ARCHETYPES IN BUSINESS: FROM THEORY TO BRAND STRATEGY PRACTICE

Abstract

The article explores the archetypal approach in brand management as a tool for building sustainable emotional connections between brands and consumers in the context of hypercompetition and digital mediatization. The theoretical foundation is based on C. G. Jung’s concept of the collective unconscious and universal “primary images”, as well as the 12-archetype model by M. Mark and C. Pearson. The study argues that a brand archetype represents a deep semantic framework, distinct from positioning or persona, defining the brand’s role in consumers’ lives and typical interaction scenarios. Psychological mechanisms (priming, narrative transportation, emotional activation), cultural risks (J. Baudrillard’s simulacra, G. Hofstede’s cross-cultural dimensions), and organizational aspects (E. Schein) are analyzed. A structured overview of 12 archetypes and their business roles (Hero, Creator, Caregiver, Outlaw, etc.) is provided with examples of application in global companies. An algorithm for archetypal brand strategy development is proposed, including internal audit, consumer insights, category analysis, cross-cultural adaptation, brand narrative creation, identity system design, and implementation roadmap. The archetype is highlighted as an “inner compass” for corporate culture, HR practices, and management decisions, ensuring consistency across all brand touchpoints. Evaluation metrics are outlined: brand equity (Keller), behavioral KPIs, archetypal fit indices, and neuromarketing indicators. Potential risks such as stereotyping, cultural misinterpretations, simulacra, and ethical challenges of digital targeting are identified, alongside approaches to minimize them. The study concludes that the archetypal approach provides integrative potential for long-term brand identity and outlines promising research directions (Big Data, neuromarketing, ESG communications, VR/AR).