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Abstract

nMarketing innovations have always been a tip of the tongue in the world of startups. It has taken a vibe as a tactical tool to do business terms of manufacturing or service industry. Ola, which has redefined itself in the mobility services, has reached its peak of success from a startup to a brand in this service industry as its operations have already gauged the success of serving the customers domestically and also internationally. With this, Ola has decided to take a high note jump in the field of production innovation to add yet another new product to its business basket i.e. Ola electric. The study reveals about how this shift from service to manufacturing industry by Ola can make remarkable benchmark in the field of production. As a study says, the segment and consumer buying behavior towards this technology of electric vehicles is on a slower mode, yet the Ola’s world’s biggest futuristic manufacturing unit embedded with the latest robotics technology is on the cards. Can it sustain this big leap? With the expert opinions, this industry has still time to grow to gain the impact as well as the market share. Ola has a big question ahead in terms of sustainability with its strategies and also competition by the big brands in this electric vehicle segment. Will it taste the
success or?n

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[if 344 not_equal=””]ISSN: 2581-530X[/if 344]

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Abstract

nThe companies engaged in production are changing their brand names are frequently. They do this for the changes they do in their brand. The present paper gives understanding about the corporate strategy in rebranding their products and analyzes the impact of such strategies on brand equity. The paper examines the clear-cut view about rebranding strategy in industries, as well as eliminate the competitors in the commodity market, and advertising and promoting the product to the people in different way. The paper exposed a conceptual model to integrate different dimensions of rebranding. Analyzing the rebranding strategy by determining the leverage of brand equity from basic level of the brand hierarchy
to the other constitutes an interesting way for further research. Executives are reminded that dimensions of rebranding needs to be managed holistically and supported by all stakeholders, with specific attention given to employees’ reactions. The present paper is of value to anybody seeking to understand the rebranding technique, including academics and business managers.n

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