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Abstract
Corporate rebranding is a strategic activity undertaken by corporations as
they try to revitalise their firm and reassert their market position. As
corporate rebranding is conceived as a viable strategic option for
brand/corporate revitalisation, it is also worrying that CEOs and senior
management assume that changing the companys identity will
automatically translate to enhance company image. From this perspective,
the study explores the impact of corporate rebranding to brand equity
through a look into the Nedjma, a telecommunication service provider in
Algeria, which has been rebranded recently as Ooredoo. Focusing on the
corporate rebranding of Nedjma to Ooredoo, the primary research problems
of this study are the following: What is the impact of corporate rebranding to
brand equity? How does corporate rebranding impact brand equity? And how
does corporate rebranding influence customer perception and retention?
In addition, to further clarify the two questions, the following sub-questions
will also be addressed: What is corporate rebranding? What is the connexion
between customer perception and retention and corporate rebranding?
The research methodology adopted in the course of research is case study
research. For the data collection, both the quantitative and qualitative
methods were utilised. Together with archival search, survey questionnaires
were distributed to gather the necessary quantitative data. While interviews
were conducted for the collection of the qualitative data. For the analysis of
the collected data, coding and analysis of the questionnaire were made and
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thematic analysis was applied in the qualitative data. Some of the findings of
the study are: 1.The definition of corporate rebranding must include the
notion of risk and uncertainty as part of its inherent connotation. 2. The
concept of brand equity continuum provides the connexion among corporate
rebrand, brand equity and customer perception.
Contents
Abstract....................................................................................... 2
Chapter 1: Introduction.................................................................6
1.1 Purpose of the study............................................................................................. 6
1.2 Context of the study............................................................................................. 6
1.3 Problem statement............................................................................................... 7
1.3.1 Main problem................................................................................................. 7
1.3.2 Sub-problems................................................................................................. 8
1.4 Significance of the study...................................................................................... 8
1.5 Limitation of the study......................................................................................... 8
CHAPTER 4: Analysis...................................................................37
4.1 Findings and analysis......................................................................................... 37
4.1.1 Impact of rebranding on brand equity.........................................................37
4.1.2 Impact of rebranding on customer perception.............................................40
4.1.3 Impact of rebranding on customer retention...............................................44
4.2 Theoretical implication: the case Nedjma to Ooredoo........................................48
4.2.1 The Impact of corporate rebranding on brand equity..................................48
4.2.2Attachment with the Brand and Role of Corporate rebranding.....................49
4.2.3 Major factors affecting customer perception and retention:......................49
4.3 Rebranding descriptive framework.....................................................................53
Chapter 5 Conclusion..................................................................54
5.1 Suggestions for the Future Research and managerial implications....................54
5.2 Limitation of the study....................................................................................... 55
References.................................................................................56
Web Sources............................................................................................................. 60
Appendices................................................................................61
Questionnaire........................................................................................................... 61
Interview Questions.................................................................................................. 64
Survey Responses.................................................................................................... 65
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List of Figures
Figure 1: The Drivers of Corporate Rebranding.............................................19
Figure 2: Rebranding as a continuum............................................................20
Figure 3: Impact of rebranding in creating disillusion in customers..............37
Figure 4: Impact of rebranding on customer identity of company.................38
Figure 5: Impact of rebranding on customer understanding and confidence in
company........................................................................................................39
Figure 6: Acceptability of rebranding if service quality is maintained...........41
Figure 7: Impact of rebranding in creating negative customer view.............41
Figure 8: Extent of customer happiness with the rebranding........................42
Figure 9: Impact of new brand in improving customer perception................43
Figure 10: Customer satisfaction after the rebranding..................................45
Figure 11: Impact of rebranding on improvement of service.........................46
Figure 12: Readiness of customers to remain with the new brand................47
List of Table
Table 1: Reasons behind corporate rebranding........................................................21
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Chapter 1: Introduction
1.1 Purpose of the study
The primary aim of the research is to clarify and understand the
intricate connexion between corporate rebranding and brand equity by
determining the implication of the rebranding of Nedjma to Ooredoo to its
consumers. With this, the research intends to explain the concept of
corporate rebranding. Since, there is still confusion in its definition and
conceptualisation (Goi and Goi, 2011). It will also explore the association
between corporate rebranding and consumer perception and retention. This
is to give emphasis to the supposition that corporate rebranding opens room
for the transformation of consumer perception and retention. Finally, the
study will identify possible reframing of the connotations attached to
rebranding, brand equity and consumer perception.
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branding affects brand equity is not mere dichotomy between good or bad.
The complexity of its relation is manifested both in the process and on the
outcome in which the relation between the two is sustained. In order to gain
a better understanding this study seeks to explore the impact of corporate
rebranding to brand equity by looking at Nedjma, a telecommunication
service provider in Algeria that has been rebranded as Ooredoo.
The telecommunication sector is considered as one of the most robust
sector all over the world. Following the changes brought about by
globalisation, liberalisation and privatisation and technological development,
telecommunications sector is integrated globally through wire and wireless
connectivity making exchanges of data, voice and video possible networks
and customer devices (Olmsted and Jasmison, 2001). With this
transformation in the global telecommunication sector, the sector has
witnessed the convergence of various sectors in the society. Through
strategic alliances, mergers, convergence between multinational companies
and local service provider robust response to the changing demands of the
market and increasing needs and sophistication of customers have become
the dominant challenge in the global telecommunications sector (Oh, 1996).
Algerias telecommunications sector attests to these strategic alliances.
On the other hand, Ooredoo sees the rebranding as a proud moment
for the whole Ooredoo family, as another operation takes on the mantle of
our new brand We believe the transformation into Ooredoo and our launch
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1.3.2 Sub-problems
The first problem was to explore the impact of corporate rebranding and
brand equity.
The second problem was to understand the impact of rebranding on
customers perception and retention
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Ooredoo rebranding. Likewise, the study will touch on brand equity towards
corporate rebranding. It will not provide a thorough discussion of brand
equity. This is being stated as a limitation because brand equity is a
fundamental concept, which has been numerously and deeply discussed by
experts in the field.
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2.2 Branding
2.2.1 Definition of a brand
Kotler and Keller (2008, 94) explained that a brand is a name, term,
symbol, design, or a combination of them intended to identify goods or
services of one seller or groups of sellers and to differentiate them from
competitors. Based on this definition, there has been a school of thought
which has counter argued that a brand is not only about the physical and
tangible aspects of a corporation or a company (Thomson, MacInnis & Park,
2005). According to this second school of thought, corporate brand signifies
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not only the product but also all the elements of the organisation combinedthe product, the management, the employees, the stakeholders, the
corporate culture, the corporate values, corporate identity, corporate
communication and its customers (Kuusela, 2013; Schultz, 2011). The latter
basis of definition is largely accepted and used in the context of the study, as
a brand is perceived to embody both the tangible and intangible aspects of a
companys existence. Einwiller and Will (2002) drummed home the fact that
corporate brand becomes an intangible asset communicating to both the
internal and external stakeholders of the corporation of what the firm is
about, its core values and its ethos.
values, culture and vision of the organisation (Urde, 2003). The second
strand alludes to the external environment and market of the company
(Aaker, 2004). The two stands are stated to be well meshed into the
realisation of branding when the combination is perceived as the systematic
communication of vision, identity, promise, position, image or covenant
between the company and its stakeholders (Dunnion and Knox, 2004).
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the connexion between brand popularity, sales volume and price (Lin and
Min, 2013). In their study, they have found that perceived quality directly
contributes to increase sales volume even if the price of the product may
seem to be high. In fact, they have noted that high price is often seen as a
support for the quality of the product, hence, its popularity. Hatch and
Schultz (2003) on the other hand argued that perceived quality of product
posits a risk in view of the possibility that the product/service may not be
able to live up or meet the expected perceived quality. Nonetheless,
perceived quality of product is a result of several elements that are aligned
strategically, thus, creating the perception of quality.
Brand association
Brand association is a mental process that is transpiring in the
customers memory of the brand (John et al., 2006). Hence, it is essential to
note that brand association is connected with several factors that will
establish the connexions between the mind of the consumer and the product
(Mentz et al., 2013). Product quality is primordial in developing brand
association (Mentz, 2011). A product considered as the market leader has an
edge over other similar commodities in the market. Aside from quality, it is
essential that the product understands customers needs (Keller, 2008). This
means that products/services have the capacity of resonating those
sentiments deemed significant to the customers (Keller, 2008). Thus, aside
from giving value to the customers money, the product should also be
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likable. The brand has its own personality (Mentz, 2011) with which
customers can identify and on which solid organisational reputation is built
(Keller, 2008; Mentz, 2011). All of these combined elements contribute to the
creation of brand association in the minds of consumers.
Brand loyalty
Homburg, Klarmann & Schmitt (2010) explained brand loyalty as the
extent to which a customer decides to select one brand over others,
regardless of the perceived advantages that the rejected brand may offer. In
literature, there are two general schools of thought. The first argues that
brand loyalty can be created through such elements of as customer
promotion (Stuart & Muzellec, 2004). There is another school of thought,
which states that brand loyalty is earned through effective branding and
value creation (Schultz, 2001). In this regard, brand loyalty is not a single
element in brand equity. It is a conflation of various attitudes and behaviours
that customers have towards the products/ services while the firm keeps a
high level of product quality as it ensures a reputable corporate identity
(Thomson, McInnis and Park, 2005). Brand loyalty pertains to the deeply held
commitment of customers to purchase and re-patronize the same
products/services in the future (Oliver, 1999). This establishes a guarantee
that the same set of products or services will continue to be purchased
regardless whether there are new competitors in the market, situational
changes occur, or market transformation happens (Li, Li and Kambele, 2012).
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2.3 Rebranding
2.3.1 Definition and the meaning of rebranding
There are several fragmented definitions and meanings that have been
given to rebranding in literature. Merrilees and Miller (2008, p. 538) argued
that corporate rebranding refers to the disjunction or change between an
initially formulated corporate brand and a new formulation. It is the creation
of a new name, symbol, image, and design for an established brand in order
to create an established differentiation in the minds of stakeholders and
competitors (Muzellac and Lambkin, 2006). It is about communicating new
messages and benefits to the stakeholders of the corporate brand (Saunders
and Guoqun, 1997). Corporate rebranding pertains to the process by which a
product or a service linked with a particular brand and marketed with a new
brand identity (Kaikati, 2003; Knox and Bickerton, 2003). Its consequence
can be either good or bad. As such, company rebranding can be considered
as full of incertitude. Muzellac, Doogan and Lambkin (2003) have found out
in a study that 42 % of corporate rebranding happened in the UK while 31%
in the USA. This is not surprising considering that most of multi-national
companies are from these countries. Katkari and Andrew (2003) have noted
that between 2000 and 2001, rebranding across the globe increased by 7 %.
This means that 1,766 companies have undergone corporate rebranding with
companies in the USA leading the action.
purpose of giving themselves a new identity that can result in brand related
advantages (Schultz, 2001). There are however those who have argued that
corporate rebranding endeavours are risky, as they often require
considerable investment, with no guarantee of achieving successful
outcomes (Miller et al., 2014 p. 265). Nonetheless, corporate rebranding is
viewed as a panacea, a powerful strategic move that serves the role of
aligning the firm to new values and vision, which in turn, will propel it to
success (Hatch and Schultz, 2003). Disagreeing with this position, Muzellac
and Lambkin (2006) argued that corporate rebranding destroys what has
been established. In this sense, it may be ironic and contradictory to
marketing rationale, however; it should be noted that in the midst of the
irony corporate rebranding by its definition is purposive- it is set to change
the viewpoint of stakeholders. Putting the two points together, it would be
noted that the best role that will be served by rebranding is largely
dependent on how the company involved approaches the concept.
External: Globalisation,
ICT,
Customers,Identified
Stakeholders
CORPORATIO
N
External: Socio-Political
and Economic
Environment of the
Host Country
aaaaaaaaaaaaaaACTION
Corporation Goals,
Visions, Values and
Ethos
Source: Researcher
In addition, these drivers are push and pull factors, which act as the
dimension for rebranding. It can be inferred that: (1) the unique condition of
the global, fierce and competitive market acts a primordial push factor for
corporate rebranding. (2) The challenge of the internal factors to corporate
rebranding highlights not only the irony of corporate rebranding but also it
brings to fore what rebranding is discarding and who are the members of the
organisation that will be firstly affected by the rebranding. (3) These drivers
are constantly interacting with one another. Hence, the corporation is in
perpetual pursuit of the appropriate strategy that will yield the best for the
company. (4) The socio-political-cultural and economic condition of the
country where the company is situated is an integral factor in corporate
rebranding. Including this aspect in rebranding will give the company
advantage when deciding if there is a need for the corporation to rebrand.
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(5) It highlights the fact that corporations do not operate in a vacuum. For its
continued success, corporations must adjust to the various drivers that are
constantly affecting and operating on it.
Reasons
An evolutionary rebranding like a change in the
name of the organisation may increase firms value
Economic slowdown
Transformation in the corporate values, goals,
missions and ethos
Alignment
brand comes in with the challenge of improving the market position of the
older brand (Pauwels, Raluca & Descotes (2012).
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internet among the population; in 2010, the overall internet penetration rate
reached 12.5%, but only 2.5% of the population held broadband internet
subscriptions (Algeria: Deepening the market, June 2012).
than 91.0 million people (as of 31 March 2013) and consolidated revenues of
US$ 9.2 billion for fiscal year 2012. Delivering mobile, fixed, broadband
internet and corporate managed services tailored to the needs of consumers
and businesses in emerging markets, Ooredoo has been the fastest-growing
telecommunications company in the world by revenue since 2006 and its
enterprise value has more than tripled since 2005.(Ooredoo Algeria, 2013)
Ooredoo strategic framework is anchored on three fundamental Cs.
Caring, Connecting and Challenging. Caring rests on lead on customer
experience. Connecting is founded on strengthening its foundations via
securing and fortifying its relations with employees, shareholders while
keeping abreast with technological developments and keeping a wellrounded management. Finally, challenging is built on finding more ways to
accelerate growth by innovative and creative means
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3.2.2Quantitative Method
Quantitative research can be said to be the opposite of qualitative
research method as in quantitative research there is a systematic empirical
investigation of an observable issue or concept through the use of
mathematical, statistical and numeric data collection (Blaxter, Hughes &
Tight, 2001). This means that for quantitative to be successful, it is important
that the researcher identifies a set of data that can be quantified. In line with
the research problem and the aim of the current study, quantitative research
was employed with the aim of investigating how the rebranding of Nedjma
had impacted on brand equity and customers retention. It would be
observed that brand equity could be quantified through its effect on
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customer patronage and market share of the company. Retention can also be
quantified through the sales made from recurring customers. Quantitative
method was therefore part of the overall research methods used in this
study. Quantitative research is based on positivism, which holds that there is
one objective reality and one truth (Denzin and Lincoln, 1994). In this
context, quantitative method allows for the objective study of the
phenomenon since researchers cannot influence the variables and
phenomenon understudy (Johnson and Onwuegbuzie, 2004). Moreover, it
paves for the analysis of variables in a value-free framework (Denzin and
Lincoln, 1994). Hence, quantitative search and its methods, the techniques
adopted remain neutral as it excludes bias and as such, time and context
free (Nagel, 1986).
3. 3 Types of Research
3.3.1 Descriptive Research
From a very broad perspective, Gerrish and Lacey (2013) explained
that a descriptive research seeks to answer the question of what is, and is
used to describe the characteristics of a population or concept that is being
studied in a research. This definition gives a perfect fit into the current study
as part of the objectives of the researcher is to what the characteristics of
customers of Nedjma are as far as the impact of the rebranding of the
company on their retention is concerned. It is expected that the retention of
customers will help to understand the characteristics of customers of Nedjma
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when it comes to their purchasing behaviour. It was for this reason that a
descriptive research was employed in the current study to investigate
customer purchasing behaviour as manifested through their retention with
Nedjma as a rebranded company into Ooredoo. The descriptive research was
structured according to the philosophical supposition that the issue under
study in this research is an independent phenomenon happening in the world
but at the same time, its meaning is construed by the people who are
involved and affected by the phenomenon. In this regard, the descriptive
researcher served as a philosophical framework of the research, which
covered both interpretevists and critical realism. The descriptive research
was integrated into the quantitative method of the study where customer
retention was measured.
3.3.2Exploratory Research
Diriwchter and Valsiner (2006) explained that an exploratory research
is conducted for a concept that cannot be clearly defined. In effect,
exploratory research is necessary as a preliminary data collection approach
which is used to later gain a detailed understanding about a concept
Moballeghi & Moghaddam, 2008). It is therefore very difficult to draw
conclusions based on exploratory research alone. The current study has
aspects of exploratory research that was directly linked to the qualitative
component of the study where managers and authorities from Nedjma were
engaged in qualitative data collection through the use of an interview to
explore reasons behind the decision of the company to rebrand. The
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rationale for selecting exploratory research for this aspect of the study was
that the researcher preconceived that it was only after connecting the
responses and outcomes of the interview with the quantitative data
collection from customers that real conclusion on the real impact of the
rebranding could be drawn. This is because as a public profit-making
company, it is important to note that management decisions of Nedjma have
to be considered as one that is well received by customers and thus
positively responded to through improved customer retention and increased
brand equity. This was upheld due to a number of reasons. Mainly, the
phenomenon of corporate rebranding is happening in the external world. It is
neither a mere figment of imagination nor it is a result of the subjective
reality of corporations. Hence, it falls under the purview of critical realisms,
which must be endorsed by customers (Gerring, 2000).
a cause, which was the rebranding of Nedjma into Ooredoo. It was therefore
important to understand the effect of this cause through brand equity,
customer perception and retention trends that were recorded after the
rebranding. Independently real as it is, nonetheless, the meanings and
discourses of corporate rebranding are embedded in the construed meaning
and interpretations of the people and entities affected by the phenomenon
(Gerring, 2000). Thus, the interpretevists framework was essential for the
explanatory component of the study.
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perceive the outcome of the rebranding. Initial visit to the company showed
that the company operated a functional organisational structure, which was
made up of 12 different functional portfolios.
3.4.2 Sampling
Because there were two groups of respondents in the population, the
sampling also comprised two sets of participants. The first sampling was
performed to select a group of participants from among the customers of the
company. The study used random sampling of Nedjma-Ooredoo customers.
Five stores of Ooredoo Algeria were randomly selected and visited. At the
time of the visit to each store, the first 10 customers who were exiting from
the store who expressed interest to be part of the study were automatically
included in the same size. The rationale for selecting random sampling for
the customers is because of the advantage of fairness and absence of biases
that it offers (Kasim, Alexander & Hudson, 2010). At the end of the sample,
there were 23 females and 27 males making 50 customers who had been
selected at random from the customers to be part. On the part of the
managers, the researcher used a purposive sampling technique. Purposive
sampling was used because not all people within the population can be said
to be in a position to offer expected depth of knowledge that addresses the
issues raised in the study (Hunter & Leahey, 2008). To this end, six (6)
managers whose positions were public relations manager, corporate brands
manager, chief finance officer, human resource manager, corporate affairs
manager, and marketing manager were selected and included in the sample.
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take place. Because the questions were all close-ended questions, it was
very easy for the respondents to answer them on the spot and present them
to the researcher. The questions were basically an extension of the research
questions of the study. In all there were both qualitative questions on
customer perception and quantitative questions on brand equity and
retention. A total of 10 questions were presented. The average person
completed the questionnaire in 15 minutes. Before the respondents were
given the questionnaire, the rationale of the study was thoroughly explained
to them through the use of a consent form. Their anonymity and
confidentiality were also guaranteed, as they were not expected to introduce
themselves on the questionnaire.
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distribution, a pilot testing was made. This was necessary in order to validate
the questions and at the same time improved the questionnaire. The
questionnaire was administered in five shops of Ooredoo and among
customers who had been selected at random. This was done to ensure that
there were no biases or manipulations with resulting outcomes of the study
so that the studys findings could be replicated in other settings were similar
variables were used.
CHAPTER 4: Analysis
4.1 Findings and analysis
4.1.1 Impact of rebranding on brand equity
At an early stage, customers were asked if the rebranding caused as
disillusion, which affected their knowledge, familiarity and identification of
Nedjma. The outcome of their responses has been given below.
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Disillusion
AGREE; 30%
STRONGLY DISAGREE; 44%
NEUTRAL; 8%
DISAGREE; 18%
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affected the identity they gave to the company. This question was asked due
to the relationship between brand equity and customer identity given to a
company (Aaker, 2004). The responses gathered have been shown below.
Figure 4: Impact of rebranding on customer identity of company
14% 2%
AGREE
30%
NEUTRAL
DISAGREE
24%
STRONGLY
DISAGREE
30%
Comparing those who agreed that the rebranding has boosted their
confidence and understanding of the company to those who disagreed, it can
be said that the rebranding has been useful for brand equity. This is because
34% agreed whiles only 10% disagreed. On the other hand, there were 14%
who strongly disagreed whiles 16% strongly agreed. 26% of respondents
representing 13 people held a neutral opinion. This evidence manifests that
the rebranding is starting with positive vision. Despite the tentativeness of
the participants regarding being happier or having an outright positive
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perception of the rebranding, they have shown that they have confidence on
what Ooredoo can offer. Hence, this is a positive sign by which Ooredoo can
start rebuilding its brand equity.
Another significant question related to brand equity was asked on the
interview guide. As managers of the company, they were asked if comparing
Ooredoo to other telecom service providers, they felt the popularity of their
company, which was the basis of brand equity, had been negatively affected.
Greater number of the interviewees held the opinion that Ooredoos
international brand equity had rather impacted on Nedjma positively. One
respondent stated for example explaining that most Algerians were already
familiar with Ooredoo as an international competitor and so after the
rebranding, the company still held its brand equity. On the part of those who
thought the rebranding had affected brand equity of the company, one
stated most existing customers are still in an evolution stage, trying to
acquaint with the new brand of Ooredoo. This means that there are both
positive and negative impacts of rebranding on the company. This gives
managers a huge task of ensuring that they continue to build the brand of
the company to make the positive impacts outweigh the negative impacts.
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AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
4%
46%
50%
From the figure above, it is seen that there were only 4% of the
respondents represented by 2 people who did not agree or strongly agree
that the rebranding was acceptable if service quality was to be maintained.
Remaining 46% and 50% of respondents agreed and strongly agreed
respectively.
Still on customer perception, respondents were asked if they held any
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negative view about the rebranding. Their responses in this regard have
been given below.
Figure 7: Impact of rebranding in creating negative customer view
STRONGLY DISAGREE
26
DISAGREE
10
NEUTRAL
7
AGREE
STRONGLY AGREE
0
3
5
10
15
20
25
30
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Customer happy
16 with
16
14
12
10
8
6
4
2
0
13
9
5
This shows the response of the participants to the rebranding that had
occurred. As the percentages are almost equivalently distributed, there is no
clear result whether the respondents are happier with the rebranding. This
presents a challenge to Ooredoo. The graph shows that, as actually, Ooredoo
is dealing with group of customers that can be persuaded to be happier with
the services of the company after the rebranding. It signals the possibility
that the participants are waiting and are ready to be happier or not to be
happy with Ooredoo. More importantly, the company has to do a lot of public
education and generate new brand awareness among Algerian
telecommunication industry, which ensures that the 9% and 7% who
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2% 4%
AGREE
34%
40%
NEUTRAL
DISAGREE
STRONGLY DISAGREE
20%
From the chart above, it is not possible to clearly state whether the
new brand of Ooredoo that was brought on board has improved customer
perception on the company. This is because although 34% said agreed, a
close figure of 40% disagreed. Considering that minimal change has been
done with the logo of Nedjma-Ooredoo, it is not surprising that the logo
change is not considered as a substantial factor in the rebranding. The
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impact of the logo change is not considered as a major concern among the
respondents of the survey.
The interview was also used to solicit views of the managers on how
they thought the rebranding had affected customer perception. As seen in
the appendix, the interview asked the managers how the rebranding made
the customers reacts and how it affected theirs perception.
Managers were expected to have information to this question as they
directly interact and relate with customers. From the opinions collected from
the interview, it was noted from greater number of the respondents that
customer perception about the rebranding has been a mixed feeling. This is
because according to one interviewee, most customers are still giving the
company time to know how the rebranding affects the service they receive.
Another respondent added that I am sure their actual perception will be
developed after some few more years of knowing what the rebranding was
all about for them. There were some few interviewees who believed that the
rebranding had affected the company negatively. In the view of one
interviewee, customers think that the rebranding occurred because the
company is now short of ideas and innovation.
questions, which were questions 4, 5 and 10, were posed to the respondents.
For the part of retention, customers ought to be satisfied with service
delivery (Aaker, 2004). The customers were asked if they felt satisfied with
the service of Nedjma even after the rebranding. The responses given are
presented and analysed below.
Figure 10: Customer satisfaction after the rebranding
Satisfaction
DISAGREE; 15%
NEUTRAL; 11%
Improvement
STRONGLY DISAGREE
DISAGREE
NEUTRAL
AGREE
STRONGLY AGREE
0
10
15
20
25
Retention
STRONGLY AGREE
16%
20%
AGREE
NEUTRAL
DISAGREE
STRONGLY
DISAGREE
22%
42%
The mangers were asked through the interview if their market research
had showed that customers were ready to stay with the company and
continue to use their network as a result of the rebranding. In this, the trend
of answers showed that most interviewees did not believe that the
rebranding alone could cause customers to be retained. As explained by one
interviewee, I do not think that in todays competitive market, the name of
a telecommunication company alone yields customer retention. Rather,
customers are enlightened enough to judge from the quality of service they
receive. There were a few interviewees who were very confident that the
rebranding would lead to customer retention. This is because one
interviewee explained that customers know that rebranding always comes
with a new inspiration, innovation and promotion which I believe they will
wait for.
56 | P a g e
rebranding happened not because the company had to break from an ill
reputation or from a wrongful act, but an evolutionary rebranding. This
evolutionary rebranding is seen as a way in which the company sought to
build positive brand equity and brand identity from the old brand by offering
a more positive leverage for the re-branding effort. This claim can confidently
be made regardless of the fact that it pressures the rebranded firm to live up
and surpass the brand identity and brand equity of the prior corporate brand
(Branca & Borges, 2011). Nonetheless, it offers a good platform or even
better possibility of success for the rebranding. As such, the findings showed
a positive outcome of rebranding that is built on a positive view of prior
corporate brand. It also offers a friendly environment for the rebranding
process. With all these points made, Balmer and Gray (2003) emphasised on
the importance of the company attaching itself to the new brand that results
from the rebranding. This is because, when this is done that a claim of
corporate rebranding can be said to have taken place (Berry, 2000). In effect,
customers must not only see the rebranding as something that happened to
the companys logos and other symbols but to Nedjma as a corporate entity.
4.2.3
4.2.3.2Brand image
Closely related to the issue of service quality is what Caruana and
Ewing (2010) refers to as brand image. Brand image has been explained as
an important factor, which determines how successful a rebranded company
59 | P a g e
would be. Chan-Olmsted and Jamison (2001) clarified that the public
perception given about a company and its commitment to customer
satisfaction constitutes brand image. In the context of Nedjma, it is expected
that the extent to which the new brand, which is Ooredoo will be able to put
in effort in creating a positive brand image will go a long way to influence the
outcome of customer perception and retention. This is event is referred to as
the brand equity continuum in the literature review. Moreover, in the brand
equity continuum, it has been asserted that the past brand equity of the
corporate brand is one of the significant factors that may influence
rebranding. Furthermore, it challenges the notion of rebranding as separation
or removal of the new corporate brand from the old one. Since, it is observed
in the study that the rebranding to Ooredoo heavily capitalised on the high
brand equity of Nedjma. Similarly, it also questions the knowledge of
destruction of brand equity. Therefore, it can be concluded that destruction
of brand equity is not solely achieved by rebranding.
4.2.3.3Trust
Trust is another factor that can influence customer perception and
retention (Muzellac, 2006). Specifically, it is expected that the service
delivery from Ooredoo will give customers some level of confidence that the
rebranding was not necessitated because the company was lacking out of
innovation as was expressed by one of the interviewees. Leaping into
rebranding without closely looking into the conditions that brought about the
need for it is unwise and very risky for the firm. To retain the trust of
60 | P a g e
61 | P a g e
62 | P a g e
aware of the change that is transpiring. As such, they are willing to give time
to Ooredoo to turn its promises into reality. Thus, there is an observable
suspension of judgment towards Ooredoos performance.
Chapter 5 Conclusion
5.1 Suggestions for the Future Research and managerial
implications
Based on the experiences gained by the current study and some of the
challenges that were faced in the course of undertaking the study, there are
a number of recommendations that will be made for future researchers who
may be pursuing a similar research or may be seeking to build on what was
just completed. The first recommendation has to do with the need to
maintain the mixed research approach that was used. This is because
combining data collection from both customers and staff ensured that a very
balanced discussion on the issue of the impact of rebranding on brand
equity, customer perception and retention could be achieved. However, as
mixed research is maintained, it will be important to expand the sample size
that was used in both cases. On the part of customers, expanding the sample
size from 50 to 100 will be recommended. On the part of the managers, it is
suggested that a minimum of 10 managers be engaged in the study. While
doing this, it will be important that the sample will be selected from as many
locations of the country as possible. As this study used only five shops, there
is the challenge with expanding the results to cover all customers of the
64 | P a g e
company.
There are also some implications that findings of the study could be
useful for managers. With the established understanding of the connection
between corporate rebranding and brand equity, customer perception and
retention, it is expected that management of the newly branded company
will make the following implications. First, managers must continue to
research on the impact of the rebranding that took place on the rebranded
companys customer perception, brand equity and retention. In this way,
they will be able to see how they will capitalise on excellent old brand equity
or properly address negative old brand equity. Second it is important for
management to appreciate the fact that customer, shareholder, workers
sentiments, perspectives, and other stakeholders perception are critical in
rebranding. Integrating their viewpoints can assist in developing appropriate
actions that may ensure the success of rebranding. The customers wait and
see attitude, suspension of judgment regarding the rebranding, workers
apprehension and issue of job security are critical elements.
Third, since, one of the most important goals of rebranding is
customers retention, management must be aware of the old brand equity of
the corporate brand and on how it is accepted by all of the firms
stakeholders. The gained knowledge that results from this can then be
incorporated in their decision to rebrand. Finally, management must
appreciate the fact that corporate rebranding is not the panacea for bad
65 | P a g e
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Appendices
Questionnaire
You are kindly requested to be part of the study by answering to the
questions that are posed in this questionnaire. Be assured that your
information will be kept anonymous and not third person shall be allowed
access to the information you provide. The questionnaire is to aid the
researcher understand the impact of Nedjmas rebranding on customer
perception, brand equity and retention. Thank you.
A. General Information
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Female
18 -30 years
31- 40 years
41-50 years
Separated
Widowed
Divorced
3. Marital status
Single
Married
B. Major Questions
1. I am disillusioned by the rebranding of Nedjma.
Strongly agree
[
]
Agree
[
]
Neutral
[
]
Disagree
[
]
Strongly disagree
[
]
2. What matters is the quality of service given by Nedjma-Ooredoo.
Strongly agree
[
]
Agree
[
]
Neutral
[
]
Disagree
[
]
Strongly disagree
[
]
3. The rebranding negatively changed my view of the company
Strongly agree
[
]
Agree
[
]
Neutral
[
]
Disagree
[
]
Strongly disagree
[
]
74 | P a g e
75 | P a g e
Interview Questions
The following are questions presented to the managers as part of the
interview conducted.
1. How long have you been using Nedjma-Ooredoo?
2. What was the major motivation that made you select NedjmaOoredoo?
3. In what ways has working in this company transformed your
professional competence as a manager?
4. What can you say were the factors that influenced the rebranding of
Nedjma to Ooredoo?
5. Which stakeholders of the companies did management discuss the
need to rebrand with?
6. How did shareholders embrace the idea of rebranding the company?
7. How will you describe the extent of publicity made to sensitise
customers about the rebranding that took place?
8. What improvements do you see about the services of the company
since the rebranding was effected?
9. What has been the overall customer reaction to the rebranding and in
what ways are the company going to make customers accept the new
brand?
10.
Do you feel more motivated to work with the company after the
rebranding?
76 | P a g e
Survey Responses
The analysis of survey questionnaire were based on the following responses
gathered from the 50 respondents
Participa
nts
P1
P2
P3
P4
P5
P6
P7
P8
P9
P10
P11
P12
P13
P14
P15
P16
P17
P18
P19
P20
P21
P22
P23
P24
P25
S1
-2
-1
-2
-2
-2
-1
-2
0
-2
-2
-2
-2
1
1
1
1
-2
1
-2
-1
-1
-2
-1
-2
0
S2
2
2
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
-1
-1
1
1
1
1
1
S3
-1
-1
-1
-1
-1
-1
0
0
0
0
1
1
1
1
0
0
0
1
-1
-1
1
-1
-1
-1
-1
S4
0
1
1
1
1
1
1
1
1
1
-1
-1
-1
1
1
0
1
1
1
1
1
-1
-1
-1
1
S5
1
0
0
0
0
1
1
1
1
1
1
0
0
0
0
1
2
2
2
0
0
0
1
1
1
S6
0
1
0
0
0
0
0
0
0
1
1
1
1
1
-1
-1
-1
-1
-1
0
0
0
-2
-2
2
S7
0
0
0
0
0
0
0
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
-2
S8
0
0
0
0
0
1
1
1
1
1
1
1
1
0
0
0
0
-1
-1
-1
-1
-1
2
2
2
S9
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
-1
-1
-1
-1
-1
-1
S10
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
0
0
0
0
0
-1
-1
-1
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P26
P27
P28
P29
P30
P31
P32
P33
P34
P35
P36
P37
P38
P39
P40
P41
P42
P43
P44
P45
P46
P47
P48
P49
P50
0
0
1
1
1
-2
1
1
-2
-2
-2
-2
-1
-1
0
-1
1
1
1
-2
-2
1
-2
1
-2
1
2
2
2
-2
-2
1
1
1
2
2
2
2
2
2
1
1
2
2
1
1
2
2
2
2
-1
-1
-1
-1
-1
-1
-1
0
-1
-1
2
2
2
-1
-1
-2
-2
-2
-1
-1
0
0
-1
1
1
-1
1
1
2
2
2
2
2
1
1
-2
0
2
2
2
1
1
1
1
1
0
1
0
1
2
0
0
0
0
1
1
1
1
1
0
0
0
1
1
1
1
0
0
0
1
-2
-2
1
2
2
0
-2
-2
-2
-1
-1
2
2
2
2
1
1
1
1
0
0
0
1
1
1
-1
-1
-2
2
-2
-2
-2
-2
-2
-2
-2
-1
-1
-1
-1
-1
-1
-1
0
0
1
-1
-1
-1
1
1
0
-1
-1
2
2
-2
-2
0
1
1
1
0
0
1
1
1
1
0
0
0
0
0
2
-2
-2
-2
1
1
1
-1
-1
-1
-1
1
1
1
1
-1
-1
-1
-1
-1
0
0
0
-1
-1
-1
-1
-1
2
2
-2
2
-1
1
1
1
1
0
0
0
-1
-1
-1
2
2
2
2
1
1
1
0
0
0
-1
1
1
1
78 | P a g e