Managing founder-based brand identity during succession

Abstract

Linking the literature on brand management and family firms, this paper explores how family firms manage a founder-based brand identity during succession. An exploratory case study of an Italian family firm operating in the jewellery sector was conducted. The case analysis highlighted that a joint effort between the first and second generations and non-family members is needed in order to preserve and adapt the family business resources and manage the founder-based brand identity over time.

Branding your identity online! The importance of the family dimension for Italian family wine businesses’ foreign turnover

“…Brand identity is an important resource that businesses adopt to compete internationally. However, most of the previous research has focused on the impact of specific brand dimensions on consumers' buying behaviours (Chamorro et al, 2015), while less is known about which brand identity dimensions have the most influence on businesses' performance. Additionally, brand identity has rarely been investigated with respect to family businesses (Beck, 2016;Binz Astrachan et al, 2018), while from preliminary studies it clearly emerges that family businesses pursue very different brand communication strategies (Micelotta and Raynard, 2011).…”

“…By definition, a family business is "a business governed and/or managed with the intention to shape and pursue the vision of the business held by a dominant coalition controlled by members of the same family or a small number of families in a manner that is potentially sustainable across generations of the family or families" (Chua et al, 1999, p. 25). According to the resource-based view, family businesses possess unique resources (Carney, 2005;Casprini et al, 2019;Habbershon and Williams, 1999). In particular, family wine businesses are building on unique resources such as their family name, real estate and heritage behind the country-of-origin or the wine intrinsic characteristics (Balestrini and Gamble 2006;Pucci et al, 2017;Sogari et al, 2018), to increasingly differentiate, domestically and internationally.…”

Thirty Years of Research on Succession in the Field of Family Business: A Bibliometric Analysis

“…Familiness is a valuable resource in the family business (Habbershon & Williams, 1999) and plays a major role in the success of the succession process (Cabrera-Suárez, García-Almeida, & De Saá-Pérez, 2018). The majority of these researchers have relied on the resourcebased approach to explain the functioning of family business (Au et al, 2013;Casprini et al, 2020). However, Craig and Moores (2005) take a slightly different approach by focusing on the Balanced Scorecard, which they identify as an appropriate instrument to describe management, business development and succession planning in family businesses.…”

Journal of Brand Management: year end review 2020

“…An integrative review of tactics and strategies (Amaral 2020) Exploring sources of voter-based political human brand equity (Atzger et al 2020) Counterfeit versus original patronage: Do emotional brand attachment, brand involvement, and past experience matter? (Bian and Haque 2020) How brand owners construct imagined worlds with brand visual aesthetics (Buschgens et al 2020) Managing founder-based brand identity during succession (Casprini et al 2020) Heart, head, and hand: a tripartite conceptualization, operationalization, and examination of brand loyalty (Dapena-Baron et al 2020)…”