THE GLOBAL BRAND AS A HEADQUARTERSUBSIDIARY DYNAMIC - A SINGLE CASE STUDY ON THE DYNAMICS OF INFLUENCING A GLOBAL BRAND

Abstract: The topics of headquarter subsidiary relationships, global branding, and subsidiary charter and mandates all are widely studied fields. However, there seems to be a gap in bridging these fields of study. This, while increased globalization and the interconnectedness of the world economy, has made it more important for MNCs to manage their subsidiaries in a structured manner. This study aims to shed light on how MNCs structure and strategize their subsidiary’s charters and mandates, allowing them to influence the existence of a global brand while attaining a level of specification adapted to the local environment. The paper aims to do this by taking on an abductive approach and developing existing theory by bridging the abovementioned fields of study in a single case study. By combining theoretical aspects in a conceptual framework and empirical data from a case study, a new model could be developed explaining how MNC structures and strategizes its subsidiaries' charter and mandates to influence the existence of a global brand. The findings show that the use of an efficient, wellstructured network of subsidiaries each working with their independent charter connected via global strategies adheres to influencing the global brand. While secondly, the standardization through the sharing and usage of branding resources among subsidiaries through subsidiary mandates acts as a more direct influence. In addition, charters influenced primarily by local markets can be used to meet local demands while levels of standardization using branding resources and guidelines can assert the corporate brand and influence the exitance of a global brand.