Mémoire-projet

Abstract

This thesis examines the brand strategy of Goumanisto, a Belgian company specialized in the production and packaging of fresh aperitif products. Its business model is mainly based on a B2B2C logic, in which private label plays a central role. This configuration makes brand management particularly complex, as the company’s own brands must coexist with retailers’ private labels, client specific brands, and a highly diversified portfolio of references. The research is structured around the following question: Should Goumanisto rethink its brand strategy by adopting an umbrella brand? To answer this question, the thesis draws on a literature review covering brand management, brand architecture, the role of brands in B2B markets, private label, and brand portfolio rationalization. The empirical analysis is based on several complementary sources: an internal audit of the brands and their performance, a competitive benchmark, an analysis of operational constraints related to product references and production changeovers, and semi-structured interviews conducted with internal and external stakeholders. The findings show that the issue of an umbrella brand cannot be approached merely as a matter of visual identity or commercial regrouping. In the case of Goumanisto, private label remains the economic foundation of the company, while its own brands play a complementary role in terms of flexibility, innovation, and differentiation for B2B clients. However, the analysis also highlights a fragmented brand portfolio, in which some brands have a clear strategic territory, while others appear less differentiated or more dependent on a limited number of clients. This thesis therefore shows that rationalizing the brand architecture could strengthen the readability and coherence of the portfolio, provided that it does not weaken brands with a specific strategic role. The adoption of an umbrella brand should not be seen as an automatic solution, but rather as a progressive and conditional option, taking into account Goumanisto’s commercial, relational, and operational realities.