This chapter examines the relationship between ownership and power in the context of consumer identity and brand dynamics within the cultural landscape. Ownership extends beyond the legal possession of objects to include psychological territory where brands become integral to consumers’ self-identity and self-projection. This multifaceted concept of ownership is explored through the lens of various stakeholders – consumers, employees, and corporations – each wielding influence over brand perception and value. This chapter further explores how consumers, as stakeholders, gain power by shaping brand value and meaning, emphasising the role of community and collective identity in this process. With the advent of digital platforms even lurkers contribute to the brand’s narrative, challenging traditional notions of ownership and control.

Economic capital is not the sole determinant of a brand’s power; rather, consumer interactions and cultural positioning significantly influence brand narrative and ownership. This chapter focusses on how technologies have complicated these power relations, enabling consumers to co-author brand narratives in digital brand communities. This has led to a fluidity of power where some brands have adeptly navigated the currents, repositioning themselves and engaging new consumers. Using Skype, Burberry, and Old Spice as examples, this case study discusses the failures and successes of brands in maintaining equilibrium in the power dynamic. Burberry’s journey illustrates the brand’s struggle and eventual success in reclaiming its image from unintended consumer associations, while Skype’s decline showcases the challenges of sustaining consumer connection and relevance in a rapidly evolving technological landscape. Old Spice exemplifies the successful redirection of brand power towards a new narrative that resonates with both male and female consumers.