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Brand management in mergers and acquisitions

PublikationArtikel (med peer review)
Christina Öberg, Företagandets villkor, Förvärv, Internationalisering, Kina, Shlomo Yedidia Tarba, Tyskland, Yijun Xing, Yipeng Liu

Sammanfattning

Purpose: The purpose of this paper is to focus on emerging market companies that internationalize into advanced economies by means of acquisitions and to investigate brand management during post-acquisition integration from a multi-level perspective and to identify how a brand management strategy can be constructed. It takes into account the influences of country-of-origin image, corporate brand and brand portfolio to obtain a granular view of post-acquisition brand management.

Design/methodology/approach: A multiple case study approach was adopted. By using case studies and storytelling qualitative research methods, the empirical setting was related to the acquisitions undertaken by Chinese companies in Germany.

Findings: The authors identified three mechanisms for brand management in the post-acquisition integration of emerging market companies – namely, transferring, dynamically redeploying and categorizing – that underpin the interconnection and combined influence of country-of-origin image at the national level, corporate brand at the organizational level and brand portfolio at the product level.

Practical implications: Brand has been viewed as a strategic asset in Chinese cross-border mergers and acquisitions (M&As). Brand management is a dynamic process that involves learning and interaction between the acquirer and target. The research offers a practical guideline for both acquirers and targets in managing brand in the context of acquisitions undertaken by emerging market companies in advanced economies.

Originality/value: The findings provide important insights into the brand management strategies adopted in Chinese cross-border M&As in particular, and emerging market companies venturing into advanced economies in general. The interlinking of country, company and product levels introduces new ideas to the brand literature related to acquisitions, and the setting of Chinese companies acquiring German ones constitutes an important contribution to the understanding of the different ways in which companies from emerging economies may pursue branding strategies in the context of cross-border M&As.

Liu, Y., Öberg, C., Tarba, S., & Xing, Y. (2018). Brand management in mergers and acquisitions: Emerging market multinationals venturing into advanced economies. International Marketing Review, 35(5), 710-732. DOI: 10.1108/IMR-01-2017-0011.


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Spin-in and spin-out for growth – On the acquisition and divestiture of high-tech firms
Artikel (med peer review)Publikation
Öberg, C.
Publiceringsår

2021

Sammanfattning

Purpose: This paper describes and discusses company spin-ins and spin-outs as a means to understand company growth in a dynamic context. The following question is asked: How can growth be understood in spin-ins and spin-outs of innovative firms? The paper suggests return on capabilities as a measure to understand growth in an open innovation context.

Design/methodology/approach: The empirical part of the paper consists of a single case study. Data was captured through interviews and secondary data sources.

Findings: The paper points to that resources alone do not explain strategic decisions by a company and how spin-ins and spin-outs result from the need for capabilities, changes in business foci and temporary solutions to deal with overcapacities or lack of alternatives.

Originality/value: The paper contributes to research by discussing contemporary issues in strategy and innovation and relating them to the resource-based view and the growth of the firm. Spin-outs, and acquisitions and divestitures as interlinked events have rarely been focused on in the literature, while they remain frequent phenomena in practice.

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Artikel (med peer review)Publikation
Öberg, C.
Publiceringsår

2020

Sammanfattning

Open marketing as conceptualized in this paper refers to how external parties take part in strategic, integrative marketing activities. To distinguish this more recent trend in marketing from traditional meanings of marketing, the paper provides a typology on roles and role keepers in marketing. Four types of roles and role keepers are outlined: marketing as 1) solely being performed by actors in the supplier company communicating offerings, 2) an activity shared among functions of the supplier company, 3) external parties communicating offerings, and 4) external parties contributing to strategic marketing. Using the concept of ‘roles’ in marketing helps to structure activities and actors – or roles and role keepers – and provides a basis for understanding that marketing results from what is done, not merely from who performs it. The paper underlines how new ways of conducting business also have implications for a company’s marketing beyond its borders.

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