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

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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.

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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.

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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

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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.”

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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.

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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.

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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

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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.

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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.

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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”.

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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?”

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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

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(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.

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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

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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).

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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.

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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.

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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

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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.

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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.”

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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.

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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

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(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.

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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

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