the customers. The high
cost of media and complexity of consumer response to interactive media makes the
marketer to look for new alternatives for brand management. A research has to be carried
out during various phases of a product. A Product goes through four stages namely
Introduction phase, Growth phase, Maturity phase and Decline phase. It is termed as
Product Life Cycle.

The product life cycle analysis is a fluid document which needs to be revisited annually
for planning purpose. Most product life cycles do not follow a straight path, and various
business and political factors could cause less certainty of the product living through its
life stages as planned.

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 • Research & Development – Your product/service is in beta-testing mode – not
released for general sales yet – pre-launch – beta-testing are the common terms
used here to identify and ATTRACT the right customers – Innovators
• Introduction: Promotion targets the Early Adopters. A product launch needs to be
designed to attract this key group. They will help you build product and brand
recognition.
• Growth: Product quality is maintained, improvement, updates released.
Second releases are made here based upon innovator and early adopter feedback
from the launch. Distribution channels added. Promotion to a broad audience. Sales
growth very strong. The early majority are the key customer here and are the
largest and usually most profitable market segment.
• Maturity: Sales begin to level out. Product features added and enhanced. New
competition. Promotion focused on differentiation
• Decline: Rejuvenate the product, new releases and versions add some bells &
whistles that increase reliability, performance and productivity. Reduce costs –
compete on price with competition

Every business owner must review their business against these categories continuously –
understanding the differences and recognize symptoms appearing if your business or
product service is shifting and transitioning.

The bottom part of the graph above talks about the type of customer who is the ideal
customer for your product-service at each phase of the Product Lifecycle. You must
understand the importance of marketing to the right customer mindset during the phase of
the lifecycle you are in.

As a prudent marketer, you should pro-actively look to rejuvenating the life cycles of Cash
Cow products, in the BCG matrix, at their matured and declining stages. Some even plan
ahead at the growth stages of their product lines for product life cycle rejuvenation.

www.beasuccessfulentrepreneur.com/product-lifecycle

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Brand life cycle

In a standard product life cycle graph, a product increases in popularity, levels out, and
then decline. But a brand can dramatically influence the shape of your product’s life cycle.
This includes both your company’s brand and your products brands. For the purpose of
understanding how brand changes the shape of a product life cycle we need to first take a
closer look at four stages of a brand’s life cycle.

Maturity of
the brand

Growth of Decline of
the brand the brand

Birth of the Death of

brand the brand

Fig: Standard Brand life cycle

In comparison with Stand Brand life cycle, the following ideologies have to be agreed to
during every stage of the life cycle:
1. Brand Development: the creation of a brand including the brand promise, look and
feel, and other brand elements. Before the birth of the brand, brand development
plays a vital role. What is communicated to the customers is what they buy. Their
buying decision is based on the value that you can or will give to them.
2. Brand Recognition: The growth of the brand is dependent up exposing a brand to
the customer base to increase visibility and ultimately gain brand recognition.
Brand recognition can be done by various ways such as brand elements, value
proposition, and brand building activities.

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 3. Brand Loyalty: Customers become loyal to a brand and not just one product line.
The growth of the brand is because of its loyal customers.
4. Brand Sustainability / Brand Maintenance: continuing to tweak the brand, increase
brand recognition and brand loyalty.
5. Brand Rejuvenation: When the brand loses its customers, it comes to a decline
which has to be taken care of before the brand dies away. Brand rejuvenation and
revitalisation helps revive the brand

When it comes to the product life cycle, we are most interested in brand recognition and
loyalty. As brand recognition increases so does product adoption. In other words, the more
the recognition the sharper the curve upward. As brand loyalty increases product decline is
slowed. Essentially, the more loyal customers who are repeat customers the blunter the
curve downward.

Fig: Brand and Product Life cycle

More important in this discussion, then those two points, is what happens when you have a
declining product with a large brand loyalty base and you use innovation to restart the
Product Life Cycle. The result is a dramatically sharp curve upward of adoption.

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 Fig: Brand and Product Life cycle with Innovation

Brand does play an important role in the product life cycle. A brand thus ages in the eyes
of its customers and/or its consumers because it loses its appeal, its relevance and usually
all or part of its identity.

Established brands are resilient, resourceful, and elastic. However, such good health is not
a permanent condition. And when brands suffer, there are three key ingredients that can
cause this dilution. They are especially lethal when combined.
• Customers seek meaning in their choices. They need the brands they purchase to
enable them to ‘sleep better at night’ and to ‘say something favourable about
themselves’ to others. When the emotional benefits are lacking, the customer is forced
to expand their consideration set.
• Customers seek relevancy in their choices. They need the brands they purchase to
enable them to solve a problem and to satisfy an immediate need. When the functional
benefits are missing, the customer is forced to expand their consideration set.
• Customers are consistently and relentlessly introduced to new and improved brands.
Brands are born from competition and they can also die from it. When new brands
reposition or replace existing brands, the customer is forced to expand their
consideration set.
www.businessdictionary.com

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Brand Repositioning vs Brand Rejuvenation

Brand positioning is the process involved in creating a unique name and image for a
product in the consumers' mind, mainly through advertising campaigns with a consistent
theme. Branding aims to establish a significant and differentiated presence in the market
that attracts and retains loyal customers.

In other words, Positioning refers to ‘how organisations want their consumers to see their
product’. What message about the product or service is the company trying to put across?
For example, car manufacturer Daewoo in the UK, has successfully positioned themselves
as the family value model. Developing a positioning strategy depends much on how
competitors position themselves. Do organisations want to develop ‘a me too’ strategy and
position themselves close to their competitors so consumers can make a direct comparison
when they purchase? Or does the organisation want to develop a strategy which positions
themselves away from their competitors? Offering a benefit which is superior depends
much on the marketing mix strategy the organisation adopts. The pricing strategy must
reflect the benefit offered and the promotion strategy must communicate this benefit.
Ultimately positioning is about how you want consumers to perceive your products and
services and what strategies you would adopt to reach this perceptual goal.

When it comes to Brand repositioning, changing a brand's status in comparison to that of

the competing brands. Repositioning is affected usually through changing the marketing
mix in response to changes in the market place, or due to a failure to reach the brand's
marketing objectives

Brand repositioning is necessary when one or more of the following conditions exist:
• Your brand has a bad, confusing or non-existent image.
• The primary benefits your brand "owns" has evolved from a differentiating benefit
to a cost-of-entry benefit.
• Your organization is significantly altering its strategic direction.
• Your organization is entering new businesses and the current positioning is no
longer appropriate.
• A new competitor with a superior value proposition enters your industry.

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Reasons of Rejuvenation

Sometimes rejuvenation/revitalization requires the rebranding of a company from the top

down. That can include a refurbishment of the logo, trademark and trade dress to revamp
the entire corporate brand image. Sometimes it involves an updating of the brand’s
products and specific product attributes with better, demanded features. Rejuvenation can
also require repackaging for a fresher, more contemporary brand look to appeal to new
generations of consumers.

While going for a repositioning, it is important to accurately and completely characterize

the breadth and depth of brand awareness; the strength, favourability, and uniqueness of
brand association and brand responses held in consumer memory; and the nature of
consumer-brand relationships. The brand equity in the minds of the customer has to be
analysed. Revitalization strategies obviously involve a continuum, with pure "back to
basics" at one end and pure "reinvention" at the other end. Many revitalizations combine
elements of both strategies. With an understanding of the current and desired brand
knowledge structures in hand, the customer-based brand equity framework provides
guidance as to how one could best refresh the old sources of brand equity or create new
sources of brand equity and achieve the intended positioning. Two such approaches are
possible
1. Expand the depth or breadth of brand awareness, or both. This can be achieved by
improving consumer recall and recognition of the brand during purchase or
consumption.
2. Improve the strength, favourability, and uniqueness of brand associations making
up the brand image. More favourable responses and greater brand resonance can
result when brand salience and brand meaning are enhanced.

Strategically, lost sources of brand equity can be refurbished and new sources of equity
can be established in the same three main ways that sources of brand equity are created. It
starts with: changing brand elements, changing the supporting marketing program, or
leveraging new secondary associations.

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Making Old Brands New
Many once-strong brands wither away into obscurity because their brand managers lose
sight of the customer, and choose to attack the competition instead. Brand managers need
to focus on the three ways customers interact with a brand. Managers need to understand
how customers perceive, choose, and use the brand. This is because, when most people
buy products, they buy 1 or 2 at a time. They anchor on a low number (like 1 or 2), then
buy more if the product's on sale. When promotions suggest high numbers, people shift
their reference point to the higher number, and buy more.

Expanding Brand Awareness

With a fading brand, often it is not the depth of brand awareness that is a problem-
consumers can still recognize or recall the brand under certain circumstances. Rather, the
breadth of brand awareness is the stumbling block-consumers only tend to think of the
brand in very narrow ways. Therefore, one powerful means of building brand equity is to
increase the breadth of brand awareness, making sure that consumers do not overlook the
brand and that they will think of purchasing or consuming it in those situations in which
the brand can satisfy consumers' needs and wants

Exploring New Uses that Revitalize Old Brands

Mature brand manufacturers are increasingly researching and developing ways to market
new uses for their products. In order to increase the frequency of usage, additional
applications of the product, either within the situational category or across category,
provides an ample opportunity for increased sales. Arm & Hammer cleverly rejuvenated
its product and brand when the slow-down in-home baking adversely affected sales by
emphasizing its two greatest attributes: the cleaning and deodorizing properties of its
product. By demonstrating myriad uses for baking soda in the home—personal care, pet
care, and home cleansing and deodorizing-Arm & Hammer turned slumping sales into
major sales increases. Then, the company further leveraged its brand’s cleaning and
deodorizing properties into major brand extensions: oral care and laundry care. These new
category extensions have been successful for the 150-year-old brand, which continues to
enjoy great heritage, even as it continues to attract new and ever-younger generations of
consumers.

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Improving Brand Image
Although changes in brand awareness are probably the easiest means of creating new
sources of brand equity, more fundamental changes are often necessary. A new marketing
program may be necessary to improve the strength, favourability, and uniqueness brand
associations making up the image. As part of this repositioning to the existing positioning
any positive associations that have faded may need to be bolstered, any negative
associations that have been created may have I be neutralized, and additional positive
associations may have to be created.

Repositioning the Brand

Repositioning the brand requires establishing more compelling points of difference. This
may simply require reminding consumers of the virtues of a brand that they have begun to
take for granted.

Changing Brand Elements

Often one or more brand elements must be changed to either convey new information or to
signal that the brand had taken on new meanings because the product or some other aspect
of the marketing program has changed. The brand name is the most difficult to change.
Packaging, logo and other characters may be changed.

Entering New Markets

Positioning decisions require a specification of the target market and the nature of
competition to set the competitive frame of reference. The target market or markets for a
brand typically do not constitute all possible segments that make up the entire market. In
some cases, the firm may have other brands that target these remaining market segments.
In other cases, however, these market segments represent potential growth targets for the
brand. Effectively targeting these other segments, however, typically requires some
changes or variations in the marketing program, especially in advertising and other
communications, and the decision as to whether to target these segments ultimately
depends on a cost-benefit analysis.

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Changing Brand image
One of the best examples of the successful corporate revitalization is Samsung. In the mid
1990’s, Samsung Electronics’ chairman and senior management made a landmark
decision. They decided that Samsung would no longer provide commodity electronics
products to the world’s retailers, including Walmart, but would instead focus on the
development of innovative product design and stake out its own claim to become a global
brand. The company focused on product innovation and brand-design strategy, and saw a
meteoric rise in sales and brand value in a few short years. The transformation of
Samsung's image from manufacturer of commodity electronics to a product innovator and
leader has provided global business with a stunning brand revitalization blueprint. In the
2005 Interbrand and Business “Annual Report: Global Brands” ranking, Samsung was
rated as the 20th most valuable brand among the world’s top 100 global brands. The
company’s brand value was assessed at $14.9 billion!

Adding value to the product

Another striking example of corporate as well as product revitalization is Cadillac. A long-
loved American luxury automobile brand, Cadillac started dying a slow death in the past
few decades with its stodgy image and lack of consumer relevance. Even mature, affluent
buyers of luxury cars were buying Mercedes, Lexus and BMWs. Enter in the Escalade—a
powerful SUV loaded with bells, whistles and plenty of edgy urban appeal. Urban appeal
for an affluent, young, hip audience that is willing to shell out $60,000 on average to drive
a Cadillac! Enter in On Star technology to GM’s options package for Cadillac, as well as
its other brands, and there is clearly a perception of additional value, as well as
differentiation from other luxury automobile brands. Once a dying brand, Cadillac is now a
21st century, urban symbol!

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The Process of Rejuvenation
Brands sometimes have had to return to their roots to recapture lost sources of equity. The
meaning of the brand has had to fundamentally change to regain lost ground and recapture
market leadership. Reversing a fading brand's fortunes thus requires either lost sources of
brand equity to be recaptured or new sources of brand equity to be identified and
established.

Fig: Reasons for Brand Rejuvenation

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Process of Brand rejuvenation

Sufficient potential in the brand should be detected in order to revive the brand so as to
justify its rejuvenation plan.

Determining age of the brand

As we have discussed before Brand or a product has a life cycle. This Life cycle is crucial
for the company to know the age of the Brand. Age is a very interesting notion because for
brands it is as perceived by the other people irrespective of the fact that the brand is old.
This is very difficult to calculate the age by its consumers.

The chronological age is determining only the age of the brand but more importantly we
need to know the biological age. The biological age is based on the health of the brand
which is very subjective hence the criteria to evaluate it hinder the calculation.

The brand manager has to keep in mind while evaluating the brand. An average individual
may believe the brand to be far older than it is in reality and that over and above any
longevity it may have, the individual perceives it primarily as being old. But it also
indicates that a non-average individual may consider the brand to be much younger than it
is in reality and in addition he or she perceives it primarily as being up to date. On other
hand this is undoubtedly the most important point, it means that because this perceived age
is not solely based on objective grounds it may be possible to influence it using an ad hoc
marketing strategy.

Advertising
Brand awareness is built with the help of advertising. Although it is helpful for the
company but sometimes due to incorrect or limited information also results in decline of
the interest of the target market. When Maggi noodles launched in India about two decades
ago, it could not capture the market due to lack of product knowledge. Nestle could not
understand why its sales were not increasing despite the fact it is easy to cook. Hence
concept marketing was born where it tried to explain the process of cooking the Maggi, 2-
minute noodle.

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We've gotten so comfortable with our old ideas about marketing that we let this one slip
by, but it's a whopper: Brands don't exist, at least not like rocks or tax returns. Brands are
ideas that have no external existence or legitimacy apart from the creative agency of
human experience. Brands aren't things but rather conclusions, and therefore have no
voice, reputation, attributes, or actions that aren't the result of somebody doing something
(or something happening to them).

Target Market
If the product is not selected for correct target audience it fails to keep its presence felt.
The brand should connect to the target audience. Vanilla coke under the Brand
Coco Cola faced this problem. Vanilla Coke was touted as the greatest innovation since
Diet Coke in 1983. The brand went global in 2004.
2004 saw the unusual scream " Wakaw" played across mass media. We all looked up in
awe: a brand-new variant from Coca Cola: Vanilla Coke. The brand was targeted at the
metro youth was different. It was different in taste, promotion, package, price etc.
Vanilla Coke was promoted in retro style. The brand had Vivek Oberoi, the then
Bollywood flame endorsing the brand in an unusual style. Vivek sported the retro look
with typical combination of Elvis style + Shammi Kapoor style in an Old Lamby Scooter
screaming Wakaw. The ads were surely clutter breaking and backed by 360-degree
branding efforts that ensured good publicity. The creative done by the famed Prasoon Joshi
was discussed in all media and that ensured truckloads of free publicity. The brand also got
into viral marketing. The campaign along with Contenst2win asked the customers to SMS
Wakaw to 8558 in order to win goodies. According to media reports, the campaign
resulted in 440,000 SMS in just 4 weeks creating a record of sorts.

According to Indiatelevision.com report, the media brief given to the agency was to create
a clutter breaking campaign targeted at youth. The campaign should create a dhamaka in
the market. And rightly so all the client requirements were achieved with in a short span of
time.

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Declining range of Products
The decline of range of products is very often associated with the decline of the category
itself, except in specific and fortunately very rare cases in which the company in question
naively allows the whole of one its ranges to fall into utter neglect. In every case, the cause
of ageing has its roots in a characteristic which is common to all of the products in
question even though the products themselves remain different. It may result in dramatic
shift in fashion that renders the rand and/or category of products entirely out-dated and
outmoded.

www.brandchannel.com

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Principles for Rejuvenation

Rejuvenating a brand requires new knowledge. The following methodology will provide a
three-dimensional understanding of the current equity in the brand.
• Reviewing of the current business strategy: the products and/or services the
company is offering, the number of products and/or services offered, the costs of
producing and delivering these products and/or services and the primary customers
of these products and/or services.
• Conduct qualitative research with your current and former customers: How can you
refine your definition of your most desirable customer demographically, psycho-
graphically and behaviourally? What do they think and feel about your brand
today? Why and when do they choose your brand over competing brands? And
what are the sources of trust when customers are choosing a brand in your
category?
• Conduct a competitive brand audit with your customers: What is the contemporary
consideration set? What is the position each brand owns in the mind of the
customer?
• Conduct a visual and editorial audit of current marketing and communications:
What are you communicating to your customer about your brand?

Keeping in mind the causes of Rejuvenation the following can be done:

1. Brand/Product life cycle has to be expanded
2. Modifying the brand’s identity
3. Dynamizing of advertising
4. Renewing the target market
5. The expansion of product portfolio

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According to the author Larry Light, Former McDonald’s CMO and Joan Kiddon,
President, COO of Arcature LLC, six rules of Revitalisation are
1. Refocus the Organisation
2. Restore Brand Relevance
3. Reinvent the Brand Experience
4. Reinforce a Results Culture
5. Rebuild Brand Trust
6. Realise Global Alignment

When the goals of the company are understood by its employees, they move in the same
direction and hence things fall into place. Organisational alignment provides clarity of
purpose, defines a common brand and business vision, moves the organisation towards the
same destination, sets priorities, ensures brand consistence and defines common goals and
measureable objectives.

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EXAMPLE - 1 Tropicana

Brand History

Tropicana was founded in Bradenton, Florida, USA, in 1947. It is now enjoyed almost
everywhere in the world. Carefully nurtured for over 50 years, Tropicana has matured into
one of the most respected beverage brands. Widely regarded as the world's no. 1 juice
brand, it is today available in 63 countries. Since 1998, Tropicana has been owned by
PepsiCo, Inc. Tropicana Premium Gold was re-launched as Tropicana 100% in 2008.

Re-Branding

Tropicana's rebranding debacle did more than create a customer-relations fiasco. It hit the
brand in the wallet. The iconic straw in orange, created by Sterling Brands, was replaced
by a generic glass of orange juice, prompting many confused consumers to comment that
Tropicana had lost its identity—it now looked more like an uninspiring, generic store
brand, rather than the premium brand it was. An attempt to modernize a slightly dated look
stripped the brand of its pure, natural, and fresh personality.

Fig: Old packaging vs New Packaging

The new Tropicana Pure Premium packaging (left) had been on the market less than two
months before the company scrapped the redesign.
www.tropicana.com

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EXAMPLE - 2 Nokia

Known as the project Nokia's new strategy of rejuvenation causing the public opinion to be
in an uproar, besides changing in management and operation framework, most central part
is that the sum Microsoft reaches extensive cooperation, regards the latter's Windows
Phone as Nokia master intellectual mobile phone platform for this strategy, this is the part
letting the industry be shocked most too. In the intersection of staff and street
demonstration and stock price slump and one sing, decline in the, Nokia move ahead while
being brave under new strategy, no matter its strategy is to start from the reason with
objective science to judge, or struggle on the basis of the personal accidental factor or
faction of board of directors, what Nokia should solve at first is probably interior
employee's morale problem, let the whole group twist into the resultant of forces under
new strategy, it makes one to be really superior the intersection of Windows Phone7 and
products, style competent.

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EXAMPLE - 3 Hero Honda changed to Hero

Honda and Hero separated ways in 2011. Hero Moto Corp decided to go for a
complete overhaul in the positioning with a change in their logo and slogan.
They also roped in A.R. Rahman to compose the song for the ad, 'Hum Mein Hai
Hero' which was launched on August 15, 2011. The black color in the new logo
stands for solidity and preimmunizes while the Red gives a feeling of energy,
passion, and confidence. The campaign was also followed digitally resulting in it
going viral.

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Conclusion

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Rejuvenation of a brand is a challenging task. It requires commitment to the brand purpose
and brand promise. It requires willingness to change belief systems and practices. It
requires the ability to reject outdated views of marketing. And more important it requires
leadership.

When a brand becomes so successful that no one wants to risk a change it is committing
brand suicide. Remember that avoiding change, accepting complacency and resting on
your laurels is a formula for eventual failure. Brand consultant Martin Lindstrom, author
the book Buy-o-logy, says that, “Brands need to grow with their customers and pay heed to
their ever-changing needs, whatever those needs may be”. What got a brand to where it is
today may not get the brand to where it needs to go tomorrow. You need to know what to
keep and what to change.

Introducing a rejuvenated brand is distinct from the introduction of a new brand in three
key ways.
• Brand strategists understand that it is easier to put a new idea into the mind of a
customer than it is to change one that is already there. The primary task is to
manage the meaning of your brand as you transition it from its current state to the
desired future state.
• Position your rejuvenated brand in the category in which you compete by
repositioning the other brands in that category. This ‘rearrangement’ of the brands
will impact both the customer’s consideration set and their purchasing behaviour.
• Leverage the heritage of the brand. Remind customers that you have made and kept
your promise in the past. Ensure them that you have the skills to do so today.

If the rejuvenated brand exists in a family of brands, its new strong and favourable
associations can enhance the equity of the other brands in that family.

Finally, while adhering to best brand strategy practices is essential, the ability to imagine
the future is most desirable.

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All companies must regularly re-examine their business practices and their brands. In a
dynamic and complex world staying with successful past approaches may not yield
tomorrow’s superior results.

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 Bibliography

1. Six rules for Brand Revitalisation by Larry Light & Joan Kiddon
2. Ebscohost server
3. Marketing Management by Philip Kotler
4. Brand Rejuvenation by Jean Marc
5. www.businessdictionary.com
6. www.citeman.com
7. www.beasuccessfulentrepreneur.com/product-lifecycle
8. www.tropicana.com
9. www.brandchannel.com

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