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The creation and development of candidate-politician brands, otherwise known as political co-brands, remains an under-researched area of study. This is supported by calls for more understanding on political co-brands and how they are positioned and managed by their creators. Framed by the concepts of internal brand identity and co-branding, this paper aims to investigate how political co-brand identity is constructed and managed over time, exploring alignment between the political co-brand and political corporate party brand.

An interpretivist revelatory multi-case study approach, using in-depth interviews, was conducted with three political co-brands (candidates-politicians) from the UK Conservative Party. The three cases represented constituencies across the UK from the North, Midlands and South of the country. The in-depth elite interviews were conducted July 2015 to September 2015. Methodological triangulation was also adopted to assess the coherency of emerging themes with online and offline materials and documents. A two-stage thematic analytical approach was used to interpret the findings.

This multiple case study demonstrates how successful political co-brands create and develop identities tailored to their constituency, often distinct from the corporate political brand and developed several years before electoral success at the ballot box. In addition, this study reveals that political co-brands are dichotomous in terms of strategically managing a degree of alignment with the corporate political brand yet maintaining a degree of independence.

This study builds on limited existing concepts such as co-branding and political brand identity as a means of critical application. Existing research on co-branding remains a “relatively limited” and complex area of study and generally focuses on fictitious brands. Political brand identity remains an under-researched area. This in turn supports the development and advancement of political branding as an area of study. This paper highlights the opportunities of using the strategic approach of co-branding to help conceptualise “candidates-politicians” as political brands’ which up until now, “candidate-politician brands” have been difficult to define unlike the extensive research on corporate political brands.

This study has implications for practice too. Organisations and different typologies of political brands will be able to use this political co-brand identity framework as a diagnostic mechanism to investigate their co-brands current identity, assess alignment and make strategic changes or reposition the envisaged identity if desired. Similarly, organisations can use this framework, key dimensions and factors as a blueprint to design and build new political brands at a corporate and/or local level.

This study has implications for brands beyond the world of politics. Brands can adopt the political co-brand identity framework developed in this study as a pragmatic tool to investigate internally created co-brand identity and explore alignment with the corporate party brand identity. In addition, this research adds to the limited research on non-fictitious co-brands and co-branding literature at large and addresses the calls for more research on brand identity in new settings.

The purpose of this study is to determine the impact of voters’ personal and societal values on presidential candidate brand personality preference. In addition, the research examines which brand personalities are deemed most and least important. This research meets the growing demand to further understand how voters develop preferences for brandidates.

Voters ranked which presidential brand personalities they deemed most important in a candidate as well as which of the two major candidates they most associated with that trait. Data were collected weeks in advance of the 2020 presidential election from a national online panel representing a balanced mix of voters by party affiliation.

The results indicate that life satisfaction, political orientation and postmaterialism are significant and provide adequate explanatory power in understanding which brand personality traits are associated with a presidential candidate. Also, using an importance-performance matrix, the authors find which candidate is most identified with various brand personality traits and how important those traits are to voters.

Using the importance-performance matrix for assessing brand/candidate personality preference by consumers/voters provides researchers with a multidimensional method for analyzing how various dimensions influence selection preference. The explanatory power of the independent variables, i.e. political orientation, comparative life satisfaction and societal values, is very low when regressed against personality attributes in general (not assigned to a candidate); however, they provide meaningful results when regressed against personality attributes when assigned to candidates. Understanding the importance of general brand personality attributes is not as important as understanding their importance when associated with a specific brand.

The importance-performance matrix for brand/candidate personality presented in this research clearly indicated and predicted voter preference for the 2020 Presidential election; thus, this tool can be effectively used by political marketers in future elections. Political orientation so strongly influences voter perception of specific candidate brand personality dimensions that they view their preferred candidate to be universally superior to other candidates. Political marketers can appeal to voters based on their political orientation to strengthen the relationship between candidates and voters.

This research investigates how personal and societal values impact voters’ preference for brand personality traits in a presidential candidate. Voter preference for presidential brand personality traits is assessed generically, i.e. not associated with a particular candidate, as well as when they are linked to a specific candidate, i.e. Biden and Trump.

Luxury goods manufacturers may find it profitable to enter a different demographic segment, and several strategies are available to do so. Nevertheless, such market expansion can be risky, and the luxury goods company must avoid tarnishing the equity contained in the luxury brand. This study examines the effects of a co-branding strategy between luxury brands and retailers on consumers’ evaluation of the luxury brand's image. We use information integration theory (IIT) as the basis for our study, as it can be used to explore how attitudes are formed and changed as new information is combined with existing cognitions and thoughts. A theoretical model based on IIT is built and empirically tested using a sample of 240 Taiwanese adult consumers. We conduct an experimental survey study in which we manipulate luxury brand familiarity and product and brand fit between luxury brand and the co-brand, and assess prior-attitudes and post-attitudes toward the luxury brand and attitudes toward the co-brand. We find support for many of our hypotheses: prior-attitudes toward the luxury brand is positively related to the attitude toward the co-brand, brand fit is related to attitudes toward the co-brand, and brand fit is marginally related to the post-attitude toward the luxury brand. Other hypotheses, however (such as those regarding product fit) were not supported. We conclude by discussing our theoretical and managerial contributions.

This paper aims to contribute to the concept of co-branding by recognising the role of consumer perception and the importance of the variety of contexts in which co-branding is perceived. This is done by studying the way in which two service brands cooperate. A framework based upon previous research is contextualised into 'service branding' and used to investigate the associations between Hong Kong and the Olympic Equestrian Games.

The purpose of this is to analyse co‐branding as leverage for both teams and equipment manufacturers in their internationalization endeavours. In other words, how can teams and equipment manufacturers benefit from their association in order to expand internationally?

The study involves four football cases for the 2009‐2010 season: Paris Saint‐Germain and Nike, Olympique de Marseille and Adidas, Olympique Lyonnais and Umbro, and the French national football team and Adidas. Semi‐structured interviews were conducted with managers involved with the four teams and their respective equipment manufacturers. The managers were marketing directors, VPs of marketing, sales managers or presidents of their respective organization. Sponsors, university professors and journalists who interact closely with the teams and equipment manufacturers were also interviewed.

It seems as if the team and its equipment manufacturer do not have a formal strategy to jointly benefit from their association. That would be very important for a successful collaboration and for joint internationalization. Currently, the actions appear a little too ad hoc and opportunistic, with some exceptions (i.e. PSG and Emirates Cup). In other words, the commitment does not really transpire yet in the co‐branding partnerships studied.

Other teams in other sports and other countries should be studied in the next stage of the research. All the more so since the paper focused on a convenience sample, comprised of only French teams. Furthermore, special attention should be paid to the differences between North America and Europe. Indeed, in North America, the league is very much involved and controlling in the international expansion of its teams to the point that the league dictates the internationalization of its teams, brands and merchandising offering; whereas in Europe, teams have much more freedom to expand abroad.

The global brand strategy, which refers to a new market and an existing co‐brand name, would be the most appropriate for sports teams and equipment manufacturers. This would be especially true when both the equipment maker and the sports team benefit from a strong brand equity, which they could carry into international markets and use to trigger a strong synergy abroad. The global brand strategy bears some resemblance with the “Brand Conquistador” strategy, where partnership, either between two teams or between a team and an equipment maker, is used in order to expand internationally.

The aim of this paper is to develop a conceptual framework for nation branding based on the concepts of co‐branding and perceived fit, and to apply these concepts to discuss the type of nation brand that China may develop and how this brand relates to individual destinations through brand architecture.

Branding is a deliberate process applied to the shaping of a nation's image and reputation on the global stage, in the heightened global competition for ascendancy. The paper reviews selected literature of national identity and nation branding to identify models, techniques and prior research that informs nation branding. This paper examines national branding and nation building from the perspective of international tourism promotion and development.

The formation of the Chinese national identity is the result of a complicated historical progression, as well as current national aspirations, and the process of globalization and the introduction of the market system. Branding the nation in the globalised world is a strategy or tool in the competition for attention and wealth, as well as a tool of self‐affirmation. Nation brands are more complex to develop and less tangible than corporate brands.

The paper identifies that value of examining nation branding as a form of co‐branding, with the related concepts of perceived fit, brand architecture as well as existing techniques.

While the branding of individuals has attracted increasing attention from practitioners in recent decades, understanding of personal branding still remains limited, especially with regard to the branding of celebrity CEOs. To contribute to this debate, this paper aims to explore the co-branding of celebrity CEOs and corporate brands, integrating endorsement theory and the concept of meaning transfer at a level of brand attributes.

A between-subjects true experimental design was chosen for each of the two empirical studies with a total of 268 participants, using mock newspaper articles about a succession scenario at the CEO level of different companies. The study is designed to analyse the meaning transfer from celebrity CEO to corporate brand and vice versa using 16 personality attributes.

This study gives empirical support for meaning transfer effects at the brand attribute level in both the celebrity-CEO-to-corporate-brand and corporate-brand-to-celebrity-CEO direction, which confirms the applicability of the concept of brand endorsement to celebrity CEOs and the mutuality in co-branding models. Furthermore, a more detailed and expansive perspective on the definition of endorsement is provided as well as managerial guidance for building celebrity CEOs and corporate brands in consideration of meaning transfer effects.

This study is one of only few analysing the phenomenon of meaning transfer between brands that focus on non-evaluative associations (i.e. personality attributes). It is unique in its scope, insofar as the partnering relationship between celebrity CEOs and corporate brands have not been analysed empirically from this perspective yet. It bridges the gap between application in practice and the academic foundations, and it contributes to a broader understanding and definition of celebrity endorsement.

The purpose of this study is to add insights into the business-to-business (B2B) branding literature by investigating the mechanism by which brand orientation affects relational performance in the B2B context.

A theory-based model is developed and tested using data collected from 201 Chinese B2B companies. Partial least squares analysis is used to test the hypotheses.

The results suggest that relationship commitment serves as an important means that translates a firm’s brand orientation into superior relational performance. Moreover, this positive effect is more prominent when the supplier is co-branding with its buyer. In addition, state-owned buyers are more inclined to develop affective commitment than calculative commitment when their suppliers are brand-oriented.

This study examines the research questions from only the buyer side. In addition, the causal interface of the results might be limited due to the cross-sectional nature of the data.

While brand orientation generally leads to enhanced relational performance, it depends on the buyer’s involvement in co-branding and its ownership structure.

This study is among the first to uncover the underlying mechanism by which brand orientation adds value to B2B relationships. The findings provide compelling insights for managers who are interested in promoting a brand orientation to improve relational performance within their organizations.

The purpose of this paper is to identify and describe the key driving forces in international sponsorship during the years preceding the 2008 Olympic Games in Beijing.

A “means‐objectives model” is applied, thereby linking sponsorship to brand equity factors and to strategic aims. Co‐branding, revenue streams and new customers are identified as means factors. The objective factors are presented in three dimensions: product, corporation and region. The analysis is based on 492 advertisements, articles and press releases collected from Chinese newspapers and Chinese official web pages covering the period 2001‐2007.

Analysis sees seven dominant means‐objectives combinations in sponsorship leading to different pattern of sponsor advertising strategies depending on the lead time to the Olympic Games. First, sponsors mainly focus on co‐branding marketing efforts. In the second stage, global Olympic sponsors link co‐branding with corporation image, Chinese brands are focusing on product/corporation image and new customers. In the third stage global Olympic sponsors focus more on local markets and customers in advertising. Chinese brands tend to keep an activation strategy based on revenue and product. Only a few local sponsors place emphasis on leveraging their sponsorship investment toward creating an international image.

Data collection is limited to a period of altogether three months in 2006 and 2007, focusing on Chinese print media available in Beijing and Shanghai universities' libraries. Given the size of the Chinese media market the data therefore consist only of a random selection of advertisements. Further, the sample does not cover different marketing channels, like TV, radio etc., which might also be part of the sponsor's advertising strategy.

In addition to providing further understanding of Olympic sponsor advertising behavior and sponsorship in an emerging market context, this paper provides insights into how the strategic aims related to sponsorship depended on the level of internationalization of the firm.

Co-branding is popular with partnerships between well-known and new brands. In a laboratory study, this paper aims to examine the effects of a single ally and multiple allies on quality perception of a brand. The results suggest that the quality perception of the new brand depends on the co-branding strategy.

For dual-brand alliances, a single-factor design was used, with secondary brand quality level (high, medium and low) as the independent variable. Three advertisements were created by manipulating quality levels of the single partner. For multiple-brand alliances, a 2 × 3 between-subjects factorial design was used in the experiment. The two factors were diversification (homogeneous vs heterogeneous) and quality levels of the alliance (high-end, mixed and low-end).

The results suggest that the number of brand partners significantly affected the perceived quality of the primary brand. For both dual- and multi-brand alliances, the quality level of the secondary brand positively influenced the perceived quality of the primary brand. For multiple-brand alliances, even though the highest quality perceptions of the primary brand are in the heterogeneous conditions, the heterogeneity of partners (partners across different product categories) did not affect the quality perception of the primary brand.

One limitation of the current study is that it only addresses one type of brand alliance: co-promotion. The generalization of these findings to other forms of brand alliances (e.g. ingredient branding: Intel with IBM, Dell and HP) merits further investigation. Also, in this study, respondents processed the information in a relatively low-involvement condition (note that the target ad was presented along with filler ads). They were more likely to use brand names as heuristic cues to form their judgments. Because an alliance partner also assumes risks, future research should consider the effect of the alliances on the secondary brand.

Understanding brand alliances (especially multiple-brand alliances) is critical for new product managers and marketers. Introducing a new brand has higher risk and failure rates. Companies may lower these risks by co-branding with established brands. However, they should carefully consider the diversification and quality level of the partners. If brand managers position their product as “high quality (luxury)” or “low quality (budget)”, they should choose high- (or low-) quality partners from different product categories (heterogeneous high-end or low-end alliances) because diversification strengthens the primary brand. For a single-partner alliance, the secondary brand should be of high quality.

This paper extends the brand alliance literature beyond single-partner to multiple-partner alliances. With multiple partners, one can explore several critical aspects of an alliance, e.g. quality variance and product class diversity across the partners.