What's in a Name? Lessons from Three Rebranding Exercises in India
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Case Details:
Case Code : MKTG184
Case Length : 14 Pages
Period : 2006-2007
Pub Date : 2008
Teaching Note :Not Available Organization : Hindustan Unilever Ltd; Axis Bank; Vodafone Plc.
Industry : Fast Moving Consumer Goods; Banking;
Telecom Countries : India
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"Our new identity will help us confidently position
ourselves in every aspect of our business... We believe that the new name provides
the optimum balance between maintaining the heritage of the company and the
synergies of global alignment with the corporate name of Unilever."1
- Doug Baillie, CEO, Hindustan Unilever Ltd., in June 2007.
"Corporate brand changes are a drastic
measure; there's often too much resonance and tradition with
customers."2
- Samit Sinha, Managing Partner, Alchemist Brand
Consulting3, in September
2007.
On June 25, 2007, India's leading Fast Moving Consumer Goods
(FMCG) company, Hindustan Lever Ltd.4 (HLL),
announced that it would officially rebrand itself as 'Hindustan Unilever Ltd.' (HUL)
taking on the name of its parent company Unilever Plc5
(Unilever). Through the new corporate identity, the company expected to benefit
from the global brand positioning of Unilever without compromising on its local
heritage.
HLL had more than five decade old heritage in India. In 1931, the first Indian
subsidiary of Unilever, Hindustan Vanaspati Manufacturing Company, was formed.
But Unilever products were available in India even before the formation of its
Indian subsidiary...
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Caselet 2: 'UTI Bank' Rebrands as 'Axis Bank'
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