Contrasting cases of corporate heritage-in-use: vibrant versus latent approaches

Abstract

Although management of corporate heritage has strategic significance, the domain is still emerging. Notwithstanding, a foundational article by Balmer et al. (2006) has stimulated considerable research. Much of that research is about the nature and principles of corporate heritage brands. The Monarchy has received considerable attention, as it represents a corporate heritage brand exemplar (Balmer, 2009, 2011a, 2011b; Balmer et al. , 2006; Greyser et al. , 2006). In contrast, heritage brands in the corporate commercial context receive less empirical consideration. Notable exceptions are studies of Cunard (Hudson, 2011), the family-owned Shepherd Neame brewery (Burghausen and Balmer, 2014, 2015), Tiffany and Burberry (Cooper et al., 2015a) and four Australian companies (Cooper et al., 2015b). The chapter contrasts corporate heritage across Canada and Australia, examining two major corporates, Canadian Tire Corporation and David Jones, and ends with consideration of a third company, Canadian Tim Hortons.