driving force to extract the best of it, so that people satisfy their needs, and so does the organization, reaching a mutual benefit.

According to Solberg (1997), the decision according to which a company should begin an internationalization process or further strengthen its position in international markets shall be pondered considering two dimensions: industry globalism and the company's preparedness for internationalization. The former indicates the competitive structure of the industry, while the latter encompasses all company's capital to manage the internationalization, be it physical (financial resources), social (relationships) or human (management's experience, language skills, cultural knowledge and sensitivity, and so) (Hollensen, 2007).

With the rising competition in recent decades, companies have basically the following two options: get into a price war or seek to differentiate their products. Many of the companies that seek this latter one try to conquer their customers giving life and meaning to their vision, creating a relationship between users, technology and company vision(Martins, 1999), since differentiation based only on physical characteristics of the product is no longer enough. To effectively identify and leverage the essential elements of the brands it is necessary to become fluent in the visual and verbal language of archetypes (Mark & Pearson, 2012).

Archetypes are story characters – prototypes of culturally important figures to create healthy communities – that are learned and recognized implicitly and whose historical and personal significance evoke emotional reactions (Faber & Mayer, 2009). Archetypes are commonly understood as the universal themes of our shared human existence evident in the communality of characters and story that cross culture and geography (McPeek, 2008). Thus, the archetypes can be used by organizations, addressing both the concept of the companies vision and the effective and in, effective communication that grows community. Brands can capture the essential meaning of the category to which they belong and communicate this message in a subtle and refined way (Mark & Pearson, 2012) if they are conscious of it and cultivate it.

Using circular based economies as a relative example, since they both contain disruptive and decentralized based economies similar to the vision of Charles Hoskinson vision of the blockchain. We can learn from this research the challenges to their implementation. The research shows that limited progress in CEBM im- plementation by companies has been associated to various barriers ranging from cultural, regulatory, market and technological aspects (de Jesus and Mendonça, 2018; Kirchherr et al., 2018). (The same challenges the blockchain faces to mass adoption(. Although technological barriers are dominant in literature, Kirchherr et al. (2018) show that cultural barriers are the most pressing type of barriers according to companies and policy-makers. In particular, a hesitant or- ganisational culture and limited awareness, information, and in-house competencies are considered core barriers for the implementation of CEBMs by companies (de Jesus and Mendonça, 2018; Guldmann and Huulgaard, 2020; Kirchherr et al., 2018). Companies require support to reinvent the way they innovate, with a more holistic and business-oriented perspective (de Jesus and Mendonça, 2018).