Brand intrapreneurs and brand managers: in search of disruption

Abstract

Purpose – The paper aims to postulate as to whether the brand manager function and role is best placed for creating high growth, disruptive brand portfolios. As a potential solution toward resolving this, prescriptions for nurturing brand intrapreneurs are advanced to accelerate corporate entrepreneurial thinking and action based on the empirical case material. Design/methodology/approach – This paper draws from seven case studies of six large global consumer packaged goods (CPG) firms involved in strategic brand venturing activity. Interview quotations are used to provide an invocative account of key ideas and arguments in the paper. Data gathering comprised extensive documentation and observation, and 21 semistructured interviews with senior-level executives and entrepreneurs. Interviews ranged in length with a mean interview time of 1 hour 23 minutes. All interviews were recorded with interviewee permission and, subsequently, transcribed and analyzed. Within-case and across-case analyses were performed using the spiral methodology espoused by Creswell (2007). Findings – Findings are clustered under three themes: galvanic and savvy leaders, entrepreneurial program design and nuanced operating models. In particular, the simultaneous practice of external and internal venturing inside a single venturing unit was noted to generate unique learning and promote corporate entrepreneurial action. Research limitations/implications – While case studies offer a way of investigating complex real-life phenomena with multiple variables, their ideographic nature suffers from an inability to generalize findings to other populations. This research design is no different. Nevertheless, rigorous within-case and cross-case analyses were performed involving world-class CPG marketing corporations to arrive at the findings presented. Practical implications – Numerous prescriptions for implementing brand intrapreneurship are advanced in the paper. Originality/value – Although technology venturing is a well-researched topic, ambidextrous brand venturing groups among CPG corporations renown for their marketing and branding prowess are only beginning to catch-on in practice – this is one of the first empirical paper to enumerate the practices of brand intrapreneurship within a strategic brand venturing framework.

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