Multinational Corporate Rebranding Strategies in Developing Markets: The Case of Total Energies Ghana’s Strategic Repositioning

Abstract

This study examines the communication strategies employed by TotalEnergies during its rebranding in Ghana, the key messages conveyed, and the challenges encountered. Using qualitative research methods, particularly interviews with key stakeholders and content analysis of publicly available information, the study explores how TotalEnergies navigated the transition from its former identity to a more sustainability-driven brand within a culturally diverse and dynamic market. Findings reveal that TotalEnergies utilized an integrated marketing communications (IMC) approach, leveraging multiple platforms such as traditional media, digital channels, and direct stakeholder engagements to disseminate its rebranding message. The study also identifies the primary messages communicated, including the company’s commitment to renewable energy, sustainability, and innovation. However, challenges emerged, particularly in the public’s interpretation of the brand’s new visual identity, as the multi-colored logo led to unintended associations. Additionally, skepticism regarding the true impact of the rebranding, complicated the communication process. To counter these challenges, TotalEnergies implemented social proof strategies, such as the establishment of solar-powered service stations and electric vehicle charging points, to reinforce its sustainability narrative. The study connects these findings to existing literature on corporate rebranding and IMC, emphasizing the importance of aligning brand messaging with tangible actions to gain consumer trust. The research contributes to the broader discourse on multinational rebranding efforts in Africa, providing insights into how global corporations can successfully localize their communication strategies. It highlights the significance of clear messaging, proactive stakeholder engagement, and context-sensitive brand positioning. Limitations of the study include its reliance on qualitative data, which, while rich in insight, may benefit from complementary quantitative analysis in future research. Recommendations include further studies on a mixed-method approach as well as a comparative analysis of rebranding strategies in other African markets. Ultimately, this study underscores the complexities of corporate rebranding in culturally distinct markets and offers practical lessons for multinational corporations navigating similar transitions.