Article Synopsis

It is not uncommon for large scale B2B companies operating across multiple vertical markets to grow by virtue of acquisition. While business growth by acquisition is a finely honed, well-established practice in terms of risk and rewards, organizational alignment, financial return and market expectations; often overlooked is the long-term implication(s) of acquiring multiple organizational brands, without consideration for the potential impact these brand assets may have on the acquiring brand over a long period of time.

This article briefly addresses a few of the critical factors in how complex organizations with multiple brands operating across markets can initiate and gain support to develop a brand portfolio framework, without disrupting core business processes and reporting structures.

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