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1 – 10 of 526Wei‐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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Cinzia Pinello, Pasquale Massimo Picone and Arabella Mocciaro Li Destri
The motivations behind co-branding alliances, the differences in performance between the paired brands and the emergence of “spillover effects” have been pillars of the marketing…
Abstract
Purpose
The motivations behind co-branding alliances, the differences in performance between the paired brands and the emergence of “spillover effects” have been pillars of the marketing research agenda for almost three decades. We observe an extensive number of studies on co-branding alliances, combined with multiple theoretical perspectives and empirical approaches informing extant literature. The purpose of this paper is to summarize of the state of the art of this research.
Design/methodology/approach
The authors offer a systematic literature review of 190 papers on co-branding alliances. The authors portray a picture of the theories informing co-branding research and build a conceptual framework that summarizes the concepts and variables used in this literature. Finally, 11 interviews with managers and consultants of European firms help to reveal potential problems in practice and needs that are not captured by previous studies.
Findings
The authors develop a map of theories used to investigate co-branding alliances and build a conceptual framework linking motivations, co-branding alliance implementation and outputs. Finally, the authors propose a structured research agenda.
Research limitations/implications
The main implication relies on the structured research agenda.
Practical implications
Practical implications include the identification of the variables and dimensions involved in a brand alliance to exploit the strengths and moderate the weaknesses of a brand.
Originality/value
This paper highlights how co-branding is embedded in different contexts and dimensions regarding both firms and consumers. The two maps presented in this study underscore the interdependence among such dimensions. The authors interview marketing experts to validate the conceptual framework and to help us extract the managerial implications that stem from it.
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Stavros P. Kalafatis, Natalia Remizova, Debra Riley and Jaywant Singh
Co‐branding strategies are now seen increasingly in business‐to‐business (B2B) settings, however, there has been little research in this area. This study aims to investigate the…
Abstract
Purpose
Co‐branding strategies are now seen increasingly in business‐to‐business (B2B) settings, however, there has been little research in this area. This study aims to investigate the benefits of a B2B co‐branding strategy where the partner brands have different brand equity positions.
Design/methodology/approach
This study employs a scenario approach incorporating three real multimedia software brands and three fictitious brands in nine hypothetical alliances over 97 respondents. Using repeated measures ANOVA, the study examines the balance of benefits derived from brand partnerships between high‐, medium‐ and low‐brand equity levels firms.
Findings
It was found that brands with equivalent equity levels shared the benefits of the co‐branding equally, while lower equity brands benefited more from the alliance than higher equity partners. The results also suggest that very dominant partners gain a greater proportion of functional benefits (such as technical expertise) from the co‐branding strategy.
Research limitations/implications
The study used real and fictitious multimedia software brands in a hypothetical co‐branding strategy, measuring a pre‐defined set of benefits. Different results may be found selecting a different industry setting, brands, and benefits.
Practical implications
Firms sharing equal equity positions can expect to enjoy equivalent benefits from a co‐branding strategy, regardless of how strong the joint equity position is. Before entering asymmetric co‐branding relationships, firms should review the differential benefits expected and ensure that negotiations and success measures reflect the anticipated outcomes. Small firms wishing to pursue a co‐branding partnership with a dominant market player should consider that they are less likely to capture the knowledge‐based benefits from the brand alliance.
Originality/value
This paper is the first to look at the impact of asymmetric brand equity positions in a B2B co‐branding partnership, and adds value to the literature and to practitioner understanding of the role of asymmetry in influencing co‐branding outcomes.
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Rafaela Almeida Cordeiro, Mateus Canniatti Ponchio and José Afonso Mazzon
The purpose of this paper is to identify whether consumer evaluations of products are influenced by the presence of co-branding with a well-known reputable ingredient brand and…
Abstract
Purpose
The purpose of this paper is to identify whether consumer evaluations of products are influenced by the presence of co-branding with a well-known reputable ingredient brand and whether differences in evaluations are related to the socioeconomic stratum of the consumer.
Design/methodology/approach
These questions were investigated by way of two experiments: the first, using a between-subjects approach that was carried out with 210 subjects and the second, using between- and within-subjects approaches that were carried out with 305 subjects.
Findings
The results show that: products produced by both little-known and well-known brands are evaluated more favourably when they are co-branded with a well-known ingredient brand; there is no evidence that the co-branding effect on product evaluation is stronger for little-known brand products than for well-known brand products; and there is weak evidence that the co-branding effect on product evaluation is stronger among subjects from lower socioeconomic strata than among subjects from the upper stratum.
Research limitations/implications
The theory of anchoring alone is insufficient for explaining differences in product evaluations when the co-branding strategy is adopted. It is believed that positive effects can be also interpreted by the assimilation and signalling theories.
Practical implications
As for the managerial implications, the authors offer insights into the impacts of using a strategic co-branding alliance on the products of little-known brands among consumers from lower and upper strata.
Originality/value
The study contributes to consumer behaviour literature, specifically with regard to ingredient-brand effects in co-branding strategies from the perspective of the end consumer.
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Kenneth Thompson and David Strutton
This study seeks to explore the value of using brand alliances, or co‐branding strategies, to influence consumer perceptions of new brand extensions under circumstances where the…
Abstract
Purpose
This study seeks to explore the value of using brand alliances, or co‐branding strategies, to influence consumer perceptions of new brand extensions under circumstances where the firm (parent brand) introduces new products that will be targeted to product categories within which the parent brand has a low initial degree of perceptual fit.
Design/methodology/approach
Data were collected through a four‐stage questionnaire administered to 308 subjects. Hypotheses were explored through a four‐level single factor between subjects experimental design.
Findings
Analyses suggest that by partnering with brands possessing higher perceived degrees of fit in the extension category (i.e. co‐brand), parent firms' brands can achieve more favorable positions for their extensions than could be realized if firms acted independently. Explained variance in perceptions of the extension increased substantially when perceptions of co‐ and parent‐brand fit were considered. Fit between the co‐brand and the new extension product apparently should be the driving factor in selecting best partnering brands for alliances. Fit between parent and partner brands may take a back seat when forming alliances.
Originality/value
Current co‐branding research typically addresses the ability of brand alliances to improve perceptions of new products bearing the names of both co‐joined brands. “Perceptual fit” and brand attitudes are major constructs thought to influence the ability of brand alliances to achieve this goal. Specifically, in co‐branding applications, perceptual fit is usually conceptualized as the fit between co‐joined brands themselves, rather than fit between each co‐joined brand and the proposed new product for which both has been combined to launch. The paper's original argument is that when one brand (parent or host brand) seeks to co‐brand for purposes of improving its ability to penetrate an untested new product category, fit should be treated from a more traditional brand extension perspective. This argument is supported.
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The purpose of this paper is to examine the effects of brand familiarity and brand fit on purchase intention towards the offerings of co‐branded hotels.
Abstract
Purpose
The purpose of this paper is to examine the effects of brand familiarity and brand fit on purchase intention towards the offerings of co‐branded hotels.
Design/methodology/approach
Data were gathered from 198 respondents and two co‐branded hotels in Taiwan were assessed.
Findings
The findings showed that the fit between co‐brands mediate the relationship between brand familiarity and purchase intention. In particular, a well‐known co‐branded hotel with a high level of brand fit could directly or indirectly affect consumer decision‐making processes regarding purchase intention towards the co‐brand. Conversely, a less familiar co‐branded hotel had a positive effect on purchase intention only if respondents perceived a good fit between allied brands.
Research limitations/implications
Brand fit could be a more important factor than brand familiarity in influencing the success of hotel co‐branding strategies. Future research to examine the co‐branding concept in different social and cultural contexts and also from different perspectives, such as owners or managers, is recommended.
Originality/value
Most hospitality studies focus on co‐branding between hotels and restaurants. This study empirically investigated the effects of co‐branding on consumer behavior in the hotel sector.
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The purpose of this paper is to utilize the big five models of brand personality concept to explore potential co‐branding partners by employing the multi‐attribute utility theory…
Abstract
Purpose
The purpose of this paper is to utilize the big five models of brand personality concept to explore potential co‐branding partners by employing the multi‐attribute utility theory (MAUT) to estimate and rank utilities for possible partners from the big five models.
Design/methodology/approach
Design science, an artifact of proof‐of‐concept system is used for deciding co‐branding partners.
Findings
The present study attempts to demonstrate the proof‐of‐concept of the proposed MAUT‐based decision model for a company in determining a beneficial and supportive co‐branding partner.
Practical implications
This paper aims to provide clues for industries in terms of providing a MAUT‐based decision‐making approach and a strategic information system. Examples from the telecommunication industry also demonstrate the feasibility of the approach.
Originality/value
The proposed decision‐making method: provides clues for ranking and selection of co‐branding partners; explores the brand personality of the potential partners primitively; utilizes the MAUT approach to estimate utilities of the partners; and furnishes a roadmap for brand alliance research.
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Michael Tsantoulis and Adrian Palmer
This paper aims to investigate effects on service quality where an individual airline chooses to jointly market its services with other airlines under the umbrella of a co‐brand…
Abstract
Purpose
This paper aims to investigate effects on service quality where an individual airline chooses to jointly market its services with other airlines under the umbrella of a co‐brand alliance. Concept combination theory would lead to an expectation that quality performance of individual airlines would converge when their individual brands are combined to form a co‐brand alliance. This paper seeks to review the conceptual basis for quality convergence, and test this with a study of actual convergence levels among airlines that have joined alliances, and those that have not.
Design/methodology/approach
The research employs a longitudinal, quantitative methodology. An index of airline service quality is constructed from a number of published sources, and this index combines technical and functional aspects of quality. The choice of components to include in the index, and their relative weighting, was informed by a panel of experts. Time series data were collected for the period 1998‐2004, and analysed using analysis of variance (ANOVA).
Findings
The study indicates that the effects of recent alliance membership on service quality for an airline are insignificant.
Research limitations/implications
Other factors such as industry‐wide trends had a greater effect on airlines' level of quality than alliance membership.
Originality/value
Previous research into co‐brand alliances has tended to emphasise technical and financial performance metrics. This study has taken a broader perspective based on operational and customer perceived aspects of service quality. The principal finding of the paper is that variations in quality levels are accounted for more by broader industry wide phenomena, rather than the presence or otherwise of a co brand alliance. Differentiation between co‐brands may be more subtle, and based on distinctive styles of service delivery which are not typically picked up through quantitative research.
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This paper seeks to propose a novel pricing system for co‐branding goods by utilizing perceived value, which employs prospect theory (PT) and mental accounting to acquire the…
Abstract
Purpose
This paper seeks to propose a novel pricing system for co‐branding goods by utilizing perceived value, which employs prospect theory (PT) and mental accounting to acquire the consumer's perceived value and to estimate an appropriate price.
Design/methodology/approach
The approach taken is design science, an artifact of automatic pricing system for co‐branding goods.
Findings
The results reveal that PT is superior to expected utility theory in terms of adjusted perceived prices and decision weight probabilities.
Practical implications
This paper aims to provide clues for industries in terms of providing a customer‐centric pricing method, systematic and automatic approach, and pricing‐based strategic information system.
Originality/value
The proposed pricing method: applies value‐based method to estimate the co‐brand price, considers risk and real‐world decision making, provides an efficient and effective approach, and enhances the competitiveness of price through the system.
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Daniel Böger, Pascal Kottemann and Reinhold Decker
This paper aims to investigate what influence the perceptions of two parent brands have on the perception of a newly formed co-brand. Furthermore, it elaborates whether…
Abstract
Purpose
This paper aims to investigate what influence the perceptions of two parent brands have on the perception of a newly formed co-brand. Furthermore, it elaborates whether respondents’ evaluations of the parent brands, their familiarity towards the parent brands and their usage of the parent brands affect this influence.
Design/methodology/approach
Building on both cognitive consistency and information integration theory, this paper proposes a model-based approach to quantify the parent brands’ influence on the co-brand’s perception. Using an empirical study with 317 respondents collected by a professional online market research firm, this paper highlights the benefits of this model-based approach.
Findings
The results indicate that the perception of a co-brand arises from a weighted merge of the parent brands’ perceptions. The findings further reveal that the better (worse) a parent brand’s evaluation is in contrast to the other parent brand’s evaluation, the more (less) familiar a parent brand is in contrast to the other parent brand, and the more (less) frequent a parent brand is used in contrast to the other parent brand, the larger (smaller) is its influence on the co-brand’s perception.
Originality/value
The findings shed light on the formation of a co-brand’s perception which can be crucial when selecting the right co-branding partner. Additionally, by quantifying the parent brands’ influence on the perception of the co-brand, this model-based approach helps brand managers to analyze co-brand pairings beforehand and select the best pairing in accordance with their goals.
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