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The introduction of the original Mazda 323 five‐door into the South African market in 1977 launched the brand from virtual obscurity to instant success. The 323 became the top selling derivative in the country and the brand became a household name. However, during the 1980s the brand′s equity steadily eroded and it was perceived to be a staid, boring marque with a poor image. Describes how the brand was successfully revitalized in the early 1990s. Draws a distinction between revitalization and the successful “renaissance” advertising strategy. Reviews the outcome of the renaissance campaign, ini addition to Mazda′s current performance, concluding that the brand has been successfully revived – to the point that Mazda′s market share in South Africa is the highest achieved by the brand anywhere in the world.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into ten sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research; Product management; Channel management; Logistics and distribution; New product development; Purchasing.

The purpose of this paper is to find out: strengths/weaknesses, environmental opportunities/threats encountered by traditional market; traditional market business position; and a proper business strategy to be applied by traditional market and its implication on the marketing strategy.

The population in this research was policy makers in Bali Province, in relation to the development and revitalization planning of traditional market, and traders doing their activity in a traditional market. The data analysis used internal and external strategic factor matrix (IE).

Key external strategic variables that pose both current and future threats are information technology, bargaining power with buyers and competitors. The key internal strategic variables which are included both present and future strengths are product quality, product variety offered, uniqueness of products offered, affordable product prices, bargaining process, strategic market location, service speed and vast parking lot. Based on the business position of the present Denpasar traditional market which is in quadrant V, while in the future it will be in quadrant II, the strategy properly applied is the proper competition strategy to be grown and built.

The research was only conducted to traditional markets in Bali, thus it cannot be generalized to wider areas, and this research used the survey method where the data collection process was done in a certain point of time or cross-section, whilst the environment would experience extra quick changes. Therefore, it is important to do this research in the future.

The originality for this paper shows the comprehensively development strategies, revitalization strategies in traditional market, by using strength weakness opportunity threat and IE matrix analysis, and research location which is conducted in Bali that has different tourist condition and potentials from other regions.

The purpose of this paper is to investigate the dynamic process of brand meaning creation by multiple stakeholders during corporate rebranding in the digital environment.

By applying a symbolic interactionist perspective, the case study analyses a failed corporate rebranding of Gap. A variety of narratives by managers, consumers, designers, and marketing professionals were captured by collecting qualitative data on Facebook, Twitter, and professional forums on the internet.

The study demonstrates that the process of brand meaning creation is affected by the complexity of brand meaning negotiation within and between different stakeholder groups. The findings illustrate that the polarisation of brand meanings, in which both antagonistic and supportive forms co-exist, has a determinable impact on the outcome of corporate rebranding.

The study analyses one case of corporate rebranding failure with the focus being on the four key stakeholder groups. Future studies could examine multiple cases of successful and failed corporate rebranding, including a broader variety of internal and external stakeholders.

Marketing managers should engage multiple stakeholders proactively during the process of brand meaning creation. They are encouraged to learn from antagonistic incidents of brand meaning negotiation as well as to utilise opportunities arising during constructive episodes of brand meaning co-creation.

The study contributes to previous research by exploring how the process of brand meaning creation can trigger the collision of brand meanings, which lead to the failure of corporate rebranding.