Building strong brands in multi-business corporate networks.
DOI:
https://doi.org/10.34630/tth.v6i1.7272Keywords:
Multi-Business Networks, Brand Portfolio, Brand Coherence, Competitive Advantage, Adaptation, Internal CommunicationAbstract
Managing multi-business brand networks requires more than just applying rigid models; it demands constant adaptation to balance the autonomy of each brand with the identity of the parent company. This article analyses how brand architecture and the search for portfolio coherence allow the recognition of a lead brand to influence the public's acceptance of a new sub-brand project. Despite this, the practical application of these concepts brings real challenges to companies, where the gap between leadership strategy and on-the-ground execution can undermine consumer trust. Thus, success in these contexts depends on internal communication that aligns employees with organizational values. In conclusion, managing a vast portfolio involves frequent adjustments that demonstrate the network is "alive."References
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