Resistance to brand name change: antecedents and consequences on brand equity
This paper analyses the antecedents of internal and external resistance to brand name change, and its consequences on brand equity. A qualitative research, based on interviews carried out with 10 managers and 40 consumers, suggest that both internally and externally the level of implication, the perceived benefits of change, as well as the attachment to the substituted brand may decrease resistance to change. We suggest diverse means in order to optimize the management of resistance to brand change, thus favoring the transfer of the capital of the abandoned brand to the new brand.