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Article
Publication date: 27 December 2022

Chan Oy Lar Kiki, Yui-yip Lau and Victor C.W. Chan

This study empirically investigates the influence of students' brand attitudes and perceptions of brand fit on their study intention vis-à-vis international brand alliances and…

Abstract

Purpose

This study empirically investigates the influence of students' brand attitudes and perceptions of brand fit on their study intention vis-à-vis international brand alliances and individual brands after alliance.

Design/methodology/approach

Structural equation modelling (SEM) was used in data analysis, and a questionnaire was administered to a sample of sub-degree business management students recruited from a self-financing higher education institution in Hong Kong.

Findings

The results indicate that students' prior attitudes towards the brands of foreign and local institutions and their perceptions of brand fit positively affect their study intention, providing evidence that post-attitudes towards individual brands fully mediate the relationship between attitudes towards international brand alliances and study intention towards individual institutions.

Originality/value

International brand alliances between higher education institutions are becoming increasingly important. In Hong Kong, despite the emerging trend of collaboration between foreign and local universities, an evaluation of the effect of international brand alliances on study intention has been seriously overlooked.

Details

International Journal of Educational Management, vol. 37 no. 1
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 10 February 2012

Bendik Meling Samuelsen and Lars Erling Olsen

Brand managers must decide between extension and alliance strategies to grow their brands. This paper aims to describe testing of consumers' responses to two alternative brand…

2936

Abstract

Purpose

Brand managers must decide between extension and alliance strategies to grow their brands. This paper aims to describe testing of consumers' responses to two alternative brand growth strategies: an extension strategy whereby a brand moves into a new category alone, and an alliance strategy whereby the same brand moves into the new category as a branded ingredient in a brand already established in that category. How far to stretch a brand is yet another strategic choice facing the brand manager, and the current research tests, under short and long category‐stretch conditions, the attitudinal responses to extension and alliance strategies.

Design/methodology/approach

The paper builds on the categorisation and incongruence literature. An experiment was employed to test the main hypotheses in the study.

Findings

Extensions outperform alliances, especially when the brand undertakes a long stretch, and short‐stretch strategies outperform long‐stretch strategies.

Practical implications

An extension strategy may be preferred to an alliance strategy, especially in situations in which the new growth opportunity requires a long stretch.

Originality/value

The paper compares, in the same study, the attitudinal effects of two important growth strategies widely employed by companies. Previous studies have assessed the performance of these two strategic options only separately.

Details

European Journal of Marketing, vol. 46 no. 1/2
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 January 2006

David Owen James

Since publication, Aaker and Keller's seminal paper on brand extensions has received acclaimed support and criticism. This paper aims to return to the original work and extend the…

10057

Abstract

Purpose

Since publication, Aaker and Keller's seminal paper on brand extensions has received acclaimed support and criticism. This paper aims to return to the original work and extend the frameworks presented to brand alliances. The study seeks to examine the dimensions used in the original model and attempt to identify whether the brand extension dimensions can be applied to brand alliances.

Design/methodology/approach

Using quantitative research techniques through a structured study using 11 real brands in eight hypothetical alliances over 260 respondents, the study examines the reapplication of the brand extension framework to brand alliances.

Findings

The study has found that, though some extension elements apply to alliances, the role of fit takes on particular importance, whereas difficulty of making assumes a minor role, and that the basic extension framework can be applied to brand alliances.

Research limitations/limitations

The study used real consumer brands in hypothetical extensions and alliances with student samples from the UK. Different results may be found using alternative samples and with real brands.

Originality/value

The paper adds value to the literature and to practitioners' understanding of brand leverage by identifying that, though Aaker and Keller's study framework is applicable to brand alliances, the role of fit between partners takes on a central role to the detriment of difficulty of making.

Details

Journal of Product & Brand Management, vol. 15 no. 1
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 2 March 2012

Wei‐Lun Chang and Kuan‐Chi Chang

The purpose of this paper is to discuss corporate co‐branding value and create the model of evaluating co‐branding value. The connotation of the model is to consider the…

3630

Abstract

Purpose

The purpose of this paper is to discuss corporate co‐branding value and create the model of evaluating co‐branding value. The connotation of the model is to consider the compatibility of strategic partners such as strategic alliance compatibility and brand alliance compatibility; in addition, this research can estimate the corporate co‐branding value through this model to evaluate and discuss the effect of co‐branding effect for the future.

Design/methodology/approach

In the past, few researchers investigated the measurement of corporate co‐branding value in the marketing sector. The measurement of intangible assets, on the other hand, is well established in accounting finance. However, the concepts and methods of accounting finance cannot easily be applied to other areas. This paper provides a straightforward concept that uses a heuristic model to combine the notion of co‐branding synergy. According to the literature, the combination of strategic and brand alliances can affect the concept of co‐branding value. This research revises the concept of compatibility from Park and Lawson by replacing the concept of product attribute similarity with the ratio of sales growth, and the brand concept consistency with the ratio of market share after brand alliance.

Findings

This study verifies the proposed model synthetically with a real case (Sony‐Ericsson). Conversely, this research anticipates analyzing the model in different perspectives and observing the variation of different combinations to obtain potential managerial implications for corporate managers. This research concludes: brand alliance compatibility has limited effect on corporate co‐branding value; strategic alliance compatibility is the major power to drive the direction of corporate co‐branding value; and the trend of co‐branding value is the important indicator for business managers.

Research limitations/implications

Insufficient information may generate incorrect or unclear trends if the year of co‐branding is too short. This is also a major limitation of the authors' research. Thus, more real‐world cases can be conducted (such as Miller and Coors) in the future to elaborate upon the model.

Practical implications

The proposed model helps enterprises estimate their current co‐branding value using existing financial statements and market share data and identify the degree of alliance influence to their revise brand strategies. The estimated co‐branding values in this study can help managers identify their market position and execute existing co‐brand strategies. Managers can utilize this information to revise their management direction or strategies. Based on these arguments, this research enhances existing co‐branding knowledge and offers significant contributions by presenting more real cases (e.g. Miller and Coors) in the future. In other words, this work is both an avenue and a blueprint for future co‐branding research.

Originality/value

The paper devises a novel concept for estimating corporate co‐branding value based on the synergies between strategic and brand alliances. To illustrate the proposed model, this study analyzes the Sony Ericsson example since it has survived for several years. Analytical results reveal that strategic alliance and brand alliance variations have significant influences on co‐branding value changes. Results also reveal that strategic alliances have a greater effect on co‐branding value than brand alliances, which indicates that a good alliance strategy may generate a superior co‐branding effect.

Details

Kybernetes, vol. 41 no. 1/2
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 21 May 2019

Yiran Su and Thilo Kunkel

The purpose of this paper is to examine the underlying mechanism of the spillover effect from a service brand alliance to its parent brand at the post-consumption stage.

1484

Abstract

Purpose

The purpose of this paper is to examine the underlying mechanism of the spillover effect from a service brand alliance to its parent brand at the post-consumption stage.

Design/methodology/approach

Online surveys were used to collect both qualitative and quantitative data from participants of an actual event. Conceptual models were developed and tested on two cross-sectional samples using structural equation modeling.

Findings

Results demonstrate perceived brand contribution and consumer involvement mediate the relationship between the service brand alliance experience and the evaluation of its parent brand at the post-consumption stage. While perceived brand fit had an indirect effect on the parent brand, the spillover was mostly driven by service alliance experience and perceived brand contribution.

Practical implications

Findings indicate brand managers should focus on consumers’ brand experience of the service brand alliance to drive spillover evaluations to the parent brand, and organizations could extend brand alliances to services with low category fit to the parent brand if consumers are to have a good experience with the service brand alliance.

Originality/value

This research extends findings on brand alliance research that was based on hypothetical brands and indicated that the spillover effect from a brand alliance to the parent brand is influenced by perceived brand fit. The findings highlight the importance of consumer experiences in driving the spillover effect at the post-consumption stage, where consumers evaluate brand relationships from a value-added perspective that goes beyond the service category fit.

Details

Journal of Service Management, vol. 30 no. 2
Type: Research Article
ISSN: 1757-5818

Keywords

Article
Publication date: 6 November 2018

Jin Kyun Lee, Byung-Kwan Lee and Wei-Na Lee

The purpose of this paper is to investigate the impact of country-of-origin (COO) fit and consumer product knowledge on consumer brand attitudes in a cross-border strategic brand…

Abstract

Purpose

The purpose of this paper is to investigate the impact of country-of-origin (COO) fit and consumer product knowledge on consumer brand attitudes in a cross-border strategic brand alliance (SBA).

Design/methodology/approach

An experimental study with 207 subjects was conducted using a series of 2 (COO fit: low vs high COO fit) by 3 (product knowledge: low vs moderate vs high knowledge) by 2 (time: pre- vs post-alliance attitudes) mixed factorial design.

Findings

The impact of COO fit on pre- and post-alliance changes in attitude toward the partner brand showed a nonlinear relationship from high-, to moderate-, to low-knowledge consumers. High COO fit significantly and positively affected pre- and post-alliance changes in attitude toward the partner brand more for high- and low-knowledge consumers than for moderate-knowledge consumers. In contrast, low COO fit significantly and positively affected pre- and post-alliance changes in attitude toward the partner brand more for moderate-knowledge consumers than for high- and low-knowledge consumers.

Practical implications

The effectiveness of cross-border SBAs differs with consumer product knowledge. For high- and low-knowledge consumers, high COO fit information had greater impact than low COO fit information in their product evaluation. However, when targeting moderate-knowledge consumers, providing sufficient product-related attribute information would help them to generate a favorable brand attitude.

Originality/value

This study attempted to identify the complex relationship between COO fit and consumer product knowledge on the consumer decision-making process.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 30 no. 5
Type: Research Article
ISSN: 1355-5855

Keywords

Article
Publication date: 1 November 2018

Baolong Ma, Feiyan Cheng, Jingjing Bu and Jiefan Jiang

Although brand alliance has become quite ubiquitous in the marketplace and attracted considerable interest amongst researchers, little research has investigated its effects on the…

Abstract

Purpose

Although brand alliance has become quite ubiquitous in the marketplace and attracted considerable interest amongst researchers, little research has investigated its effects on the brand equity of partners. The purpose of this paper is to demonstrate why and how brand alliance affects the brand equity of the partners in an alliance.

Design/methodology/approach

The hypotheses were tested by analysing the data of 260 participants in China, which were collected from an experiment.

Findings

This research draws five conclusions: the brand equity of a pre-alliance partner has a positive effect on brand alliance evaluation; product fit and brand fit amongst partners also have a positive effect on brand alliance evaluation; alliance brand evaluation has a positive impact on the brand equity of a post-alliance brand; the brand equity of a pre-alliance partner exerts a positive effect on the brand equity of a post-alliance partner; and the spillover effect of brand alliance for a weak brand is stronger than that of a strong brand in an asymmetrical brand alliance.

Originality/value

This research introduces brand equity into the field of brand alliance. From the perspective of consumer perception, the authors measure brand equity and provide insights for a company to effectively enhance brand equity through brand alliance. The authors explore ways to increase the brand equity of partners through brand alliance. Additionally, the authors discuss the spillover effects of the brand equity of partners in symmetric and asymmetric brand alliances.

Details

Journal of Contemporary Marketing Science, vol. 1 no. 1
Type: Research Article
ISSN: 2516-7480

Keywords

Article
Publication date: 24 May 2013

Bashar S. Gammoh and Kevin E. Voss

The purpose of this paper is to investigate alliance formation competence and attitudes toward brand alliances as antecedents of the firm's propensity to brand ally. It aims to…

2132

Abstract

Purpose

The purpose of this paper is to investigate alliance formation competence and attitudes toward brand alliances as antecedents of the firm's propensity to brand ally. It aims to test the hypothesis that the relationship between alliance experience and alliance competence is moderated by the relative quality of the experience, which the authors call valence of alliance experience.

Design/methodology/approach

Research hypotheses were empirically tested with a national sample of senior marketing executives and brand managers.

Findings

The firm's propensity to engage in brand alliances is a function of well‐developed strategic alliance capabilities and positive managerial attitudes toward brand alliances. Importantly, when the firm's prior experience in alliances is relatively more positive the relationship between alliance experience and alliance competence is strengthened.

Originality/value

Not all alliance experience is the same. This study, one of the first studies to examine the relative quality of alliance experience, confirms that the relationship between alliance experience and alliance competence is significantly stronger when that experience has been relatively more positive. This study also contributes to the strategic alliance literature by providing empirical evidence for the importance of managers' attitudes toward brand alliances in driving the firm's propensity to brand ally. By choosing brand alliances as the context for the study the paper contributes to the brand alliance literature by investigating the brand alliance phenomenon from the firm's perspective.

Details

European Journal of Marketing, vol. 47 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 29 May 2009

Ruiliang Yan

The purpose of this paper is to provide a framework to help competitive firms find optimal pricing and brand management strategies in order to maximize their respective profits.

3170

Abstract

Purpose

The purpose of this paper is to provide a framework to help competitive firms find optimal pricing and brand management strategies in order to maximize their respective profits.

Design/methodology/approach

A game‐theoretic model is developed to determine optimal pricing and brand management strategies for competitive firms.

Findings

The study demonstrates that optimal pricing and brand management strategies exist for firms in a competitive market. The optimum marketing strategy for competitive firms to employ is the cooperative alliance pricing and brand management strategy, particularly when market competition is very intense.

Research limitations/implications

The present study assumes that all information is known to all parties. However, information could be incomplete. It is recommended that future research explore pricing and brand management strategies under incomplete and asymmetric information settings.

Practical implications

The paper provides a very useful model framework and pricing and brand management strategy for business managers when they are doing business in a competitive market.

Originality/value

The paper fills a conceptual and practical gap for a structured analysis of the current state of knowledge about alliance brand. It provides practical and solid advice and examples demonstrating the application of cooperative alliance pricing and brand management strategies for business managers.

Details

Journal of Product & Brand Management, vol. 18 no. 3
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 1 January 2005

David James

Understanding brand associations and their role in the formation of attitude towards brands is necessary for managers to understand fully the dynamics of their brands and how…

10921

Abstract

Purpose

Understanding brand associations and their role in the formation of attitude towards brands is necessary for managers to understand fully the dynamics of their brands and how consumers evaluate and make brand choices. This research paper aims to explore the role of brand associations in the formation of an attitude towards a brand alliance.

Design/methodology/approach

A series of hypothetical alliances using real brands were presented to undergraduate students. Data were gathered from a series of open‐ended free associations for the brands alone and in their alliances, and structured questions regarding quality and likelihood of purchase for the alliance attitude rating.

Findings

The study identified that brand associations, which are positive on an individual basis, can change when transferred to a new product category with a brand partner. Alliances with poor overall attitudes were often linked to associations of attributes of the original product class, whereas alliances with strong attitudes were linked to favourable associations related to the fit between the alliance partners.

Originality/value

The value of this study is that it has identified that consumers can become “locked in” to brand‐specific associations that may be hard to shift in a brand leverage strategy. Therefore, practitioners should factor into their decisions about whether or not to form a brand alliance not only concrete measures, but also the abstract nature of brand associations. This study focused on consumer brands and hypothetical alliances and used students as a sample. Different findings may therefore be found using non‐student samples, services brand or business‐to‐business brands.

Details

Journal of Consumer Marketing, vol. 22 no. 1
Type: Research Article
ISSN: 0736-3761

Keywords

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