Brand identities of hijacked
brands:
similar or unique?
Fré Kleinepier, 11871423
22-06-2020
Bachelor Thesis Business Administration
Specialization Management in the Digital Age
University of Amsterdam
Marco Mossinkoff
2
Statement of Originality
This document is written by Student Fré Kleinepier, who declares to take full responsibility for the contents of this document.
I declare that the text and the work presented in this document are original and that no sources other than those mentioned in the text and its references have been used in creating it.
The Faculty of Economics and Business is responsible solely for the supervision of completion of the work, not for the contents.
3
Abstract
The concept of a so-called ‘brand hijack’ has been an emerging matter. Consumers take
over the brand from marketing professionals and drive its evolution. The brand identity that
brand managers had in mind is completely filled in by consumers themselves. This research
aims to find out whether there are certain facets of a brand identity of hijacked brands that are
similar. First, core concepts are elaborated through a literature review. With the brand identity
prism of Kapferer, a case study is conducted among five hijacked brands. A text analysis
reviews the brand’s marketing communication activities and acedamic literature. With these
analyses, the five prisms are filled in and compared. Brand identity facets correspond for a
considerable amount amongst hijacked brands. It becomes clear that quality, a brand
community and the feeling of autonomy and being different play a role in the brand identity
facets of hijacked brands.
4
Table of Contents
1. Introduction .............................................................................................................................................. 5
2. Literature review ...................................................................................................................................... 8 2.1 Core Concepts ............................................................................................................................................. 8
2.1.1 Brands and brand management ........................................................................................................ 8 2.1.2 Branding .............................................................................................................................................. 8 2.1.3 Brand identity ..................................................................................................................................... 9
2.2 Brand identity and brand reputation ........................................................................................................ 10 2.3 Kapferer’s brand identity prism ................................................................................................................ 10 2.4 Brand hijack .............................................................................................................................................. 12 2.5 Knowledge Gap and Research Question .................................................................................................. 12
3. Methods ................................................................................................................................................... 13
4. Results ..................................................................................................................................................... 15 4.1 Dr. Martens identity prism ........................................................................................................................ 15 4.2 Polo Ralph Lauren identity prism ............................................................................................................. 17 4.3 Burberry’s identity prism .......................................................................................................................... 18 4.4 In-N-Out identity prism ............................................................................................................................. 21 4.5 Dickies workwear identity prism ............................................................................................................... 23
5. Discussion ................................................................................................................................................ 25 5.1 Conclusion ................................................................................................................................................. 25 5.2 Limitations and further research .............................................................................................................. 26
References ................................................................................................................................................... 28
5
1. Introduction
For the past decades, a trend has been developing which is called ‘brand hijacking’. This
trend represents the shift in power from marketing managers of companies to consumers, who
are influencing the market sometimes without the companies’ buy-in (Wipperfurth, 2005).
The shift in power enables consumers to affect the meaning of the brand. As a result, some
meanings of brands are completely filled in by consumers themselves, something companies
are not used to. Wippenfurth (2005) defines brand hijack as “consumer takeover: the
consumer’s act of commandeering a brand from the marketing professionals and driving its
evolution.”
There are two ways in which a brand hijack can take place: the serendipitous hijack and the
co-created hijack (Cova and Pace, 2006). A serendipitous hijack, as defined by Cova and Pace
(2006), is “the act of consumers seizing control of a brand’s ideology, use and persona.”
Furthermore, they define the latter one, the co-created hijack, as “the act of inviting subcultures
to co-create a brand’s ideology, use and persona, and pave the road for adoption by the
mainstream.” As stated by Cova and Pace (2006), the serendipitous hijack is most frequently
seen. An example described in the book of Wipperfurth (2005) are the famous Dr. Martens
boots. The boot evolved from a therapeutic shoe developed by a German doctor, to a canvas for
self-expression by letting all kinds of people customize their own Dr. Martens boot. This all
happened by letting the customers take-over their product.
Martínez and De Chernatony (2004) state that: “Brands enable consumers to efficiently
encode their functional and emotional values in their mind.” As stated by Wipperfurth (2005),
hijacked brands create a feeling of a so-called ‘distinct persona’ and ‘distinct sensibilities’,
within consumers. Consumers of hijacked brands often search for a meaningful connection to
the product and therefore build communities around that brand with people who share that
common meaningful connection (Wipperfurth, 2005).
Before being able to determine whether a brand identity is hijacked, one first has to identify
what the identity of a brand exactly is. According to Kozinets (2017), a brand can be seen as a
certain identity, and this identity subsequently represents a meaning. He argues that because
meanings are always nested in networks of associations, a brand identity can be quite complex.
Other branding literature, for example Da Silveira, Lages and Simões (2013), defines a brand
identity as “an internal construct that emanates unilaterally from the organization – what
managers want the brand to be – and that requires stability over time.”
6
A similar type of definition is given by Aaker (2012), who stated that a brand identity is
composed of a unique set of brand associations that are created and nurtured by an
organization’s brand managers. In this way, a trustworthy relationship can be built with the
customers, and the brand can be established in the market. A brand identity is a concept which
consists of multiple facets which are coherent and created by the company itself (Viot, 2011;
Harris and De Chernatony, 2001).
A brand identity is also a mechanism for a company to let their target audience perceive
their brand in a certain way (Farhana, 2014).
According to main marketing theories, a company sets a target audience to determine which
consumers value their products, and which consumers do not. A target audience is developed
by segmentation of the broader audience, creating audience segments. Cheng, Kotler and Lee
(2010) give the following definition: “An audience segment is identified and aggregated by the
shared characteristics and needs of the people in a broad audience, including similar
demographics, psychographics, geographics, behaviors, social networks, community assets,
and stage of change.”
So, when a company has built their brand identity, they have to find a way to convey their
message to their target audience. This is done via their marketing communication (Farhana,
2014). As defined by Kayode (2014), marketing communication can be seen as the interaction
between a company and its targeted customers and potential customers. Commonly, this is
executed through various channels, such as e-mail, radio, television, newspapers, and the
internet.
So, the company is trying to send an, as clear as possible, picture of the brand identity to
their targeted customers with the help of marketing communication activities.
After reviewing the literature on these subjects, it has become clear that companies build
brand identities by assigning multiple facets to their brand. Together, these brand identity facets
form the complete brand identity, and they can be captured in a brand identity prism as
introduced by Kapferer (2008). This will be explained in more detail in Chapter 2.
However, it can happen that the brand identity the company gave the brand is partly or
completely filled in by the consumers, instead of the company itself. In that case, brand
identities are hijacked.
7
Although brand hijacking has been addressed in academic literature, to the best of author’s
knowledge no research has been conducted on a comparison of brand identities of hijacked
brands. Therefore, the goal of this research is to identify whether there are brand identity facets
that are commonly found in hijacked brands.
This goal can be captured into the following research question that this thesis will address:
“To what extent do brand identity facets of hijacked brands correspond with each other?”
The concept of brand hijacking is not particularly new. As mentioned by Wipperfurth
(2005) in his book on brand hijacking, fashion brand Burberry became popular after being
hijacked by the hip-hop scene in the early 2000’s. However, after this book was published, the
concept of brand hijacking gained more attention, mainly because Alex Wipperfurth was one
of the first persons to label this phenomenon.
However, to the author’s knowledge the concept of brand identities has never been
thoroughly linked to the concept of hijacked brands. Therefore, this thesis makes several
scientific contributions.
First, this thesis contributes to the concept of brand hijacking in general. Although there is
some research conducted about the concept of brand hijacking, there is still much to explore.
Secondly, this thesis also contributes to research on brand identities. Moreover, in this thesis
individual brand identity facets from hijacked brands are compared and resemblances are
presented. So, this contributes to integrated research on both subjects.
The remainder of this thesis will be structured as follows. First a literature review will be
provided to dive more into the concepts related to this thesis. Concepts such as, brands,
branding, brand identity, and brand hijacking will be elaborated upon. After the literature
review, in chapter three a methods section will be presented in which the methodology, that
will be used to answer the research question, will be explained. In in chapter four the results of
the methods will be presented. After which, in chapter five a discussion will be provided.
8
2. Literature review
In this chapter, state-of-the-art literature is reviewed to provide more theoretical background
and introduce the core concepts related the subjects of this thesis. Through the literature review,
it must become clear how a brand identity is composed, how it can be visualized, and how brand
identities of different brands can be compared.
2.1 Core Concepts
In this section, the core concepts related to the subject of this thesis will be introduced, and
some theoretical background will be provided.
2.1.1 Brands and brand management
Some say brands are fundamental in today’s world (Dawar, 2004). A brand has the ability
to segment customers and deliver those customers a certain promise that differentiates them
from its competitors. Brands operate on three levels: the consumer market, the product
market, and the financial market (Keller and Lehman, 2006). On each of these levels brands
deliver multiple valuable functions, such as that brands serve as the makers of the firms’
offerings, brands help simplifying choices for consumers and/or engender trust, and brands
are a financial asset.
Brand management is one of the most important activities of a firm, since brands are seen
as one of a firm’s most valuable assets (Backhaus and Tikoo, 2004). This is because the
available brands in a firm are hard to imitate for competitors (Janonis, Dovalienė, Virvilaitė,
2007). Because brands are seen as highly valuable assets, Keller and Lehman (2006)
recognize an emerging trend that branding is becoming a top management priority. This will
be further explained in the next section.
2.1.2 Branding
Over time there has been made a shift from line branding to corporate branding within
companies, in which the latter requires different management and more focus on the
organization itself (Harris and De Chernatony, 2001). Corporate branding addresses not only
the external opportunities but also the internal activities, which causes a cohesive and consistent
delivery of the brand identity. According to Harris and De Chernatony (2001), employees of a
company are becoming so-called brand ambassadors, when a corporate branding strategy is
9
used. While historically with line branding, management had leadership over determining the
brand identity, nowadays with corporate branding, employees are asked by managers to
internally debate about the brand identity. Also, managers now need to verify the communicated
brand identity with external stakeholders to ensure that it is consistent with the brand reputation
(Harris and De Chernatony, 2001).
A corporate branding approach is not only advantageous by delivering a coherent and
consistent brand identity, but it provides more benefits. Many firms have spent a lot on
developing comprehensive corporate brand identities as part of their branding strategy to
distinguish themselves from other brands (Theng So, Grant Parsons, and Yap, 2013). They aim
to do this by having a differentiating set of brand values, which in turn creates customer loyalty.
So, corporate branding requires a more holistic approach to brand management in which a
company’s employees operate in alignment with the brand identity (Harris and De Chernatony,
2001). The focus within corporate branding lies in creating an internal coherent corporate brand
identity, which causes a presentation of a consistent brand identity to its stakeholders.
In the next section, the concept of brand identities will be addressed in more detail.
2.1.3 Brand identity
Now it has become clear that corporate branding focuses on aligning brand identities with
brand reputation, it is important to stretch the purposes of brand identities. According to De
Chernatony (1999), a brand identity can be used as a tool to understand and build brands. He
identifies two concepts which are important when it comes to managing the brand, the brand
reputation and the brand identity. The concept of brand identity is rather internal and addresses,
according to De Chernatony (1999), subjects such as defining brand values and ensuring
consistent brand values across the organization’s employees. On the other hand, the concept of
brand reputation is rather external and addresses the confidence of the brand’s stakeholders to
deliver the brand values in a consistent way.
However, despite the efforts to communicate a well aligned brand identity, this seems to
not always correspond to the situation found in practice. Therefore, this demands a more in-
depth analysis.
10
2.2 Brand identity and brand reputation
Practice suggests that a brand identity is not always well aligned with the corresponding
brand reputation. In this case, it can happen that this is caused by a certain ‘gap’. De Chernatony
(1999) states that by analyzing potential gaps between brand identity and brand reputation,
incongruencies can be minimized and brands can become more powerful by managing them.
This concept of a so-called ‘gap’ keeps coming back in different types of literature.
According to Roy and Banerjee (2014), this gap between brand identity and brand reputation
can be a reason for failure of a brand in the market. This is because the identified gap can cause
brand dilution or change the values behind the brand (Roy and Banerjee, 2014). Therefore, it is
important for brand managers to recognize and manage these gaps, in order for their brand to
be successful in the market.
One of the existing tools to visualize a brand identity is the brand identity prism, which is
explained in the next section.
2.3 Kapferer’s brand identity prism
A model that is often quoted in academic literature when discussing concepts such as brand
identity and brand reputation is the brand identity prism. The brand identity prism has shifted
the focus from ‘image’ to ‘identity’, and with this focus on identity, the prism can be considered
as one of the early brand-oriented frameworks (Urde, 2013).
The brand identity prism is a useful model, as it can be used to analyze the existence of a
potential gap between the identity of a brand and the reputation of a brand (Knape and Lundell,
2011).
The brand identity prism was introduced by Jean-Noël Kapferer and it identifies six facets
of brand identity: physique, personality, relationship, culture, reflection and self-image
(Ponnam, 2007).
The physique facet of the brand identity prism is the set of physical features of the brand
(EURIB, 2009). It contains details about the looks, the functionality and the quality of the brand.
It also reveals how the brand can be recognized.
The personality facet can be seen as the brand’s character (EURIB, 2009). Consumers may
feel a person with a certain character communicating with them behind the brand. Specific
writing, colors or design features are contained in the personality aspect.
11
The relationship facet expresses the actual relationship a brand stands for. This can be, for
example a mother and a child in the case of Blue Band. This facet describes the relationship
that is formed between the brand and its target audience (Knape and Lundell, 2011).
The culture facet is as defined by EURIB (2009): “the system of values and basic principles
on which a brand has to base its behavior.” Often the culture aspect is based on the country of
origin of the brand. For example, Coca-Cola is associated with American values.
The reflection facet references to the stereotypical user of the brand from the consumer’s
point of view (EURIB, 2009). This vision of the stereotypical user of the brand does not have
to equal the target group of the brand.
The self-image facet can be defined as the way the brand makes you feel as a customer
(EURIB, 2009). For example, people who drive a Porsche may think other people will perceive
them as rich because of the ability to own an expensive car. Insights about self-image are useful
to help build advertising around this image.
A schematic depiction of this model is presented in Figure 1.
Figure 1. Brand identity prism (Srivastava, 2017).
As can be seen in the figure, the prism is horizontally divided into two dimensions; the
externalization and the internalization. The externalization side shows the facets which are
clearly visible. According to Ponnam (2007), the internalization side on the other hand shows
“attributes which cannot be perceptible at first stance but can be assimilated only upon keen
discernment”.
12
The prism is also divided into the dimensions of the picture of the sender versus the picture
of the receiver (Ponnam, 2007). The physique and personality facets define the sender of the
identity. The reflection facet and the self-image facet make up the recipient. The two facets that
form a bridge to fill the gap, which can exist between the sender and the recipient, are
relationship and culture (Knape and Lundell, 2011).
The brand identity prism helps to explain the main differences between brands competing
with each other (Viot, 2011). Moreover, the brand identity prism can be used as a tool to analyze
the potential gap between the brand identity and the brand reputation (Knape and Lundell
(2011). This could potentially indicate that a brand is hijacked.
2.4 Brand hijack A brand hijack, a phenomenon introduced by Wipperfurth (2005), can be defined as a
consumer takeover of a brand. The consumers of the brand take possession of its identity and
lead the transformation. A brand identity is developed by managers and employees of the firm,
which is transferred to consumers, who in turn create a brand image based on what they receive
(Lee, Leung and Zhang, 2000). On one side there is the perception of the managers, and on the
other side there is the perception of the consumers. There is a possibility that these perceptions
deviate from each other, which could indicate a hijack.
2.5 Knowledge Gap and Research Question
From the literature review, it seems that the current state of research on the relevant subjects
leaves considerable space for additional research. To the best of author’s knowledge, this
research would be the first to thoroughly link the concept of brand identities to the concept of
hijacked brands, by comparing brand identity facets of hijacked brands.
Therefore, this research will provide an answer to the following question:
“To what extent do brand identity facets of hijacked brands correspond with each other?”
13
3. Methods
To be able to formulate an answer to the research question of this thesis, the following
comprehensive approach will be used.
An approach with qualitative methods will be used to answer this research question. A case
study will be conducted with five companies of which the brands are hijacked.
First, five companies will be selected, of which brands can be considered as hijacked.
Wippenfurth (2005) defines brand hijack as “consumer takeover: the consumer’s act of
commandeering a brand from the marketing professionals and driving its evolution.” Cases
from the book of Wipperfurth (2005) will be used as hijacked brands. All of these brands have
experienced misalignment between brand identity and brand reputation, resulting in some
extent of consumer takeover. This will be illustrated in the introduction of the brands below.
The first brand is Dr. Martens, which is known for its rich history. The boots started out as
therapeutic shoe developed by Dr. Klaus Maertens. However, hereafter the boots became a part
of the skinheads’ culture, after which the shoes subsequently became a canvas for self-
expression by letting the owners personalize their boots (Wipperfurth, 2005).
The second brand is Polo Ralph Lauren. The brand started as Ralph Lauren himself, planned
to combine a classic American style with fine tailored European fashion (Jung and Merlin,
2003). Eventually a Brooklyn gang started to steal Polo Ralph Lauren clothing because they
perceived the brand as a symbol of a good and wealthy life (Wipperfurth, 2005).
The third brand is Burberry. The brand started with their development of a special fabric
called ‘gabardine’ which was resistant, waterproof and breathable (Moore and Birtwistle,
2004). Burberry started making coats for military officers, after which their signature trench
coat was born. The brand was often perceived as a bit stiff at the time, when an unexpected
hijack took place by the hip-hop scene and the brand became popular among rappers such as
Jay-Z (Wipperfurth, 2005).
The fourth brand is In-N-Out, a fast-food chain founded on the West Coast of the United
States in 1948 (Wipperfurth, 2005). The menu is extremely simple and the service extremely
slow. Over the years, In-N-Out personalized burgers to customers request. This was named the
‘secret menu’, by consumers themselves. The secret menu was never named by In-N-Out
themselves, nor was a marketing trick. The target audience of In-N-Out perceives the brand as
trendy, which was not their intention (Wipperfurth, 2005).
The fifth brand is Dickies Workwear, a traditional workwear brand founded in the 1900’s.
The brand first had a streetwear collection which was set up to target the youth market
14
(Wipperfurth, 2005). When the brand decided to remove the streetwear collection from their
product range, the company suddenly became trendy, and popstars such as Madonna started
wearing their clothes.
After selecting the to be studied companies, the brand identity facets of the companies will
be analyzed. This analysis will be conducted with the so-called brand identity prism by
Kapferer (2008) as described in the literature review. All six facets will be included in the
analysis.
For each of the five hijacked brands, a brand identity prism will be provided by searching
for brand identity facets through looking at a company’s marketing communication activities
on their websites. As mentioned before, companies are trying to transfer their brand identity via
marketing communication (Farhana, 2014). As marketing communication activities are clearly
visible, for example by analyzing a company’s media, and as marketing communication
activities are meant to transfer brand identity, it can be seen as a perfect candidate to help fill
in the brand identity prism. Furthermore, various research papers are used in the analysis.
Once all facets are inserted in the prism, an overview is presented. Hereafter, the brand
identity facets of the different analyzed brands will be compared. In this way, it will become
clear which facets are similar amongst hijacked brands.
Finally, after this overview is presented, it is possible to answer the research question.
15
4. Results
The five brands were analyzed based on texts retrieved from research papers, interviews
and the websites of the brands. Based on the texts, concepts were identified related to the facets
of Kapferer’s brand identity prism (2008). These concepts were captured in the brand identity
prism of each brand, and together with the analysis the overview is provided in this section.
4.1 Dr. Martens identity prism
First, the brand Dr. Martens was analyzed. The brand was analyzed based on the brand’s
website and research papers. The brand identity prism is shown in Figure 2.
Figure 2. Dr. Martens brand identity prism
Physique: In the analyzed texts, Dr. Martens physique facet emerged as multiple concepts.
One of the concepts that came forward a lot was self-fashioning (Davies, 2016). The boots are
16
simple to adjust to the owner’s style and therefore mirror the individual’s self-expression. The
second concept that emerged was the comfort that the shoes bring due to the cushioned sole.
Third, the concept durable appeared, and lastly the concept practical (“About Us | History | Dr.
Martens”, 2020).
Personality: The first concept that emerged which regards the personality facet was the
concept individual expression (Davies, 2016). Second, Dr. Martens characterizes not only the
individuality, but also the spirit of a tribe. Third, the concepts of anti-mainstream and
rebelliousness characters came forward from the text analysis.
Relationship: The relationship which describes the brand Dr. Martens is that customers
wore their Dr. Martens boots when they achieved for example, a milestone in their life
(Wipperfurth, 2005). Also, customers perceived buying their first pair of Dr. Martens as a
memorable moment itself (Davies, 2016).
Culture: As emerged from the text analysis, the ideology of Dr. Martens can be
characterized as multiple concepts. According to Weresh (2018), Dr. Martens culture changed
over time aligned with the transition of their audience. As, Dr. Martens started out for utilitarian
reasons, the brand flourished into different subcultures and tribes radiating rebelliousness and
otherness (Davies, 2016). Later, musicians and artists started wearing the brand, and individual
expression became one of Dr. Martens main values.
Reflection: In the analyzed texts the reflection facet of Dr. Martens came forward as
multiple thoughts. The first, concept is the various tribes. Original tribes that are associated
with the brand are mentioned such as; skinheads, two tone, scooter boys, punks and goths
(Davies, 2016). The second concept that was mentioned regarding the culture facet is celebrities
(“About Us | History | Dr. Martens”, 2020). Third, musicians are mentioned. Fourth, free-
thinking individuals are mentioned. And lastly, in the texts is mentioned that Dr. Martens is
usually consumed by teenagers.
Self-image: From the text analysis concepts emerged about the self-image facet of Dr.
Martens brand identity. According to Davies (2016), a consumer said: “Putting on my first pair
and instantly feeling like a badass.” Consumers felt wearing Dr. Martens was a factor of
rejecting power and getting rid of fashion. A concept which also strongly emerged was the
feeling of being an individual by wearing the brand’s shoes (Weresh, 2018).
17
4.2 Polo Ralph Lauren identity prism
Secondly, the brand Polo Ralph Lauren was analyzed based on research papers and the
website of the brand itself. The brand identity prism of Polo Ralph Lauren is presented in Figure
3.
Figure 3. Polo Ralph Lauren’s brand identity prism
Physique: The physique facet of Polo Ralph Lauren emerged as multiple concepts out of
the text analysis. One of the first concepts in the high quality of the brand (Templeton, 2013).
Another concept that emerged was practical. The third concept that emerged regarding the
physique facet of the prism was that the brand is described as classical in a luxury setting. As
also described by Jung and Merlin (2003), Ralph Lauren wanted the classical American style
combined with the prestige European fashion in his brand.
18
Personality: The personality facet of Polo Ralph Lauren is characterized as a few things.
The first thing that emerged from the text analysis was masculine (Templeton, 2013). The
second concept that emerges is sporty. The third concept that comes forward is aristocratic and
lastly, the word elite is mentioned.
Relationship: The relationship facet in the identity prism of Polo Ralph Lauren emerges as
the concept heritage. According to Templeton (2013), Polo Ralph Lauren scores high on the
level of heritage. Heritage brands are for example known for their rich history. This is a
component that Polo Ralph Lauren holds (Templeton, 2013). Heritage brands create a strong
relationship with their customers.
Culture: Regarding the culture facet of Polo Ralph Lauren, there is one concept that
emerges in multiple text sources, which is the American heritage (“The Man”, 2020). The brand
Polo Ralph Lauren is mostly associated with American heritage for two reasons (Templeton,
2013). First, Ralph Lauren himself build the company from scratch which is often associated
with the American dream. Secondly, Ralph Lauren conveyed the so-called ‘American lifestyle’
though his products.
Reflection: In the analyzed texts the reflection facet of the brand identity of Polo Ralph
Lauren is specified as multiple concepts. First, the brand is associated with Ivy League students
(Templeton, 2013). Secondly, the concept successful businessmen emerged. But not only more
elite concepts came forward. Also, the words cowboys and polo players came up (“The
Timeline”, 2020).
Self-image: From the analyzed literature it becomes clear that there are two concepts that
emerge regarding the self-image facet of the brand identity prism of Polo Ralph Lauren.
Consumers of the brand perceive themselves as a person with a high-end status (Templeton,
2013). From the text emerges that consumers see Polo Ralph Lauren as a symbol for high status
males. The second concept that comes forward is the image of the ideal American man that
consumers feel like when wearing the brand.
4.3 Burberry’s identity prism
Third, the brand Burberry was analyzed. The analysis was also conducted by analyzing the
text from multiple research proposals, an interview with former CEO Angela Ahrendts and
Burberry’s website. The identity prism of Burberry is presented in Figure 4.
19
Figure 4. Burberry’s brand identity prism
Physique: When discussing the physique facet of the brand Burberry multiple concepts
emerged. The first concept that came forward is the iconic trench coat (Ahrendts, 2013).
Burberry’s former CEO Angela Ahrendts (2013) even said: “They’re not just raincoats
anymore. They are the foundation of a great brand and a great company.” The second concept
that emerges from the texts is the check pattern (Straker, Wrigley, Goworek, Perry, and Kent,
2016). A third concept that emerges from the text is the quality of the brand Burberry (Moore
and Birtwistle, 2004). From the text analysis it becomes clear that Burberry has internal quality
management to assure the best quality for their products.
Personality: One of the concepts that emerges when looking at the personality facet of the
brand identity prism of Burberry is luxurious (Moore and Birtwistle, 2004). Burberry tries to
control their luxury character while also being accessible to a large market share (Phan, Thomas
20
and Heine, 2011). The second concept that emerges is the continuity in the collections of the
brand Burberry (Moore and Birtwistle, 2004). Through this continuity, Burberry wants to obtain
the status of a credible fashion brand. The third concept that came forward is innovative
(Ahrendts, 2013). Besides Burberry wants to be continuous as a brand, it also wants to be
innovative and contemporary to gain repeating customers. In this way, Burberry is pursuing a
dual-market strategy (Wemby, 2010).
Relationship: A concept that emerges associated to the relationship facet is the concept of
a brand community. From the text analysis it becomes clear that Burberry pays attention to
creating a community around their brand (Burberry Nederland, 2020). Through digital channels
Burberry built a community around their iconic trench coat. The brand community creates
emotional value for consumers which in turn creates a long-term relationship with the customer
(Straker, Wrigley, Goworek, Perry, and Kent, 2016).
Culture: From the text analysis there is one concept that strongly emerges in relation to the
culture facet of Burberry, which is the concept of British heritage (Phan, Thomas, and Heine,
2011). According to Moore and Birtwistle (2004), Burberry places a strong focus on iconic
British images in their advertisement. Another concept that emerges from the text regarding
Burberry’s culture is craftmanship (“Our Culture”, 2020). According to former CEO Ahrendts
(2013), Burberry’s campaigns became more focused on craftmanship since it is an important
aspect of the brand.
Reflection: In the texts multiple concepts came forward connected to the reflection facet of
the brand Burberry. The first concept that emerged was high-end fashion sense (Straker,
Wrigley, Goworek, Perry, and Kent, 2016). The second concept that emerged was traditional,
since these customers have been with Burberry for a longer period of time (Moore and
Birtwistle, 2004). The third concept that emerged was young (Phan, Thomas, and Heine, 2011).
Former CEO Angela Ahrendts (2013) quoted that the luxury customers of the future are
millennials.
Self-image: With regards to the self-image facet of the brand identity prism of Burberry
multiple concepts emerge. The first concept that emerges is the concept of exclusivity (Nguyen
and Bug, 2016). Burberry is personalizing their products according to the consumers wants,
which gives the consumers the feeling of possessing an exclusive item. The second concept that
came forward was engagement (Straker, Wrigley, Goworek, Perry, and Kent, 2016). Due to the
community Burberry creates for its customers, they obtain the feeling of being part of the story.
Customers feel engaged and heard in the brand.
21
4.4 In-N-Out identity prism
Fourth, the brand In-N-Out was analyzed. A text analysis was conducted based on research
papers and the website of the brand. The concepts related to the facets of the brand identity
prism were retrieved from the texts captured in the model presented in Figure 5.
Figure 5. In-N-Out’s brand identity prism
Physique: From the text analysis multiple concepts emerged regarding the physique facet
of the brand identity prism of In-N-Out. The first concept that emerged was simple (Braun-
LaTour and LaTour, 2007). The menu offers around five products and ever since the birth of
the company, over 70 years ago, the menu has slightly changed. According to Gottfredson and
Aspinall (2005), the simple formula of In-N-Out has been the key to high profits. A second
concept that emerges from the text analysis is freshness (Perman and Lester, 2009). The third
concept that came forward is quality. Braun-LaTour and LaTour (2007) stated that: “The
freshness and quality of In-N-Out’s taste is noted by its fans.”
22
Personality: Regarding the personality facet of In-N-Out, two concepts came forward. The
first concept is reliable (Danes, Hess, Story and York, 2010). In the research of Danes, Hess,
Story and York (2010), customers of In-N-Out perceive the quality of the food and service to
be reliable. The second concept that emerged from the text analysis was friendly (Gottfredson
and Aspinall, 2005). Customers identify the employees of In-N-Out as friendly (Danes, Hess,
Story and York, 2010).
Relationship: From the text analysis there are two concepts that is relevant to the
relationship facet of In-N-Out. Consumers relate the brand In-N-Out to childhood memories
(Braun-LaTour and LaTour, 2007). People perceive In-N-Out as being a place for families to
get together and spend time. The second concept that comes forward is the community. Due to
the personalization of orders, the so-called ‘secret menu’, customers felt engaged. This created
a community feeling. Nowadays the fast-food chain sells all kinds of merchandise such as t-
shirts and shoes (“In-N-Out Burger Company Store”, 2020).
Culture: Regarding the culture facet of the brand identity prism of In-N-Out, three concepts
emerged. According to “In-N-Out History” (2020) the three core values of the brand are
cleanliness, quality and service. The core values are developed by the founder Harry Snyder
and the company claims they still guide the day-to-day business activities.
Reflection: Regarding the reflection facet of the brand In-N-Out, multiple concepts
emerged. The first concept that emerged was regional customers (Condon, 2017). In-N-Out is
mainly focused on Californians since that is the region in which the company operates. In
research by Lee (2011), it is stated that In-N-Out prefers to open restaurants in areas with a
higher percentage of white people and a higher average income.
Self-image: From the text analysis two concepts emerged regarding the self-image facet of
the brand identity prism of the brand In-N-Out. The first concept is the reconnection to the west
coast roots (Braun-LaTour and LaTour, 2007). Condon (2017) stated about In-N-Out: “a
romanticized version of Southern California: palm trees and hot rods and harmless fun on a
Friday night at the drive-in”. A second concept that emerges is the feeling of privy (Braun-
LaTour and LaTour, 2007). When ordering the so-called ‘secret menu’, customers felt
privileged because of having knowledge from inside the company. Due to this ownership of
knowledge, customers felt ownership over a piece of the brand itself.
23
4.5 Dickies workwear identity prism
Lastly, the brand dickies workwear was analyzed based on texts retrieved from research
papers, articles and the website of the brand. The brand identity prism of Dickies workwear was
filled in and provided below in Figure 6.
Figure 6. Dickies workwear brand identity prism
Physique: Regarding the physique facet of the brand Dickies workwear, there were multiple
concepts that came forward. The first concept that emerged from the texts is quality
(Williamson-Dickie Europe Ltd, 2020). The second concept that came forward from the texts
is durability (Taylor, 2010). Williamson-Dickie Europe Ltd (2020), quoted that each product
of Dickies workwear is longwearing. The last concept that emerged from the text analysis is
safety.
Personality: From the text analysis multiple concepts come forward regarding the
personality facet of the brand identity prism of Dickies workwear. A concept that emerged was
innovative (Pal, 2011). Dickies workwear tries to constantly innovate in terms of, for example
new fabrics or design. A second concept that emerged from the texts was the concept tough
24
(Morris, 2005). This is mainly because Dickies brand identity is related to blue-collar working-
class clothing for men.
Relationship: Regarding the relationship facet of Dickies workwear, different concepts
emerge. First, the concept that emerges is workers community (Labrador, 2015), which is the
origin of the brand. The second concept that emerges is the skate community (“Meet the Dickies
Skate Team”, 2020). When Dickies noticed skaters started wearing their brand due to the good
protection, the brand decided to start a skate community. The third concepts that emerged were
music and graphics (Wipperfurth, 2005). Both are selected by the brand for younger people to
relate to.
Culture: Regarding the culture facet of Dickies workwear multiple concepts emerged that
form a set of values that represent the culture of Dickies. According to Williamson-Dickie
Europe Ltd (2020), the brand aims to provide workwear with the latest technologies that is as
safe and effective as possible for their customers.
Reflection: From the text analysis multiple concepts regarding the reflection facet of
Dickies workwear emerged. The first concept that emerged was workers (Williamson-Dickie
Europe Ltd, 2020). In research of Labrador (2015), is stated that Dickies is often associated
with the working class. But there was also another concept that emerged multiple times. This
was the concept of gang members (Nyce, 2016). Morris (2005), states that so-called ‘gang
markers’ always wore baggy Dickies trousers.
Self-image: Regarding the self-image facet of the brand Dickies workwear, multiple
concepts emerged. The first concept that came forward was cool (Aledin, 2009). Another
concept that emerged from the texts was different. Aledin (2009) states that teenagers perceive
the brand Dickies as cool because of the feeling they wear something that is different.
25
5. Discussion
From the results, the prisms were compared to evaluate whether there exist any
corresponding facets in the brand identity prisms of the analyzed hijacked brands. With these
comparisons a conclusion can be drawn to answer the research question: “To what extent do
brand identity facets of hijacked brands correspond with each other?”
5.1 Conclusion
Regarding the physique facet, there is some correspondence in prisms. As can be seen in
the prisms from Polo Ralph Lauren, Burberry, In-N-Out, and Dickies workwear, the concept of
quality arises. Four of the analyzed hijacked brands are in physical terms perceived as good
quality. Another resemblance is the concept of durability that came forward. The brand Dr.
Martens as well as Dickies workwear, were both perceived as durable. The last resemblance
between the physique facets of the brand identity prisms is the concept of practical. Both Dr.
Martens and Polo Ralph Lauren were perceived as practical.
In the personality facet, there is one resemblance between the prisms of Burberry and
Dickies workwear. In both analyses, the concept of innovative emerged. So, both brands are
perceived to have an innovative personality.
Regarding the relationship facet, there is one concept that strongly emerged in the brand
identity prisms of Burberry, In-N-Out and Dickies workwear. This is the concept of community.
In the text analysis of these three brands, Burberry, In-N-Out and Dickies workwear, it came
forward that the relationship the brand forms with the target audience is a result of a community
built around the brand.
Regarding the culture facet of the brand identity prisms, multiple resemblances emerge. The
first concept that emerges in two prisms is the concept of heritage. From the text analysis, this
concept came forward in both the prisms of Polo Ralph Lauren and Burberry. However,
Burberry is rather associated with British heritage, while Polo Ralph Lauren is associated with
American heritage. The second correspondence regarding the culture facet is the concept of
quality in the prisms of Dickies workwear and In-N-Out. Quality is an important value for both
brands, and is therefore a part of the companies’ culture.
Between the reflection facets of the brand identity prisms of the analyzed hijacked brands
are no resemblances. Each brand identity has its own stereotypical user.
Regarding the self-image facet of the brand identity prisms there are small resemblances.
In the prism of Dr. Martens, the self-image facet emerged as the feeling of individuality.
26
However, in the prism of Burberry, the self-image facet emerged as the feeling of exclusiveness.
In the self-image facet of the prism of Dickies workwear, the concept of different emerged.
Although these are not exactly the same words, these brands gave customers the feeling of
autonomy, being special and a single human being.
Besides the above described resemblances, all other concepts found in the facets of the
analyzed brand identity prisms deviate from each other.
To conclude, the highest correspondence was found in the physique facet. Almost all
hijacked brands were named quality, durable and/or practical. Secondly, correspondence was
found between two prisms in the personality facet. Furthermore, correspondence was found in
the relationship facet, where the concept of community plays a role. This finding confirms the
research of Wipperfurth (2005), that consumers of hijacked brands are likely to build a
community with people who feel the same emotional connection to the brand. Also, between
some hijacked brands a culture of quality and heritage plays a role. Lastly, three of the hijacked
brands made consumers feel autonomous and different in their self-expression. This also
confirms the research of Wipperfurth (2005), who stated that hijacked brands made consumers
feel distinct. Only in the reflection facet, no single correspondence was found.
So, it can be concluded that a considerable number of brand identity facets amongst hijacked
brands correspond with each other.
Considering the practical implications of this research, these findings can help managers to
evaluate their brand’s identity and to assess facets that are resembling in brand identities of
hijacked brands. Managers can assess whether these facets are desirable to have for their brand
or not. So, the research in this thesis could be a further building block to look at brand identities
from a different perspective.
5.2 Limitations and further research This research also has some limitations. First, to delve more deeply into the subject of brand
identity prism facets within hijacked brands, a larger sample would be required. This was not
possible for this research because of strict time and resource constraints. This study has shown
that some facets correspond across hijacked brands, but whether there are some facets that
correspond across a statistically sufficient sample of hijacked brands is not proven yet. To test
this, a quantitative study could be conducted in the future. Roy and Banerjee (2014) conducted
27
a quantitative study on the gap between brand identity and brand image. A similar study could
be conducted using hijacked brands to find out whether an identity-image gap is larger among
hijacked brands than non-hijacked brands.
Furthermore, from this research can be concluded that there is a considerable amount of
correspondence amongst brand identity facets of hijacked brands, but it does not become clear
whether there are certain brand identity facets that lead to an increased chance of brand
hijacking. This was not suitable for this research, because of its exploratory nature as a result
of the limited state of knowledge on this subject. However, this could be an interesting topic
for further research. This could mainly be an interesting matter for brand managers, since they
can anticipate on this research by adopting their brand identity. On the one hand they could
overcome a brand hijack by building a brand identity upon facets that decrease the chance for
a brand to get hijacked. On the other hand, companies can also anticipate better on a so-called
co-created brand hijack by embracing certain brand identity facets.
So, the findings of this research provide an interesting angle on hijacked brands and their
brand identities. The knowledge on this subject is far from being fully explored, and will
definitely benefit from additional academic attention.
28
References
Aaker, D. A. (2012). Building Strong Brands. New York, United States: Simon & Schuster.
About Us | History | Dr. Martens. (2020). Retrieved from https://www.drmartens.com/nl/nl/history
Ahrendts, A. (2013). Burberry’s CEO on turning an aging British icon into a global luxury brand. Harvard Business Review, 91(1), 39–42.
Aledin, S. (2009). TEENAGERS’ BRAND RELATIONSHIPS IN DAILY LIFE – a qualitative study of brand meanings and their motivational ground among teenagers in Helsinki and London metropolitan areas. (Doctoral dissertation, Turku School of Economics) Retrieved from https://www.utupub.fi/bitstream/handle/10024/97333/Ae4_2009Aledin.pdf?sequence
Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5), 501–517. https://doi.org/10.1108/13620430410550754
Braun-LaTour, K. A., & LaTour, M. S. (2007). Using childhood memory elicitation to gain
insights into a brand at a crossroads: The In-N-Out burger situation. Cornell Hotel and Restaurant Administration Quarterly, 48(3), 246–273. https://doi.org/10.1177/0010880407304396
Burberry logo (2020) [image]. Retrieved from https://nl.pinterest.com/suzannevangool1/the- world-of-burberry/ Burberry Nederland. (2020). Burberry World Retrieved from https://nl.burberry.com/articles/ Cheng, H., Kotler, P., & Lee, N. R. (2010). Social marketing for public health. Social
marketing for public health: Global trends and success stories, 1. Retrieved from http://samples.jbpub.com/9780763757977/57977_CH01_final.pdf
Condon, K. (2017). How Regional Fast Food Restaurants Build Brand Identity to Reach
Local Consumers. Elon Journal of Undergraduate Research in Communications, 8 (1), 76–85. Retrieved from http://www.elon.edu/docs/e-web/academics/communications/research/vol8no1/08_Katie_Condon.pdf
Cova, B., & Pace, S. (2006). Brand community of convenience products: new forms of customer empowerment – the case “my Nutella The Community”. European Journal of Marketing, 40(9/10), 1087–1105. https://doi.org/10.1108/03090560610681023 Da Silveira, C., Lages, C., & Simões, C. (2013). Reconceptualizing brand identity in a dynamic environment. Journal of Business Research, 66(1), 28–36. https://doi.org/10.1016/j.jbusres.2011.07.020
29
Danes, J. E., Hess, J. S., Story, J. W., & York, J. L. (2010). Brand image associations for large virtual groups. Qualitative Market Research: An International Journal, 13(3), 309–323. https://doi.org/10.1108/13522751011053653
Davies, C. (2016). Smells like teen spirit: Channelling subcultural traditions in contemporary
Dr Martens branding. Journal of Consumer Culture, 16(1), 192–208. Retrieved from https://journals.sagepub.com/doi/pdf/10.1177/1469540514521079?casa_token=Fxb5VfmLYJkAAAAA:6fGfOjdFTZwN38U3JXw2n_TXUVgjGqE6HaVDFD7h7Bi6vVx6xM4t5ri7zOotpHhK94fScRkWQBSh
Dawar, N. (2004). What are brands good for?. MIT Sloan Management Review, 46(1), 31. Retrieved from http://sloanreview.mit.edu/wp-content/uploads/saleable- pdfs/46106.pdf De Chernatony, L. (1999). Brand Management Through Narrowing the Gap Between Brand
Identity and Brand Reputation. Journal of Marketing Management, 15(1–3), 157–179. https://doi.org/10.1362/026725799784870432
Dickies Workwear logo (2020) [image]. Retrieved from
https://www.dickiesworkwear.com/ie/dickies-everyday-safety-boot-fa247b Dr. Martens logo (2020) [image]. Retrieved from https://en.wikipedia.org/wiki/Dr._Martens EURIB. (2009). Kapferer's Brand-Identity Prism Model. European Institute for Brand
Management, 24, 2014. Retrieved from https://www.academia.edu/download/36721515/v_-_Het_Brand-Identity_Prism_model_van_Kapferer__EN_.pdf
Farhana, M. (2014). Implication of brand identity facets on marketing communication of
lifestyle magazine: case study of a Swedish brand. Journal of Applied Economics and Business Research, 4(1), 23–41. Retrieved from https://www.researchgate.net/profile/Mosarrat_Farhana/publication/266684406_Implication_of_Brand_Identity_Facets_on_Marketing_Communication_of_Lifestyle_Magazine_Case_Study_of_A_Swedish_Brand/links/5437a3080cf2590375c53620.pdf
Gottfredson, M., & Aspinall, K. (2005). Innovation Versus Complexity: What Is Too Much of
a Good Thing? Harvard Business Review, 83(11), 1–10. Retrieved from https://www.fastbridge.net/wp/content/uploads/resources/Innovation_versus_Complexity.pdf
Harris, F., & De Chernatony, L. (2001). Corporate branding and corporate brand performance. European Journal of Marketing, 35(3/4), 441–456. https://doi.org/10.1108/03090560110382101 In-N-Out Burger Company Store. (2020). Retrieved from https://shop.in-n-out.com In-N-Out History. (2020). Retrieved from https://www.in-n-out.com/history In-N-Out logo (2020) [image] Retrieved from http://hackthemenu.com/in-n-out/secret-menu/
30
Janonis, V., Dovalienė, A., & Virvilaitė, R. (2007). Relationship of brand identity and image. Engineering economics, 51(1), 69–80. Jung, K. L., & Merlin, M. (2003). Lifestyle Branding: as more companies embrace it,
consumer opposition grows. Journal of Integrated Marketing Communications, 40–45. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.199.2096&rep=rep1&type=pdf
Kapferer, J. N. (2008). The new strategic brand management: Creating and sustaining brand
equity long term. Kogan Page Publishers. Retrieved from https://razi.ac.ir/documents/439798/0/THE%20NEW%20STRATEGIC%20BRABD.pdf
Kayode, O. (2014). Marketing Communications [BookBoon] (1st ed.). Retrieved from
http://digitalknowledge.cput.ac.za/bitstream/11189/7063/1/Marketing_Communications_KayodeO.pdf
Keller, K. L., & Lehmann, D. R. (2006). Brands and Branding: Research Findings and Future Priorities. Marketing Science, 25(6), 740–759.https://doi.org/10.1287/mksc.1050.0153 Knape, E., & Lundell, H. (2011). The Brand Identity and Brand Image of Gothenburg -A
Case Study of Way out West. (Bachelor Thesis, Götenborg University). Retrieved from https://gupea.ub.gu.se/bitstream/2077/25714/1/gupea_2077_25714_1.pdf
Kozinets, R. (2017). Brand Networks as the Interplay of Identities, Selves, and Turtles:
Commentary on “Interplay between intended brand identity and identities in a Nike related brand community: Co-existing synergies and tensions in a nested system.” Journal of Business Research, 70, 441–442. https://doi.org/10.1016/j.jbusres.2016.06.020
Labrador, R. N. (2015). “The Rock, Rock On”: Musical Autobiography as National Counter-
Story. Popular Music and Society, 38(2), 243–260. https://doi.org/10.1080/03007766.2014.994321
Lee, P. C. R. (2011). The Expansion of In-N-Out Burger. (Doctoral dissertation, California
State University, Northridge). Retrieved from http://www.csun.edu/~pl273965/698/RichLee_Thesis.pdf
Lee, T. S., Leung, C. S., & Zhang, Z. M. (2000). Fashion brand image marketing: Brand image and brand personality. Research Journal of Textile and Apparel, 4(2), 60–67. Martínez, E., & De Chernatony, L. (2004). The effect of brand extension strategies upon
brand image. Journal of Consumer Marketing, 21(1), 39–50. https://doi.org/10.1108/07363760410513950
Meet the Dickies Skate Team. (2020). Retrieved from https://www.dickies.com/dickies-skate/
31
Moore, C. M., & Birtwistle, G. (2004). The Burberry business model: creating an international luxury fashion brand. International Journal of Retail & Distribution Management, 32(8), 412–422. https://doi.org/10.1108/09590550410546232
Morris, E. W. (2005). “Tuck in that Shirt!” Race, Class, Gender, and Discipline in an Urban
School. Sociological Perspectives, 48(1), 25–48. https://doi.org/10.1525/sop.2005.48.1.25
Nguyen, K. L., & Bug, P. (2016). Burberry: a model for successful technology
integration. (Reutlingen University). Retrieved from https://publikationen.reutlingen-university.de/frontdoor/deliver/index/docId/1373/file/1373.pdf
Nyce, C. M. (2016). The Weirdest Dress Codes at Your School. The Atlantic, 1–7. Retrieved
from.https://www.researchgate.net/profile/Todd_Demitchell2/publication/303524833_Can_School_Dress_Codes_Help_Curb_Gang_Violence/links/5748661908ae008e3c912ef2/Can-School-Dress-Codes-Help-Curb-Gang-Violence.pdf
Our Culture. (2020). Retrieved from https://burberrycareers.com/content/Our- Culture/?locale=en_GB Pal, R. (2011). Identifying organizational distinctive competence by business mapping in a
global textile complex. Journal of Textile and Apparel, Technology and Management, 7(2), 1–23. Retrieved from https://www.diva portal.org/smash/record.jsf?pid=diva2:871272
Perman, S., & Lester, L. (2009). In-N-Out Burger: A Behind-the-counter Look at the Fast- food Chain that Breaks All the Rules. Harper Collins Publishers. Phan, M., Thomas, R., & Heine, K. (2011). Social Media and Luxury Brand Management: The Case of Burberry. Journal of Global Fashion Marketing, 2(4), 213–222. https://doi.org/10.1080/20932685.2011.10593099 Polo Ralph Lauren logo (2020) [image]. Retrieved from https://logos-world.net/ralph-lauren- logo/ Ponnam, A. (2007). Comprehending the Strategic Brand Building Framework of Kingfisher in the Context of Brand Identity Prism. The Icfai Journal of Brand Management, 4(4), 63–71. Roy, D., & Banerjee, S. (2014). Identification and measurement of brand identity and image
gap: a quantitative approach. Journal of Product & Brand Management, 23(3), 207–219. https://doi.org/10.1108/jpbm-01-2014-0478
Srivastava, A. (2017). Brand identity prism [image]. Retrieved from
https://marketinglessons.in/kapferer-brand-identity-prism-concept-example/ Straker, K., Wrigley, C., Goworek, H., Perry, P, & Kent, A. (2016). Emotionally engaging customers in the digital age: the case study of “Burberry love”. Journal of Fashion Marketing and Management: An International Journal, 20(3), 276–299. https://doi.org/10.1108/jfmm-10-2015-0077
32
Taylor, B. A. (2010). Working-person’s guide to quality and productivity, Part 2: How to
increase productivity in your practice. Hearing Review, 17(9), 14–24. Retrieved from https://www.hearingreview.com/hearing-products/accessories/components/a-working-persons-guide-to-quality-and-productivitypart-2-how-to-increase-productivity-in-your-practice
Templeton, S. (2013). It’s Not About the Clothes: Branding Strategies of American Heritage
Brands Brooks Brothers and Ralph Lauren. (Major Papers by Master of Science Students, University of Rhode Island). Retrieved from http://digitalcommons.uri.edu/tmd_major_papers/1
The Man. (2020). Retrieved from https://www.ralphlauren.eu/nl/en/the- man/70936?webcat=brands&orignalCatID=brands&altrurlID=brands The Timeline. (2020). Retrieved from https://www.ralphlauren.eu/nl/en/the- timeline/70931?ab=EU_RL50_AboutTheMan_MOOD_Slot_CN_S1_L1 Theng So, J, Grant Parsons, A., & Yap, S. (2013). Corporate branding, emotional attachment and brand loyalty: the case of luxury fashion branding. Journal of Fashion Marketing and Management: An International Journal, 17(4), 403–423. https://doi.org/10.1108/jfmm-03-2013-0032 Tynan, A. C., & Drayton, J. (1987). Market segmentation. Journal of Marketing
Management, 2(3), 301–335. https://doi.org/10.1080/0267257x.1987.9964020 Urde, M. (2013). The corporate brand identity matrix. Journal of Brand Management, 20(9),
742–761. https://doi.org/10.1057/bm.2013.12 Viot, C. (2011). Can brand identity predict brand extensions’ success or failure? Journal of
Product & Brand Management, 20(3), 216–227. https://doi.org/10.1108/10610421111134941
Wemby, A. (2010). Crafting a Dual- Market Strategy -A case study of Burberry. (Bachelor
Thesis, Kristianstad University). Retrieved from https://www.diva-portal.org/smash/get/diva2:331174/FULLTEXT01.pdf
Weresh, S. P. (2018). Sustainable Advertising Represented in a Creative Brief for Dr.
Martens (Doctoral dissertation, University of Oregon). Retrieved from https://scholarsbank.uoregon.edu/xmlui/bitstream/handle/1794/24137/Final%20Thesis-Weresh.pdf?sequence=1&isAllowed=y
Williamson-Dickie Europe Ltd. (2020, June 9). A Proud History of Dickies – Brand Evolution. Retrieved from https://www.dickiesworkwear.com/uk/blog/proud-history- the-evolution-of-the-dickies-brand Wipperfurth, A. (2005). Brand Hijack: Marketing Without Marketing. New York City, New York: Portfolio.