What are the implications of resurrecting a brand?
For Díez, it is important to distinguish between business performance and brand value, since many brands can disappear due to business management problems, but still maintain high esteem among consumers. In the case of Mexicana de Aviación, the bankruptcy of the company does not necessarily reflect a lack of love or attachment to the brand, but rather a result of problems in managing its businesses.
There are brands that, despite disappearing, are still remembered and appreciated by consumers. “An example of this is Blockbuster, which could not adapt to the new needs of the market, but still evokes nostalgia in many consumers. Although nostalgia can be powerful, Mexicana de Aviación faces additional challenges, such as the operation of the airline by the military, which can generate tensions and rejection in some sectors of society”, says the consulted expert.
Reviving a brand that faced bankruptcy presents risks, such as consumer mistrust and association with past flaws. But it could also be an interesting challenge for Mexicana to rebrand itself and build on the success it had in the aviation segment, says Roberto Báez, a specialist in strategic communication and founding partner of the Headline PR&Comms agency.
“There are always risks associated with resurrecting a brand that left the market for negative reasons such as bankruptcy: distrust and the ghost of having fallen into bankruptcy, even if the conditions of the company are completely different and it has nothing to do with its current reality. “, says.
How to regain consumer confidence?
To regain trust and reconnect with consumers, Jorge Soltero, a professor at the Banking and Commercial School (EBC), assures that the airline must implement a solid communication strategy, based on transparency and sincerity. Consumers need to be informed about what happened and the company needs to address any existing controversy for its new take off.
“It is necessary to carry out an in-depth analysis and actively listen to current consumers,” he says. This involves identifying what aspects of the brand were valued in the past and why they connected with consumers, as well as understanding the new needs of the market and the deficiencies that other brands are not addressing.
The new Mexicana de Aviación will have 20 routes to Cancun, Monterrey, Guadalajara, Tijuana, Campeche, Chetumal, Mérida, Puerto Vallarta, Ixtapa Zihuatanejo, Cozumel, Los Cabos, Hermosillo, Ciudad Juárez, Villahermosa, Huatulco, Oaxaca, Acapulco, Mazatlán, La Peace and Leon.
The challenge now lies in finding the balance between rescuing the strengths and values that made Mexicana de Aviación a strong brand and adapting to the current needs of the airline market. Although some generations still recognize and could give the brand a second chance, it is crucial to rebuild a relationship based on an interesting and reliable value proposition for those consumers who have received only negative or no information from the airline in recent years.
With information from Juan Tolentino Morales