Brand revitalization approaches frameworks

As stated earlier, there is no clear definition of brand revitalization in the academic literature and the terminology used varies greatly. Some talk about brand revitalization strategies (Keller, 1999), some about brand revitalization approaches (Sunil & Chiranjeev, 2009, Keller, 1999)

and some about rejuvenation orientations (Lehu, 2004). To be consistent the term brand revi-talization approaches is used in this study.

According to Keller’s (1999) brand revitalization strategies–framework, revitalizing a brand re-quires recapturing the lost sources of brand equity or identifying and creating new sources of brand equity. To achieve the new desired positioning for the revitalized brand by refreshing old and/or by creating new sources of brand equity two approaches are possible: to expand the depth and breadth of brand awareness or to improve the strength, favorability and uniqueness of brand associations making up the brand image. Expanding the depth and breadth of brand awareness can be achieved by increasing the quantity of consumption or by increasing the frequency of consumption. This can be done by identifying additional opportunities to use the brand in the same basic way or by identifying completely new and different ways of using the brand. Improving the brand image on the other hand is done by bolstering fading positive brand associations, neutralizing negative associations and by creating new positive associations. It is also important to optimize the brand’s target markets and think about retaining vulnerable cus-tomers, recapturing lost cuscus-tomers, identifying neglected segments and attracting new custom-ers. (Keller, 1999)

Brand

Figure 7. Brand revitalization strategies (Keller, 1999)

Lehu (2004) offered his causes-remedies decision making chart which also presents different approaches for revitalizing a brand. According to his framework there are three main ap-proaches to revitalize a brand: offer, target and communication. In order to revitalize a brand the brand’s offer can be renewed, extended or completed. Innovation, restyling and new pack-aging are ways to renew the brand’s offer. It can be extended by introducing line extensions and brand extensions. Completing the offer happens by attaching new services to it or by find-ing new uses for the brand and by increasfind-ing the frequency of consumption. (Lehu, 2004) When revitalizing a brand its target may need to be modified or enlarged. The brand’s target segment can move from young to old or vice versa or completely new segmentation be intro-duced. When the brand’s target is enlarged the company must decide whether to use the same umbrella brand for everybody or to develop sub-brands for different segments. Sometimes the

target’s enlarging or modifying can be achieved just by introducing a new distribution channel.

(Lehu, 2004)

The third approach to revitalize a brand according to Lehu (2004) is to revitalize the brand’s communication. When revitalizing a brand, its communication may need to be intensified or changed. Intensifying the communication is needed when the brand’s message does not reach the target anymore. It can be done by increasing the brand’s share of voice, renewing the reminder (message) or by modifying the media planning. Sometimes a brand’s communication needs to be changed if it is not relevant anymore. The brand’s “reason why” may need to be changed, the spokesperson changed and the communication style modernized. (Lehu, 2004)

Figure 8. Causes-remedies decision making chart. (Lehu, 2004)

4.6. Implementing, controlling and monitoring the revitalization process No matter which brand revitalization approach is chosen, there is one thing on which practically every academic agrees. All marketing elements of the revitalized brand must be consistent, coordinated and fully integrated (Berry, 1988; Ewing et al.; 1995, Wansink, 1997; Donato, 1999;

Keller, 1999; Palmer, 1999; Merrilees, 2005; Aaker, 2010.) The foundation of any brand build-ing program is that the company has a sbuild-ingle and shared vision of their brand’s identity (Joa-chimstaler & Aaker, 1997). Anything that makes the consumer be exposed or experience the brand has the potential to have an effect on brand equity (Keller, 1993).

The marketing mix should be fine-tuned to communicate a single integrated, consistent and clear brand meaning (Keller, 1999). Product, price, place and promotion should all enhance the creation of the same desired, strong and unique, and preferably congruent brand associations, as was discussed in chapter 3.2. Thus, every advertisement (Berry, 1988), packaging and promotions (Wansink, 1997), event sponsorships, clubs, usage programs, direct response mar-keting, public relations and product design (Aaker, 2010), and in store experience (Merrilees, 2005) should all emphasize a clear and consistent brand message. Too much information and multiple messages delivered in different forms can confuse customers and dilute brand equity (Wansink, 1997).

Once it is decided that a brand is revitalized, a long term perspective must be taken. Brand revitalization is a long term exercise which can take years to succeed. It might cause some occasional losses in the process but in order for the revitalization to work it must be invested in. (Sunil & Chiranjeev, 2009) The company must stay consistent with the revitalization plan and resist short term demands and temptation to milk the brand (Ewing et al., 1995, Sunil &

Chiranjeev, 2009). Mizik (2014) found out empirical evidence for this in her research. For most of the brands the enhancement of brand equity is not fully and immediately captured in current term earnings. Instead, it can take long time for the full effect of brand building to be realized.

For example in the retail sector the increased brand equity has some positive current effect on profitability but the effect is larger in future. (Mizik, 2014)

Some academics suggest that once the revitalized brand is ready for the launch it should be given an exciting, eventful and newsworthy relaunching party and create a “big bang” in order to get attention for the renewed brand (Berry, 1988, Dev & Keller, 2014).

However, after launching the revitalized brand the work is not over. Advertising parameters should be set and pre- and post-quality audits conducted (Ewing et al., 1995). Brand knowledge (awareness and image) and its changes should be measured regularly to see which marketing mix actions are providing the desired results. (Keller, 1993) Merrilees (2005) even suggested that brand revitalization should be called brand evolution because it is continuous actions as time progresses, not a singular action. Every brand should regularly be revitalized in order to keep it fresh, vital and relevant as the times change. (Merrilees, 2005)

Companies need to monitor brand image and brand awareness as well as look for changes in customer perceptions and take corrective actions if needed (Sunil & Chiranjeev, 2009). With good brand management and brand reinforcement strategies after successful brand revitaliza-tion, there is likely to be little necessity to deviate from the successful revitalized brand posi-tioning unless there is again some change with consumers, competition or the company, which make the brand’s strategic positioning less powerful (Keller, 1999)