Background:                

Brands are associated with certain elements, including name, logo and slogan. Being understood as major parts of all brands, changing these would be considered as a vital event. The term ‘rebranding’ is an umbrella term for describing the three following processes; changing name, changing the aesthetics of the brand, and/or repositioning. Although rebranding often results in success, the process of rebranding is challenging and risky, and it is important for firms to understand the main opportunities as well as the main barriers in order for the rebranding process to be as well-organised and effective as possible. With this in mind after a significant change, companies need to enforce the brand images previously perceived by consumers, in order to capture and transfer brand equity, as well as making sure that the rebranding process responds to the desired corporate identity of the firm.

Purpose:                      

The purpose of this thesis is to understand corporate rebranding, focusing on repositioning, and what consequences arise from it, in terms of brand equity, corporate identity, and brand image, by using the case of Lidl in order to illustrate this.  

Method:                      

A single-case study has been conducted illustrating Lidl in accordance with the purpose of this thesis. Primary data have been collected through a qualitative method, and secondary data has been gathered to further support purpose and gain understanding about Lidl. Theoretical insights have been collected through a literature review.

Conclusion:                  

Derived from the research the authors can conclude that repositioning, as a process of rebranding, is a difficult and long-term process. The research and findings show that repositioning although difficult is possible proven by examining positive effects from the rebranding process of Lidl on brand equity, corporate identity and brand image.