Introduction
The expenses attributed to branding efforts has risen over the last decades, estimated to reach USD 559 billion by end of 2017 (Yu, 2017). This exhibits that the competitiveness in the branding sphere has become more intensive where brands cannot afford to remain in status quo. However, notwithstanding these huge expenditures in branding activities, gaps in research persist in the attention given to various areas concerning the application of branding strategy in the B2B sector. This is despite the fact that building strong brands is acknowledged as a crucial part of marketing strategy for B2B enterprises (Seyedghorban, Matanda and LaPlaca, 2016; Leek and Christodoulides, 2011). One pertinent area of research in B2B branding would be brand transformation, a perspective where a collective set of actions and activities are coherently steered to regenerate the engagement experience from the brand, in turn creating value to the customer (Lucarelli and Hallin, 2015). Brand transformation is often practiced when enterprises intend to rejuvenate an existing brand, refresh an old brand, or rebranding an existing brand as a result of a merger or acquisition (Lucarelli and Hallin, 2015; Mininni, 2006). A critical procedure within brand transformation is the repositioning of a brand that encapsulates a radical change involving different stakeholders from internal and external of the organization (Cova and Paranque, 2016). Despite such theoretical claims, there is an inadequacy of case studies of brand transformation practices to support and attest for its positive impact to enterprises and their brands.
