This chapter argues that power is not only a product of capital control and movement but also of the strategic placement and narrative construct of brands. Brands that successfully become navigational beacons in the cultural landscape do so by establishing a narrative structure that resonates with consumers, thus gaining a form of power and becoming landmarks in the cultural landscape. Here, brands wield significant power in the cultural landscape by crafting identities and spaces that consumers navigate. However, this power is not absolute; it fluctuates with the consumer’s perception, community acceptance, and the brand’s ability to adapt and resonate on a local level while maintaining a wider presence. The real power of a brand lies in its ability to harmonise its institutional power with the cultural and individual identities of its consumers.

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.