Human rights groups are increasingly calling for the protection of their right to privacy in relation to the bulk surveillance and interception of their personal communications. Some are advocating through strategic litigation. This advocacy tool is often chosen when there is weak political or public support for an issue. Nonetheless, as a strategy it remains a question if a lawsuit is strategic in the context of establishing accountability for indiscriminate bulk data interception. The chapter concludes that from a legal perspective the effect of the decision to litigate on the basis of the claim that a collective right to group privacy was violated has not (yet) resulted in significant change. Yet the case study, the British case of human rights groups versus the intelligence agencies, does seem to suggest that they have been able to create more public awareness about mass surveillance and interception programs and its side-effects
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The purpose of this study is to provide a better insight into the impact of rebranding on stakeholders; the case for this study is the rebranding of the Hotel Management School (HMS). This research has explored how the stakeholders have experienced rebranding and how the rebranding has affected the brand identity, image and loyalty. A qualitative research method was used and data was gathered conducting semi-structured, face-to-face interviews with the students, staff and industry partners. The data illustrates that due to effective internal communication the employees were not affected by the rebranding. Nevertheless, the brand identity, image and loyalty did not have the same effect on the students and industry partners. Thus, it is recommended that HMS pay more attention to improving the communication, rebuilding and expansion of the brand identity.
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Private Labels have transformed from value purchases into powerful brands. This paper develops a framework based on the four strategic dimensions of brand breadth, positioning, segmentation, and relationship with the store brand that retailers can uniquely draw upon to organise their brand portfolios. It examines the case of German retailer Rewe that successfully organises its private label portfolio along these dimensions. This paper argues that maintaining multi-tiered and multi-segmented private label portfolios can be important tools for retailers enabling them to cover broader markets, fulfil current consumer needs, build brand equity, and strengthen customer loyalty.
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