Stuart Whitwell, joint managing director of Intangible Business, a brand valuation consultancy, makes the point that it can often be tougher to turn an ailing B2B concern around than it is to use marketing to revive a consumer entity. "Unlike consumer brands, where revivals are commonplace - Levi's, Harley Davidson, M&S, Skoda - B2B brands are rarely able to make a comeback", argues Whitwell. "B2B companies are reliant on fewer customers who have a greater level of knowledge.

"B2B failures are therefore generally catastrophic - Enron, Arthur Andersen, Barings Bank. Once a B2B brand's reputation is tarnished, it is very difficult to repair. In contrast, consumer brands have significantly more customers with a lower level of knowledge who are more willing to forgive and forget indiscretions, as seen recently with Bernard Matthews and Cadbury."

Losing touch with commercial and consumer trends often leads to failure. Marketing has a wider remit than tactical implementation of strategy. With marketing at the centre of an organisation, threats can be identified at an early stage and strategy adapted to overcome them.

Some brands that have traditionally enjoyed a dominant market position can become complacent and detached from the real world while competitors take advantage of new trends. Whitwell points to Courvoisier in the Far East market by way of example, once dominant with its Napoleon Cognac, it is now a "third tier" brand.

"Leveraging a brand's heritage is a sure fire way of reviving a failing brand", says Whitwell. "Contemporary interpretations of nostalgia support a brand's authenticity and longevity. This tool is frequently used to revive brands and has been used to great aplomb by the likes of Burberry, Mini and Royal Enfield. Even Sainsbury's is getting in on the act with its Heritage range, evoking its past with copperplate script and a simple cream and red packaging design."

 To read the full article please see pdf below.