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Los Lingues®: Transitioning family identity through branding the 20th oldest family
business in the world
Dianne H.B. Welsh, Ph.D.
Hayes Distinguished Professor of Entrepreneurship
Founding Director, Entrepreneurship Programs
The University of North Carolina Greensboro
Bryan School of Business & Economics
516 Stirling Street
Greensboro, NC 27402
1-336-256-8507 work
1-336-334-5580 fax
dhwelsh@uncg.edu
dhbwelsh@gmail.com
Orlando Llanos-Contreras, Ph.D.
Associate Professor
Facultad de Ciencias Económicas y Administrativas
Universidad Católica de la Santísima Concepción
Avda, Alonso de Ribera 2850
Concepción, Chile
Phone: +41 2345800
ollanos@ucsc.cl
Abstract
Hacienda Los Lingues®, or simply Los Lingues® (www.loslingues.com), is the oldest
family business in the Americas and the 20th oldest in the world (Family Business Magazine,
2015). Steeped in the history of Chile, the multigenerational family firm has a four-pronged
business structure: the flagship boutique hotel, wines, horse breeding and stables, and real estate
development. While the family name is well-known in Chile, it has not been leveraged to
develop a strong family business brand. The family is just beginning to realize the potential of
being branded as one of the oldest family businesses in the world. Some family members are not
sure whether this is a good strategy and how it could be implemented in today’s marketplace.
The case involves how to best transition the family identity through branding utilizing the talents
of the upcoming generations to ensure family business continuity and involvement.
Purpose
This case provides an analysis of a 17th generation family business. With the grandchildren, the
family is now in its 19th generation. It requires the reader to understand the issues surrounding
sustaining a family business throughout the generations and the dilemma facing the family
continuance of the business with realistic solutions. Maintaining the family business identity
while branding the family business for today’s market are key components of the case. The
reader must identify key resources to enhance the competitiveness of the family business through
marketing and communication, while protecting the intellectual property rights of Hacienda Los
Lingues®. The reader first must identify entrepreneurship opportunities already pursued and
other opportunities that may be available, the success or failure of these endeavors, challenges to
the intellectual property rights and the trademarked brands that are ongoing, and future possible
directions given their unique resources. Key learning objectives of the case are as follows: 1.
Identify the unique resources of Los Lingues®. 2. Determine how to sustainably manage their
ecological and man-made resources. 3. Identify unique marketing and branding directions. 3.
Assess the human resources for the near-term and future resources of continuing generations. 4.
Evaluate potential directions Los Lingues® could pursue in the short- and long-term to enhance
profitability given resource constraints. 5. Evaluate the most effective channels of
communication that maintains the family business identity. 6. Evaluate how best to increase
consumer awareness locally, regionally, nationally, and internationally to elevate the family
business brand. 7. Determine the tactical plan to realistically carry out the strategy chosen to
compete in the different markets, from locally to globally.
Design/Methodology
This case has been written based on public information of the company and in-depth personal
interviews and surveys with three generations of family members, relatives, employees, and
management over six months, that included two three-day visits by the second author and a week
residential stay by the first author. Recordings were transcribed as well as detailed notes taken
during the interviews. The management situations and the questions of the case have been
developed with the aim of providing support for teaching and learning. This case can be used in
multiple ways. First, the case can be used in classes for undergraduate or graduate students in
entrepreneurship, family business, strategy, communication, and marketing. Second, the case can
be as a learning activity in seminars with family business members. Third, the case can be used
to train family business consultants and advisors concerning tools and methods to promote
sustainability and continuity in family businesses.
Findings
The real case analyzes a continuous 17th generation family business that is facing a dilemma
concerning sustaining the family business identity and image while branding the business for the
21st Century and beyond. The reader is required to identify unique marketing and branding
directions, most effective channels of communication, while maintaining the family business
identity, which can be used strategically to enhance the family business brand and consumer
awareness locally and internationally.
Originality/Value
This case allows the reader to integrate family business, human resources, management,
marketing, branding, and communication to strategically resolve a real management challenge
facing the oldest family firm in the Americas and the 20th oldest in the world. The reader must
analyze and propose various strategies and tactics to best leverage the family business identity
and brand to increase market share and awareness. It challenges the reader to integrate theory
and practice to provide responses to the case problem.
Keywords
Family firm identity, identity transmission, multigenerational family firms, entrepreneurship,
communication, marketing, strategy, Chile, Los Lingues®
Paper Type
Teaching case
Introduction
Germán Claro Lira’s 1930 baby picture along with the estate’s coat-of-arms from the Lira
family and the words in gold above it, “Hacienda Los Lingues® Chile” graces the cover of the
calendar tied with a thin yellow ribbon given as a gift to the 80 guests of his 90th birthday
party…Gracias por tu compańia. The Claro family coat-of-arms originates back to 1575 from
Spain and adorns the wall of the dining room, along with the Lira coat-of-arms and the Lyon
coat-of-arms of his wife of 60+ years, Maria Elena Lyon Valverde, age 82. The dining room,
built in 1631 (formerly a barn), is frequented by the guests of the Hacienda each morning for a
warm, inviting breakfast consisting of made-to-order eggs, cheeses, meats, fruits, homemade
tortes, flan, homemade breads and jam, and fresh-made raspberry juice and melon juice. It is one
of the two original dwellings built by the founder. Besides the dining room, the chapel was built
in 1631 and is recognized on the historic register by the Chilean cultural ministry. The chapel
with the original altar, crucifix, and paintings has Masses on occasions while being open daily to
all guests, residents, and employees. It is frequently used for wedding ceremonies of all
denominations. The ceremony is followed by receptions on the lawn complete with an
expansive dance floor and bar or at the new major event center below the Hacienda’s main floor
that is a converted a wine cellar where Hacienda Los Lingues® wine is stored, including stateof-art audio visual technology and handsome furniture and fixtures (see loslingues.com for more
details).
History
The estate has its origins at the end of the 16th century, in the year 1575, when
Melchor Jufré del Águila, Hidalgo Extremo, son of a knight of the military order of
Santiago settled in the Valley of Santiago. Melchor was an important writer and chronicler
of the time, which brought him renown in the society of Santiago and allowed him to be
rewarded by the King of Spain, Phillip II, with the estate at Angostura, located in the
Central Valley of the country.
On the death of Melchor, Hacienda Los Lingues® was inherited by his daughter,
Ana María Águila, wife of the Governor of Chile, Diego González Montero (1662-1670)
(Hacienda Los Lingues®, 2017). From that time, Hacienda Los Lingues® has belonged,
without interruption, to their descendants, through 17 generations. Each generation has
faced multiple challenges to maintain the upkeep of the original buildings and those that
were subsequently built. For centuries Hacienda Los Lingues® developed like many of
the other traditional central valley estates. Because of the distance from main cities and
the lack of developed road infrastructure, the norm three- to four-hundred years ago, the
estate was totally self-sufficient, producing its own food and providing services for the
owners as well as for the workers and their families. Similarly, the estate needed to
provide infrastructure and support for its income-producing activities. Even today, most of
the employees and their families live on the estate in housing provided. Most are
considered extended family, with multiple generations of family members growing up and
choosing to continue the legacy of working there. The grandchildren, now the 19th
generation, greet the workers at the Hacienda with hugs and kisses. For example, the two
main waiters/butlers, Sergio and José, have worked there thirty and twenty years,
respectively.
Hacienda Los Lingues® for centuries resembled a standard farm like most in the Central
Valley of Chile. In 1960, traditional agriculture (i.e., corn, wheat, barley, cherries, plums) and
cattle breeding were the most common activities, but these businesses become harder to produce
a profit with the advent of commercialized large farms, pushing most farms to diversity or be
sold. Growing wine grapes became a major source of income and wineries developed and dot the
Colchagua Valley, the heart of the Central Valley. This area is now a major tourist destination
for wine connoisseurs and adventurers alike who want to experience the foothills of the Andes’,
Like others traditional farming estates, the Claro family reoriented and adapted their farming
activities to the realities of the new market over time. German Claro Lira, the patriarch, took
over the estate in 1965 and the next year started to plan the restoration of the main Hacienda.
Los Lingues® Boutique Hotel
Hacienda Los Lingues® was built in at least three stages beginning in the year 1630.
The corrals (where the chapel is currently located) and the dining room were built first. In
comparison, one of the oldest colonial-era buildings in Chile was consecrated in 1622, the San
Francisco Catholic Church and convent in Santiago. Then, between 1670 to 1680, the second
part was completed. The architecture of the homesteads of the estate is a unique characteristic
that attracts visitors, as they were built between 1690 and 1700, with some of the doors made
by the celebrated “Bavarian Jesuits from Calera de Tango” who also completed work on the
Palacio de la Moneda and the Cathedral of Santiago. The final section of the Hacienda was
completed in 1760. According to German Claro Lyon, the location was determined based on
water supply. To this day, the springs supply an ample water supply to the Hacienda Los
Lingues®. Secondarily, the location of the Hacienda provided a good view of the surrounding
estate for the protection of the animals at night and their care.
The Hacienda started to be renovated in 1966. By 1980, the Hacienda Los Lingues®
boutique hotel started to become a reality. Despite many who thought the family was crazy to
put such a sum of money into an “old house,” the family stayed the course with the historic
preservation of the Hacienda for not only the future members of the Claro and Lyon families,
but for further generations of Chileans. The national heritage is tied to the estate. Jose
Gregorio Argomedo y Montero del Aguila was born in this Hacienda in 1767. He was the first
president of the Supreme Court of Chile and the secretary of the First Governing Board.
Collector’s items from the history of Chile are visible throughout the house. For example,
there are relics from Mateo de Toro y Zambrano, an important soldier, merchant, and leader of
Chile. He served as the Royal Governor of Chile in 1810 and was known to call the first
meeting of citizens that eventually became the first step in Chilean independence. Colonial
warehouses, wine cellars, and a photo library are all open to visitors (Hacienda Los Lingues®,
2017). Besides the historic significance of the Hacienda, the family wanted the chance to have
others experience the culture, food, and traditions of the Chilean countryside.
For decades, Germán Claro Lyon work hard with his family to develop and promote
awareness of the boutique hotel, amenities, and their unique associated businesses-both within
the country and abroad. He travelled throughout the world presenting Los Lingues® to travel and
tourism specialists, attended conventions, and spoke at major events. Los Lingues® was
accepted into the prestigious Relais & Châteaux properties (https://www.relaischateaux.com/) as
one of 378 members around the world and the only hotel in South America. In 1983, he
personally registered and trademarked Hacienda Los Lingues® and Los Lingues®.
Earthquake of 2010. Time has had varying effects on the buildings of the estate. The
colonial structures have had to withstand constant seismic activity that are ever-present. The
earthquake of 2010 most damaged the original colonial structure that was converted into the
boutique hotel in 1980. The 8.8 on the Richter Scale magnitude earthquake caused devastating
damage to construction and left important artefacts buried in the dust (La Tercera, 2011). Thus,
once again, the family undertook the task of restoring this valuable cultural treasure.
For three years while the boutique hotel was closed and being rebuilt, the family had to
financially and emotionally support Hacienda Los Lingues® and its loyal workers with no
revenues coming in. Meanwhile, the elite Relais & Châteaux status was lost due to the hotel
closing for major repairs. More than 3 million US dollars were invested to restore the boutique
hotel to operating condition. The funds were provided by insurance proceeds and additional
family contributions. Even with this investment, there is one building that has still not been
repaired.
Tourism in Chile
In 2018, Chile earned the world travel award 2018 as the best adventure destination in the
world. However, the Chilean tourism industry is still small, despite its rapid growth in the last
few years. While Chile has become recognized for adventure tourism, especially for its flagship
destinations of Torres del Paine, San Pedro de Atacama and Isla de Pascual (GoChile, 2019), the
most visited region of Chile is the central part of the country where the capital city of Santiago is
located. The Santiago International Airport is about 200 kilometers from Los Lingues®. In 2018,
12,068,974 tourists, both national and international, visited attractions and establishments. The
distribution of the touristic activities by regions is shown in Table 1. Hacienda Los Lingues® is
located in the Libertador Gral. Bernardo O´Higgins Region.
Table 1. National and international visitors by region
Source: Subsecretaría de Turismo Chile (2019)
The number of visitors who came to Chile in 2018 were 5,722,928. It is a small fraction
of the 75 million visitors that come to the U.S. each year as a comparison. The Chilean tourism
industry is also smaller that Brazil and Argentina, with 6,942,000 and 6,621,000 visitors a year,
respectively. While international visitors to Chile come from all over the world, most originate
from South America, North America, and Europe. However, the most visitors are from the
neighbouring countries of Argentina, Brazil, Perú, and Bolivia (See Table 2).
Table 2. Visitor country of origin in 2018
Source: Subsecretaría de Turismo de Chile (2019)
Wine Tourism
Chilean wine is exported worldwide (Vinos de Chile, 2019). Most of the wine industry is
located throughout the central valleys from the Valparaíso Region to the Bío Region (See Figure
1). The primary varieties grown are Cabernet Sauvignon, Carménère, Syrah, and Pinot Noir. In
order to develop a stronger wine culture to be closer to their customers, the industry has been
committed to developing wine tourism the last twenty years. The Casa Blanca, Aconcagua,
Colchagua, and Maipo Valleys, closest to Santiago, have taken the lead in promoting wine
tourism aimed at attracting national and international visitors.
Figure 1. Wine valleys in Chile
Source: Wine Folly (2019)
The number of international visitors to Chilean wineries grew about 38 percent from
2016 to 2017, with sales of over 453 million US dollars. Brazil leads with the greatest number of
visitors to Chile, but the highest growth rate has been the Asian market (See Table 3).
Table 3. Percentage of tourists and growth of wine tourism (2016-2017)
Source: Based on data from Enoturismo Chile (2018)
Colchagua Valley Wineries. The Colchagua Valley is located 150 kilometers south of Santiago,
the capital and international gateway to the country. This is where thirteen of the most
prestigious Chilean wines are produced. This is where the first wine tour was held in 1996, now
most national and international wineries operate their own wine tours (Trekking Chile, 2019).
Visitors have access to activities ranging from tours of wine production facilities, wine tastings
and culinary sampling, as well as outdoor activities such as horseback riding, cycling and hiking.
Los Lingues® Ventures
Currently, the Claro family has a four-pronged strategy focusing on real estate
development, wine, Aculeo® horse breeding and stables, and the Hacienda Los Lingues® Hotel
(See Figure 2).
Figure 2. Structure of Los Lingues® Ventures
Los Lingues®
Businesses
Real Estate
Development
Horse Breeding
Wine
Boutique Hotel
The property development business formed when Germán Claro Lira bought
additional land surrounding the estate and subdivided around 90 hectares of the 2200 hectors
of the estate. With Santiago’s booming growth, many inhabitants desire a place outside the
city to relax on weekends and holidays but easily accessible to the major highways within a
reasonable distance. The location is only 125 kilometers from the capital and appeals to those
who want to experience nature and history.
The Claro family have always been horse lovers. Germán Claro Lira bought “Criadero
de Aculeo” in 1965, the most important breeding ground for Chilean fine horses in the
country. Aculeo® horse breeding and stables originated from Bereber and Numidians horses
in North Africa that were brought to Spain by the Moors then to Chile by the Spanish
conquistadors. Visitors can also experience trail riding to the foothills of the Andes on the
Aculeo® horses.
According to Claudio Alberto Naranjo Zuniga, General Manager of Los Vascos Winery,
which is owned by Domaines Barons de Rothschild (Lafite) since 1988, the relationship with
Los Lingues® began in 2005. It was the first time in the 200-year history of the company that an
agreement was signed to produce a private label wine for resale, sold exclusively in Chile. The
agreement was reached between Baron Eric de Rothschild and Germán Arturo Claro Lyon
because of the distinguished backgrounds of both families and their estates, symbolizing the
history and now the alliance forged was after the Baron visited the Hacienda. The Hacienda Los
Lingues® wine selection includes Cabernet Sauvignon, Gran Reserva Sauvignon, Sauvignon
Blanc, Chardonnay, and Rosé wines, all with Certificates of Origin and high quality with value
(Cutter Films, 2011).
However, the boutique hotel is the flagship business that the family is proudest of. The
boutique hotel is like the center of a wheel and the spokes are related businesses. and serves as
the center of the related businesses. At the 90th birthday party Germán Claro Lira and his son,
Germán Arturo Claro Lyon, now 60 years old, both agreed that “the idea of turning the family
house into a boutique hotel was a huge innovation for the industry forty years ago.” The family is
most proud of the boutique hotel. Considering the importance of Los Lingues® in the history of
Chile and acknowledging its architectural importance as many buildings this old have been
destroyed by frequent earthquakes, its restoration is a bond to their heritage for the next
generations of the Claro family and indeed a preserved cultural treasure to be appreciated by
visitors from Chile and around the world.
Inspired by European castles and the Biltmore Estate in the U.S. (the matriarch is a
distant relative of the Vanderbilt family), both the father and son, as well as the entire family,
worked hard to transform the family house into one of the first boutique hotels in Chile and the
first in the Colchagua Valley, today a recognized tourist wine destination area. The hotel has 22
rooms and can hold about 50 guests. Since the beginning of the Hacienda’s conversion into a
hotel, the family has focused their strategy on luxury branding, including their own branded wine
that bears the Lira family coat-of-arms with the Domaines Barons de Rothschild Lafite coat-ofarms on the back of the Hacienda Los Lingues® wine. They have the first co-branded agreement
with a winery outside those owned by the Rothchild wineries, which owns Viña Los Vascos, also
located in the Colchagua Valley. The wine is available for purchase at the Hacienda.
The Family
There are three generations of the Claro family involved in Los Lingues®. The patriarch
Germán Claro Lira, age 90, and matriarch, Maria Elena Lyon Valverde, age 82. While not
occupying the main house that has been converted into a hotel, they have renovated a “peasant’s
house” within walking distance from the main house and close to the chapel that Maria visits
daily.
The second generation includes two sons and two daughters. The oldest son, Germán
Arturo Claro Lyon, age 60, lives in the original Hacienda in the apartment his parents previously
occupied at one of the end corner areas of the original Hacienda, closest to the chapel. His son,
Herman Philippe Claro Diaz, age 28, lives and works in Santiago.
The oldest daughter, Maria Elena Claro Lyon, age 59, and her husband, Philippe de Toro
Tagle, age 59, live in a house on the estate with their son when he is not away at college, Phillipe
Jose Maria de Toro Claro, age 21, and daughter Maria Elena De Toro Claro Taglae, age 18, who
just graduated from secondary school. Phillipe comes home every weekend to be at Los
Lingues® and stays with his grandmother (mother of his father) in Santiago while attending
college. Daughter, Maria Julieta de Toro Claro, age 32, and husband, Rafael Arratia, age 33, live
in Santiago in an apartment owned by the grandparents.
Daughter, Maria Teresa Claro Lyon, age 57, and her husband, Guillermo Varela, 58 years
old, and children Jose Gabriel Varela Claro, age 26, Maria Valentina Varela Claro, age 25,
Augustine Andres Varela Claro, age 24, Guillermo Nicholas Varela Claro, age 21, Maria
Florencia Teresita De Los Milagros Varela Claro, age 20, live outside Santiago on a small farm
that they bought a year after they were married.
Son, Luis Antonio Herman Claro Lyon, age 54, and single, also lives in a house on the
estate close to the entrance that he has painted a happy bright blue with a kayak and travel trailer
outside. The home is surrounded by chickens, bees that he raises, and other animals. Figure 1
shows the family tree.
There are nine grandchildren, all with unique skills and abilities to contribute to
the future of Los Lingues®. The youngest grandchild just graduated from high school, some are
in college, and others have graduated from the university and are working full-time. Their
chosen fields of study include architecture, engineering, business management, finance and
investments, art, and law. All are fluent in English except for one grandson and one
granddaughter. Both know some English and are planning to study English, one enrolling in a
university program in the U.S. All see some role for themselves in the future of Los Lingues®,
some with a clearer vision than others. Overall, the grandchildren are team oriented and respect
one another. They all want to keep the estate in the family and have different ideas the best way
to accomplish this. Table 2 summarizes the education and skill sets of each family member.
Table 2 Family Member Skills/Degree and Potential Contributions*
Name
German Carlos
Claro Lira
María Elena Lyon
Valverde
Role
Grandfather
Age
90
Skill
Owner
Grandmother
82
Owner
German Arturo
Claro Lyon
Son
60
General Manager
Luis Antonio
German Claro
Lyon
Son
54
Farming,
gardening,
machinery
Contribution
(Not asked)
Decision maker
(Not asked)
Decision maker,
Peacemaker
Supporter
(Not asked)
Perhaps major role
in management,
sales and
marketing
No role (his
response)
Perhaps outside
repairs and
maintenance
General Manager
Maria Elena Claro
Lyon
Maria Teresa Claro
Lyon
Daughter
59
Secretary
Daughter
57
Teacher
Augustin Andres
Varela Claro
María Florencia
Teresita de Los
Milagros Varela
Claro
German Felipe
Claro Diaz
Grandson
24
Granddaughter
20
Business
engineering
Art Major at
University
Grandson
28
Civil engineer
José Gabriel Varela
Claro
Grandson
20
María Elena de
Toro Claro Tagle
Granddaughter
18
María Julieta de
Toro Claro
Daughter
32
Management of
accounts & data
management
2020 secondary
school graduate
(University-Art or
communication
degree)
Architecture &
Jewelry creation
María Valentina
Varela Claro
Granddaughter
24
Lawyer
Guillermo Nicolas
Varela Claro
Felipe de Toro
Tagle
Grandson
21
Son-in-law
59
Felipe Josemaria de Grandson
Toro Claro
21
Guilermo Varela
Son-in-law
58
Rafael Arratia
Son-in-law
33
Computer Science
at University
Administrator,
general manager,
Horses, agriculture,
machinery
Commercial
engineering at
University
Wine and food
Promotion and
product sales
advertising on
social media
Business owner,
Software and
Employee hotel
and culinary
training
Planning
excursions
Promoting ecotourism
Ideas on how to
improve
networking
strategic planning
and financial
accounting
Set up and take
down for parties
No role (her
response)
Perhaps assist
with architectural
renovationsearthquake
Leadership and
Managing the
business
Social media
promotion
Outside
Administration
same as what he is
doing
Management
Software developer
hardware
maintenance
The Dilemma
Los Lingues® is the oldest family business in America, and the 20th oldest family
companies in the world (Family Business Magazine, 2015). While the multi-generational
family is proud of what has been accomplished, they are relentless about continuing to
innovate. While different members of each generation have unique ideas about what to do
next and how to get there, overall there is a belief in the importance of maintaining the family
identity and that communicating the family identity through their business is of utmost
importance. This would create new opportunities to engage with current and new customers,
while building the Los Lingues® brand around history and culture. This would preserve and
maintain the historical heritage of the estate. While the family believes this is a good idea, a
consultant has told them that this strategy is risky. One of the options is to turn over hotel
management operations to a third party that has a well-known name and successful reservation
system. Fuller occupancy would help finance the costs of preserving the historical heritage of
the Hacienda while continuing the family legacy.
How does the family best determine the right strategy to go forward with? If so, then
what is the best tactics to implement the strategy with a limited budget? How does Los
Linguses® involve the 18th and 19th generations of the family to ensure buy in and the use of
their talent and skills for continuity?
Questions:
1. Identify the advantages and disadvantages of being branded as a family firm.
2. Determine whether is a good idea to build the Los Lingues® brand based on the
family firm identity.
3. Identify resources that can be used as part of the marketing strategy for
communicating the family identity of Los Lingues®. This could include, for example,
family history, knowledge and or physical assets.
4. Propose a strategy to gain a competitive advantage by increasing the consumers’
preferences for the Los Lingues® in each of the four areas of the Los Lingues®
Ventures. How much of the family identity should be exposed? What is the best
means and tactics to accomplish this?
5. How should the multigenerational family be involved to best utilize the talents of the
upcoming generations?
6. What governance structures should the family employ to ensure continuity?
7. Does the family need an adviser? If so, what kind? What would the adviser
concentrate on first and foremost?
8. What communication strategies should be employed for today’s marketplace? Are the
strategies different for Chile versus internationally? Should regional communication
strategies be employed (i.e., the most frequent visitors by country)?
9. Does branding vary depending on language and culture? How would the branding
strategy vary? Give examples.
10. How would the marketing strategy vary for each of the four pillars of the business
structure?
The following videos will help you understand the case.
Chilean tourism
https://www.youtube.com/watch?v=Wkz2Y1iBMy
Colchagua Valley wine
Los Lingues®
https://www.loslingues.com/es-es/historia
References
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10.1016/j.jbusres.2018.12.057
Botero, I. C., Binz Astrachan, C., & Calabrò, A. (2018). A receiver’s approach to family
business brands: Exploring individual associations with the term “family firm”. Journal
of Family Business Management, 8(2), 94-112. DOI:10.1108/JFBM-03-2017-0010
Canziani, B.F., Welsh, D.H.B., Dana, L.-P., & Ramadani, V. (2019). Claiming a family brand
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Canziani, B.F., Welsh, D.H.B., & Ramadani, V. (2019). Does language matter in marketing? A
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http://www.edicionesespeciales.elmercurio.com/destacadas/detalle/index.asp?idnoti
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Los Lingues®: The Case of the 20th Oldest Family Business in the World
Dianne H.B. Welsh and Orlando Llanos
Discussion Questions
1. Identify the advantages and disadvantages of being branded as a family firm.
2. Determine whether is a good idea to build the Los Lingues® brand based on the
family firm identity.
3. Identify resources that can be used as part of the marketing strategy for
communicating the family identity of Los Lingues®. This could include, for example,
family history, knowledge and or physical assets.
4. Propose a strategy to gain a competitive advantage by increasing the consumers’
preferences for the Los Lingues® in each of the four areas of the Los Lingues®
Ventures. How much of the family identity should be exposed? What is the best
means and tactics to accomplish this?
5. How should the multigenerational family be involved to best utilize the talents of the
upcoming generations?
6. What governance structures should the family employ to ensure continuity?
7. Does the family need an adviser? If so, what kind? What would the adviser
concentrate on first and foremost?
8. What communication strategies should be employed for today’s marketplace? Are the
strategies different for Chile versus internationally? Should regional communication
strategies be employed (i.e., the most frequent visitors by country)?
9. Does branding vary depending on language and culture? How would the branding
strategy vary? Give examples.
10. How would the marketing strategy vary for each of the four pillars of the business
structure?
