Over the course of the twentieth century, entrepreneurs developed a number of successful global brands in consumer-goods industries. However, few independent brands survived the merger waves of the 1980s. To address the question of why so few independent brands survived, this paper examines successful brands in industries that rely principally on advertising for competitive success. Successful consumer-goods brands in several industries and countries are compared in order to highlight innovative strategies pursued by brand managers. The analyzed brands are mainly owned by Europeans, although a few examples of American and Japanese brands are covered as well.

The concept of path dependence is used to compare the evolution of the organizational forms of two groups of transportation and warehousing firms, the Dutch vemen and the Antwerp naties, that operated in seaports between c.1500 and 1900 and beyond. Their adoption of cooperative forms reflected the corporative guild creed that prevailed in early modern European cities. After 1815, when their businesses were no longer regulated by local governments, the vemen and naties remained locked into the cooperative form of governance that had prevailed for so long. This organizational form gradually adapted to changing circumstances, but its egalitarian structure remained intact until the late nineteenth century (vemen), and even into the twentieth century (naties). The two groups of firms’ organizational forms evolved differently under the impact of the legacy of the early modern period and the weight of their own later distinctive experiences.

Although Norway's information-technology (IT) industry has never been an international success, it has been a critical factor in the country's economy over the past thirty years. Several IT companies came close to reaching a global scale, but escalating costs finally prevented them from doing so. In addition, the IT firms became sidetracked by the domestic sales opportunities that accompanied the expansion of the Norwegian oil sector, as they chose to design specialized products for national markets instead of targeting the international market-place. Although their decision resulted in organizational continuity, the firms themselves have experienced turbulence, bankruptcy, and change, making the development of the sector a messy and problematic affair.

The computer-services and software industry used to be conveniently divided into three main sectors: mass-market software vendors, enterprise software vendors, and computer services. The three sectors were distinct, because personal computers, corporate mainframes, and online computer networks operated in relative isolation. The arrival of the Internet effectively connected everything, facilitating the entry of mass-market vendors into enterprise software and of both mass-market and enterprise software vendors into computer services. As the turbulence of the first decade of the Internet era subsides, a gradual transition from traditional software products to “Web services” is taking place.