conclusion From my research I have found that rebranding can be extremely effective when done in the right way. There are many different factors, which contribute to either the success of failure of a rebrand. ‘An organization can only ‘walk the talk’ when its managers deliberately shape its internal reality to align with its brand promise…(the brand’s) values must be internalized by the organization, shaping its instinctive attitudes, behaviors, priorities, etc’ (Mitchell, A. 1995. P 25 – 42.) When deciding to rebrand a company needs to make sure that they are rebranding at the correct time. For example the failed rebrand of The Post Office group was, in part, due to the fact that they had existing issues within the company, the slump in profits and job losses, that was damaging their brand image and they had not addressed these issues. Therefore the new brand image was associated with the failures of them as a company and resulted in the loss of respect from the public. If The Post Office group had first addressed the issues within the company, the rebrand may not have been as much as a failure. Although the decline of the company was only one reason to the rebrand failure, the new image failed to connect with the public and failed to communicate the existing brand values that a long history of customer loyalty had enforced. The new brand destroyed the strong link that they had with their customers, their heritage and their image of a great British institution. “A great brand taps into emotions. Emotions drive most, if not all, of our decisions. A brand reaches out with a powerful connecting experience. It’s an emotional connecting point that transcends the product.” (Bedbury, S. 2006. P 139.)
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