Effects of organisational culture on brand portfolio performance

Abstract

Many consumer goods firms have a wide brand portfolio. If these are not carefully managed, it can lead to brand proliferation, and result in complex organisational structure, lack of focus and resource constraints. Drawing on previous work on the role of leaders in effective brand management, this study explores the effects of organisational culture on brand portfolio performance. Based on a mail survey of consumer goods companies, the findings show that leadership, company vision, staff rewards, motivation and ownership are crucial to brand portfolio performance. Likewise, a brand orientation helps brand focus, coordination, and emphasises shared vision and the long-term orientation. This study contributes to the organisation-wide approach to brand portfolio management.

Keywords::

• brand portfolio management
• organisational culture
• leadership
• brand portfolio performance

Additional information

Notes on contributors

Sylvie Laforet

Sylvie Laforet is an international scholar and a Professor of Marketing at GCU. Her research interests are in the areas of Branding, Organisational Innovation, and SMEs. She has widely published and has delivered talks and business key notes on issues in Branding and Innovation internationally.