Le sort des marques obtenues lors des opérations de croissance externe

Robert Paturel and Catherine Thévenard
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Catherine Thévenard: Cerag, Esa Grenoble

Revue Finance Contrôle Stratégie, 1999, vol. 2, issue 2, pages 159-190

Abstract: This research wonders about the reasons which explain the origins of decisions concerning the suppression of acquired brands. In particular, it attempts to link post-acquisition difficulties and brand disappearance, basing itself on resource-based theory. This analysis of thirteen case-studies brings some light to a two phases process of acquired brands management. This process points out that, most of the time, acquirers wish to keep the bought brands. But integration problems (internal restructurations, staff demotivation, destruction of organizational routines which are the basis of acuired firm competences, negative reactions of competitors and distributors) induce acquirers to abandon those brands.

Keywords: external growth; brands; resources; post-acquisition integration; process; case studies. (search for similar items in EconPapers)
Date: 1999

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Persistent link: http://EconPapers.repec.org/RePEc:dij:revfcs:v:2:y:1999:i:q2:p:159-190

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