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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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 (2023). https://doi.org/10.1057/s41262-022-00303-8
- Corporate Heritage
- Product brand