Determinantes de la elección de una estrategia de marca tras la fusión/adquisición

  1. Paula Alvarez González
  2. Carmen Otero Neira
Journal:
Universia Business Review

ISSN: 1698-5117

Year of publication: 2014

Issue: 43

Pages: 84-103

Type: Article

DIALNET GOOGLE SCHOLAR lock_openDialnet editor

More publications in: Universia Business Review

Abstract

Nowadays, the process of M/A is a booming strategic alternative for business growth because it allows resources and capabilities of two or more business to be integrated, synergies to be obtained and sustained competitive advantages to be achieved. Although the initial reason to make a M/A isn’t to get a brand(s), one of the organizational and marketing issues that arises after a M/A is the choice of the name of the new entity. To create and maintain this important asset it is important to understand correctly the process of brand integration and its determinants. This work, which mix the literature of marketing and M/A, shows evidences that the type of transaction and size influences on the brand integration strategy after the M/A.

Bibliographic References

  • Basu, K. (2006) “Merging brands after mergers”, California Management Review, Vol. 48, núm. 4, p. 28-40.
  • Bauer, F.A.; Matzler, K.; Wille, C. (2011) “Integrating brand and marketing perspectives in M&A”, Druid, Dinamarca, junio, p. 15-17.
  • Brooks, M.R.; Rosson, P.J.; Gassmann, H.I. (2005) “Influences on post-M&A corporate visual identity choices”, Corporate Reputation Review, Vol. 8, núm.2, p. 136-144.
  • Capron, L.; Hulland, J. (1999) “Redeployment of Brands, Sales Forces, and General Marketing Management Expertise Following Horizontal Acquisitions: A Resource-Based View”, Journal of Marketing, Vol. 63, núm. 2, p. 41-54.
  • Cuervo-Cazurra, A. (2008) “Las distancias en el proceso de internacionalización: el caso del Banco Santander”, Universia Business Review, núm. Extra 17, p. 96-111.
  • Ettenson, R.; Knowles, J. (2006) “Merging the brands and branding the merger”, MIT Sloan-Management Review, Vol. 47, núm. 4, p. 39-49.
  • Gussoni, M. y Mangani, A. (2012). Corporate branding strategies in mergers and acquisitions. Journal of Brand Management, Vol. 19, núm. 9, p. 772-787.
  • Hofstede, G. (2001). Cultures consequences: Comparing values, behaviors, institutions and organizations across Nations. 2nd Ed. Sage Publications. California.
  • Homburg, C.; Bucerius, M. (2005) “A Marketing Perspective on Mergers and Acquisitions: How Marketing Integration Affects Postmerger Performance”, Journal of Marketing, Vol. 69, enero, p. 95-113.
  • Hooley, G.J.; Greenley, G.E.; Cadogan, J.W.; Fahy, J. (2005) “The performance impact of marketing resources”, Journal of Business Research, Vol. 58, p. 18–27.
  • Jaju, A.; Joiner, C.; Reddy, S.K. (2006) “Consumer evaluations of corporate brand redeployments”, Journal of the Academy of Marketing Science, Vol. 34, núm. 2, p. 206-215.
  • Kernstock, J. and Brexendorf, T.O. (2012). Corporate Brand Integration in Mergers and Acquisitions – An Action Research-Based Approach, Corporate Reputation Review, Vol. 15, p. 169-178.
  • Kongpichayanond, P. (2009) “Knowledge management for sustained competitive advantage in mergers and acquisitions”, Advances in Developing Human Resources, Vol. 11, núm. 3, p. 375-387.
  • Kumar, S.; Blomqvist, K.H. (2004) “Mergers and acquisitions: making brand equity a key factor in M&A decision-making”, Strategy & Leadership, Vol. 32, núm. 2, p. 20-27.
  • Lambkin, M.; Muzellec, L. (2008) “Rebranding in the banking industry following mergers and acquisitions”, International Journal of Bank Marketing, Vol. 26, núm. 5, p. 328-352.
  • M’zungu, S.D.M.; Merrilees, B.; Miller, D. (2010) “Brand management to protect brand equity: A conceptual model”, Journal of Brand Management, Vol. 17, p. 605–617.
  • Meyer, C.B. (2008) “Value leakages in mergers and acquisitions: Why they occur and how they can be addressed”, Long Range Planning, Vol. 41, p. 197-224.
  • Morgan, N.A.; Rego, L.L. (2009) “Brand Portfolio Strategy and Firm Performance”, Journal of Marketing, Vol. 73, núm. 1, p. 59-74.
  • Muzellec, L.; Lambkin, M. (2006) “Corporate rebranding: Destroying, transferring or creating brand equity?”, European Journal of Marketing, Vol. 40, núm. 7, p. 803-824.
  • Ortiz-de-Urbina-Criado, M.; Montoro-Sánchez, M.A.; Guerras-Martín, L.A. (2009) “Fusiones/ Adquisiciones y acuerdos de cooperación en la Unión Europea durante el periodo 2000-2007”, Universia Business Review, núm. 22, p.118-133.
  • Schweiger, D.M.; Very, P. (2003) “Creating value through merger and acquisition integration”, Advances in Mergers and Acquisitions, Vol. 2, p. 1-26.
  • Vazirani, N. (2012) “Mergers and Acquisitions Performance Evaluation- A Literature Review”, Journal of Management, Vol. 8, núm. 2, septiembre, p. 37-42.
  • Vu, D.A.; Shi, Y.; Gregory, M. (2010) “Brand and product integration in horizontal mergers and acquisitions”, European Journal of International Management, Vol. 4, núm. 1-2, p. 79-119.
  • Vu, D. A.; Shi, Y.; Handy, T. (2009) “Strategic framework for brand integration in horizontal mergers and acquisitions”, Journal of Technology Management in China, Vol. 4, núm. 1, p. 26-52.
  • Wiles, M.A.; Morgan, N.A.; Rego, L.L. (2012) “The effect of brand acquisition and disposal on stock returns”, Journal of Marketing, Vol. 76, núm. 1, p. 38-58.
Data source: Dialnet