Corporate brands as catalysts in times of change: Lessons from a South African bank

In our case research we examine the role of corporate brand as a catalyst for change during a corporate turnaround in a South African bank. Our examination of the processes and practices employed by the bank in its corporate branding efforts broadly supports the views found in extant theory. In particular we find that corporate branding success depends on a clear master plan, leadership, internal communication and alignment, external alignment and successfully overcoming resistance to change. We contribute a deeper understanding of the processes and practices of corporate branding in a field where normative approaches are generally privileged over accounts of how corporate branding unfolds in practice.