The Yin and Yang of brand portfolio transformations: how conscientious “lighthouse brands” drive sustainability in organisations

Abstract This study explores the dynamic interplay between conventional and conscientious brands within the context of sustainability transformation in brand portfolios. We examine three conscientious brands within a leading consumer goods company using a case study approach. Drawing on the metaphor of Yin and Yang, our findings reveal that conventional brands, with their established market presence and substantial revenue generation, provide the financial stability necessary for the growth of conscientious brands. Conversely, conscientious brands, although currently smaller in market share and profitability, pioneer sustainable practices and inspire innovation within the portfolio. We identify key driving forces, such as increasing consumer demand for sustainable products, competitive pressures, and regulatory requirements, alongside internal factors like top management commitment and employees’ intrinsic motivation. However, several restricting forces, including consumer scepticism, higher costs of sustainable materials, and internal resistance, pose significant challenges. The concept of “lighthouse brands” emerges as pivotal, acting as trailblazers for sustainable practices and enhancing the overall sustainability image of the organisation. These brands test new technologies and gather valuable consumer feedback, which informs broader portfolio strategies.