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Inducing omni-temporality: product heritage appropriation in corporate heritage brand construction

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Abstract

This article advances knowledge on omni-temporality by looking at the processes by which a corporate brand may appropriate and valorise the heritage traits of a product brand. Set within the corporate and product brand dynamic, it presents the results of a qualitative study using case research on LVMH and Dom Pérignon. The study identifies how a younger corporate brand appropriates an older product brand’s heritage. Results contribute to a better understanding of the induction of omni-temporality, and of the development of a corporate heritage brand. They pave the way for a meritocratic view of corporate heritage as a status that can be acquired through managerial work.

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Authors and Affiliations

  1. ISEM Fashion Business School, Universidad de Navarra, Marquesado de Santa Marta, 3, 28027, Madrid, Spain

    Pedro Mir Bernal

  2. TBS Education, Barcelona, Spain

    Fabien Pecot

  3. Carroll School of Management, Boston College, Boston, USA

    Bradford Hudson

  4. Université de Nouvelle-Calédonie, Larje, Nouméa, Nouvelle-Calédonie

    Virginie de Barnier

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  1. Pedro Mir Bernal
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  2. Fabien Pecot
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  3. Bradford Hudson
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  4. Virginie de Barnier
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Correspondence to Pedro Mir Bernal.

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Conflict of interest

Two of the authors worked as executives and consultants in the hospitality and luxury sectors. They interacted with the Dom Perignon brand and other brands now controlled by LVMH in their capacity as advisors and supervisors of buyers. This occurred several years before the research was conceived or conducted. None of the authors worked for Dom Perignon or LVMH itself.

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Mir Bernal, P., Pecot, F., Hudson, B. et al. Inducing omni-temporality: product heritage appropriation in corporate heritage brand construction. J Brand Manag 30, 144–156 (2023). https://doi.org/10.1057/s41262-022-00303-8

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  • DOI: https://doi.org/10.1057/s41262-022-00303-8

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