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1 – 10 of over 13000Chan 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.
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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…
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.
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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…
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.
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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…
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.
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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.
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.
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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.
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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.
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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…
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.
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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.
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.
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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…
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.
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