Background and objectives. In today's information economy intangible assets play a more important role than tangible assets. An intellectual capital is used to determine intangible assets that enable a firm to increase its market value. In turn, the intellectual capital of an integrated business structure – a qualification, experience, staff motivation, knowledge, technology and communication channels are able to create added value providing a competitive advantage businesses.Methods. The methods used: method of analysis of hierarchies – to establish the importance (priority) of the selected components of the potential of intellectual synergy; expert evaluation method – to assess the potential of intellectual synergy of the integrated business structure; graphical – for a visual representation of analytical calculations.Findings. The results obtained in the pairwise comparison constituents potential intellectual synergy integrated business structure are as follows: within the component "human capital" greatest value on a scale of intensity has subconstituent "loyal employees" to part "structural capital" – "business model" for component "brand capital" – "trademarks/ brands". The results obtained when comparing the components together on a scale of intensity showed that the most important component of intellectual capital is the "human capital".Conclusion. The study revealed the importance of examined components of intellectual potential synergies, which include three subsystems: the potential of human capital, structural capital potential, the potential of brand equity and the comparison of them in terms of each individual business units using the analytic hierarchy process. The conducted study proves that the integration of intellectual capital management into the overall management system of the integrated business structure is a necessary condition for the harmonious combination of all systems of individual business units. That study has significant implications for brand management of integrated business structures by providing empirical evidence that can improve understanding of the need to prioritize the components of intellectual capacity.

Introduction. Nowadays, the development of the economy of Ukraine is a demonstration of the trend towards globalization and the necessity for enterprises, including greater understanding, to give more nutrition to the form and brand development.Hypothesis of scientific research. The management of brands’ portfolio positioning should not be based only on trademarks, which belong to an enterprise, but also on the construction of molecule of brands portfolio, which affect on the decision of the consumer independently of holding them, that allows the increasement of the validity of proper brand in the eyes of consumer.Aim of this research is the extension of the theoretical foundations and the development of science-and-practical recommendations, which is followed by the complete management of the brand portfolio.Methods of investigation: The following tools: (goal setting, information and marketing communications; marketing research); models, methods and techniques (traditional methods of statistics, analysis, marketing) modeling; model of brand code and mental fields according to T. Ged; naming techniques); the method of generalization of information, the result of which is the development of the brand / brands, the formation of the portfolio; formation of a brand beech were used in the study.Results of research. Based on the analysis of portfolio concepts in brand management, the essence of the brand portfolio as a set of brands that make up the brand carrier and affect the associated position in the perception of the consumer, regardless of ownership of the company is precised. The meaning "brand carrier" refers to a product, brand, enterprise, organization, person or character associated in the minds of consumers with a certain distinctive quality.Conclusions: Approaches to the formation of brand portfolios, which can be centric (based on the hierarchy of brands and based on systems / networks of brands) and invariant – based on the "molecule" of the portfolio. The model of the organization of management of a brand which includes principles, the purpose, tasks, essence of management and directions of works is formed. Systematized principles of brand management, which we divide into general and specific. Methodical approaches to brand management on the basis of brand positioning are studied, it is established that the method of brand management on the basis of brand positioning should be understood as a way of its practical implementation, then the method is a set of methods and techniques of its appropriate application.

Introduction. Nowadays, both in the world economy in a whole and in the economies of the leading countries a major role play not individual entities, but their integrated structures. Thus, over the last 5 years, sales of the 2000 largest integrated business entities from 51 countries in the world have almost doubled, accounting more than 50% of the global gross domestic product. Taking into account the mentioned above, we can say that the problem of defining cluster foundations for the development of integrated business structures is urgent.Hypothesis of scientific research. All existing organizational forms of integrated structures vary greatly in nature, principles, goals of association, features of the organization, degree of integration of participants, the breadth of coverage of the spheres of production and economic activity, but the use of cluster principles of their organization allows to achieve a synergistic effect of development at a new level.Aim of this research is a study of the above problems within the global economy and across Ukraine.Methods of investigation: in the basis of the analysis procedures lies the modeling of financial and production activities of the group of companies before and after the consolidation on the basis of the cost-output model adapted to the characteristics of consolidated accounting in industrial companies.Results. A new cluster approach to the development of integrated business structures is proposed on the basis of the author's study of world economic practice.Conclusions: The formed matrix of estimation of degree of integration of participants of forms of separate subjects’ unification allows to choose one or another form of business integration depending on the goals which are set for them and the ways of achievement of these goals (for example, retaining or losing their legal, industrial and economic and financial independence).

The article seeks to explore the contemporary issues of promoting brand integration in a merger process. It is suggested to consider the areas for enhancing the degree of brand integration subject to respective brand integration phases of particular business entities (low integration level – a crisis phase; medium level of integration – the phase of stabilization (verified by the presence of complementary effects from internal and external interaction); high level of integration – the growth phase (verified by the presence of synergistic effects from internal and external self-organization). The proposed pathways to foster brand integration within a merger process are sought to contribute to maximizing the degree of consolidation and diversification of available resources in integrated business structures. The use of an integration effectiveness assessment framework allows for zoning of synergetic effect manifestations, identifying the most probable directions for resource diffusion, boosting the territorial clusters complementarity as well as harmonizing the diverse integration and decentralization interests of business entities. Depending on the phases of business units brand integration, the brand integration principles in the context of a merger process have been specified. Apart from that, the relationship between different types of complementary and synergistic effects has been explored subject to a specific brand structure. The study findings have revealed the major barriers to brand integration within business structures which often trigger negative effects from self-organization, in particular. It is argued that to ensure a balance of the organizational and economic premises of integrated business structures, its baseline institutions, mechanisms and technologies should have a vast integration potential that will link individual elements of the system in such a way as to encourage synergistic and complementary effects to form a kind of a helix that attracts and draws individual brands together into innovation processes.

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