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The paper seeks to discuss and analyse the nature of place umbrella brands and the role such brands play in promotion of a country, a region, or a city. The purpose is also to identify some salient success criteria of provenance associations as core values of place umbrella brands.

The study delineates a conceptual framework, which illustrates important components in place umbrella branding. It also highlights a set of criteria to aid prioritisations among prospective provenance associations that have a potential to be used as brand values of place umbrella brands.

The paper identifies some characteristics of provenance associations, which make them more transferable across a bundle of umbrella brand partners. The generation of better marketing theory in the field of place branding will make it easier for practitioners to reach the right decisions in choice of provenance associations.

It is claimed that transcendence is related to the transferability of provenance associations across a bundle of brands. Because transferability strongly depends on perceptions of similarity, the starting point is to identify matches between the partner brands based on their shared provenance.

The article ends with a recommendation that researchers in place branding should carefully analyze provenance associations according to the suggested criteria.

The purpose of this study is to explore the impact of advertising, brand-related-stimuli, on the dimensions of sensory, emotional and intellectual brand experience.

The study is divided into two parts. In the first part, the objective is to examine antecedents to brand experience dimensions for umbrella brand and product brand using an experimental study; in the second part, the relationship among brand experience dimensions, brand experience evaluation and brand loyalty was examined using structural equation modeling by incorporating the measures after exposure to advertisement for both types of brands.

Based on a 2 × 2 factorial design, the results confirm that the main effect of advertisement exists on sensory, emotional and intellectual brand experience. For product brand, brand experience evaluation was mediator between both intellectual brand experience and emotional brand experience with brand loyalty. The effect of interaction between branding strategy and advertisement was not significant. For an umbrella brand, brand experience evaluation acted as a mediator between emotional brand experience dimension and brand loyalty. For product brand, brand experience evaluation acted as a mediator between both intellectual brand experience and emotional brand experience dimension with brand loyalty.

The research has implications with regard to the antecedents and consequences of brand experience and offers implications for branding strategy.

The present study is integrated and comprehensive, as it covers various facets of brand experience.

The starting conjecture is that the market share of a brand in one category benefits from its performance in another category, and vice versa. The purpose of this paper is to assess the umbrella-branding spillovers by investigating the presence of synergy effect between categories when a retailer and/or a manufacturer decide to adopt/use the same name for his products. In fact, besides the cross-category dependency due to substitutability or complementarity, products can also be linked through their brand name in presence of an umbrella-branding strategy.

The authors propose an extended market-share model to account for the spillover effect at the brand level. The spillover is modeled to be generated by the brand's performance and not specific to marketing instruments, as done in the literature. They adopt a multiplicative competitive interaction (MCI) form for the attraction function. Based on aggregated data of two complementary oral-hygiene categories, the authors estimate the umbrella-branding spillover parameters using the iterate three-stage least squares (I3SLS) method. They contrast the results in three scenarios: no spillover, brand-constant spillover and brand-specific spillover.

The ensuing results indicate that umbrella-branding spillover is (i) significant and positive, i.e. the brand performance is boosted by its performance in a related category, through the so-called brand-attraction multiplier; (ii) asymmetric, i.e. the spillover is not equal in both directions; and associated to the market strength of each competing brand; (iii) variable across brands. The results show that not accounting for umbrella-branding spillover leads to misestimating the parameters and has a considerable impact on price-elasticities computation.

Because store brands and some national brands exist in many categories, and thus because consumers make inferences when they face a large number of brands in different categories, spillover effects cannot be labelled as simply complementary or substitution-related. Future research may provide insight about the spillover phenomenon in a more general framework that would consider the spillover occurring between more than two categories.

Providing accurate assessment for umbrella-branding spillovers governing the competing brands, the results offer a relevant and straightforward method for decision makers to precisely assess the impact of a marketing effort in one category on the retailer's global performance. The findings provide better forecasts of market response in terms of sales and profit, within a cross-category perspective.

This study develops and estimates a market-share model with the aim of measuring brand-category spillover effects. The literature dealt with cross-category interactions in terms of substitutability or complementarity between the products offered in the two or more categories under investigation. Here, the focal point (and contribution) of the authors is the link at the brand level. Indeed, the authors only require that a minimum of one brand is offered in at least two of the categories of interest. Further, the spillover considered is not specific to marketing instruments, but is generated by the brand performance (attraction or market share), which is the result of both the firms marketing-mix choice and competitors marketing policies.

While the topic of “umbrella branding” strategies for manufacturers’ products in the business-to-business literature has received attention, much less has been written about umbrella branding strategies in the hospitality industry. With the aid of a theoretical framework, this paper aims to explore three types of behavioural characteristics: alliance attribute, communication behaviour and alliance management, to examine cost and service benefits for alliance success within one umbrella organisation in the German hospitality industry. The theoretical framework of the paper built on the model of Vanpoucke and Vereecke (2012), incorporating a top management perspective to test and extend an umbrella brand.

Semi-structured interviews with a sample of senior managers were carried out in Germany at the headquarters of Ringhotels e.V. Content analysis of the data collected was implemented to increase understanding of the research phenomenon with regard to relationships and the conceptual framework applied. The results were presented in the tables with discussions about the qualitative research.

The results of the study showed that behavioural characteristics played a significant role in explaining overall alliance success on cost and service benefits. A good level of quality presented in Ringhotels’ services, marketing, risk and coordination was found to be a better predictor of success when absence of management and lack of trust hampered good performance.

The study offers insights into the management of relationships within Ringhotels e.V. and how these can be better managed. The main contribution of the work fills in a gap currently existing in the literature about umbrella branding within the hospitality industry.

This paper presents some aspects of branding the Scandinavian snow tourism product. The authors argue that the Scandinavian suppliers to the non‐Nordic market need a stronger image and more distinct differentiation, and that a Scandinavian umbrella brand might be helpful to serve the purpose of increasing the combined market share of Scandinavian suppliers in non‐Nordic markets. In support of their views empirical observations are presented which confirm the rational for a Scandinavian umbrella brand and a potential for differentiation not yet utilised. Branding is discussed within the context of a strategic alliance between Scandinavian suppliers. These suppliers are conceptualised as a strategic group. The conceptual and managerial complexity of branding a product associated with three different countries is noted. The paper concludes by indicating areas for future research.

This study aims to compare and contrast the effectiveness of single- and dual-product repetition strategies in the brand placement context. The study also aims to explore the number of repetitions needed for achieving maximum impact on brand memory (i.e. recall and recognition) and brand attitudes.

The proposed hypotheses and research questions were tested using a quasi-experimental approach. Participants watched a block of eight videos containing four different levels comprising one, three, five and seven repetitions of products belonging to the same umbrella brand. Subsequently, participants completed a questionnaire designed to measure brand memory and brand attitudes.

Results indicate that dual-product brand placements could elicit higher levels of brand recall than that of single-product brand placements at moderate and high levels of repetition (i.e. five and seven). Moreover, at a high level of repetition (i.e. seven repetitions), the brand attitudes of consumers exposed to dual-product brand placements are significantly higher when product categories are dissimilar.

Consumers are increasingly exposed to multiple products of the same umbrella brands when watching various video content. However, prior research has not examined the effects of brand placement repetition in the umbrella branding context. This study is the first attempt at combining research streams on umbrella branding and brand placements and comparing the effects of repetitive exposure to single- and dual-product brand placements on consumers’ memory and brand attitudes.

In the mid-1990s, market demands for around-the-clock (24/7) banking and financial transacting began to converge with advances in internet-based technologies. This confluence of forces gave rise to the birth of internet banking. Building upon the relevant literature, this paper aims to develop a set of propositions to address the following questions: what brand strategy or strategies were used at the birth of internet banking roughly 25 years ago? In the years since then, have merger and acquisition transactions involving internet or “direct” banking businesses only come to fruition where the direct bank was previously under a specific brand strategy? And finally, where there have been changes in internet banking brand strategy, have these invariably been in the ultimate direction of one particular brand strategy?

Because of the exploratory nature of the research question, this paper uses a case study examination as the research approach. In addition to gaining deeper insight into issues involving internet bank branding as these actually existed, this paper aims to propose preliminary and tentative conclusions that can later be tested empirically with larger sample size. The case studies specifically examine German commercial banks with direct bank businesses.

In the examination of the German commercial banks, this paper finds that their internet banking activities some 25 years ago were, in fact, never launched using an umbrella brand strategy but rather with a combined brand strategy or multi-brand strategy. Mergers and acquisitions (M&A) transactions involving internet-based direct banks were only consummated where the direct bank had previously been operated by the parent bank using a multi-brand strategy. Where the brand strategies of internet-based direct banks have been changed by their parent banks, this has invariably been in the direction of an umbrella brand strategy.

Within the marketing and banking literature, there are no in-depth examinations of internet banking brand strategies to be found. This paper, in addressing this research topic, marks the first full survey of German commercial banks with internet-based direct banking businesses. This survey, moreover, examines branding not only at the time that internet-based direct banks were first established starting in 1994 but also the subsequent development of internet banking brand strategies to the present day.

John Williams, senior director of marketing for Microsoft's .NET, was trying to build the .NET brand, a comprehensive family of next-generation connectivity software products. Highlights the challenges of branding and positioning a complex technology offering. The first challenge facing Microsoft was to develop a common definition of .NET, which had been in flux over the prior two years. The second challenge was to choose between an umbrella branding strategy, a sub-branding strategy, and an ingredient branding strategy. The third challenge was to create a value proposition that would appeal to three very different target audiences: business decision makers, IT professionals, and developers.

To analyze the branding and positioning of a complex new technology offering: by defining a new product offering for public understanding and comprehension; evaluating brand strategies for optimal effect, considering possible hurdles to implementation of each strategy; and developing a value proposition attractive to differing audiences.

Since early 2000s, several efforts have been initiated to market the Baltic Sea Region (BSR) globally, and the BaltMet Promo project is among them. Simultaneously, several other cases of supra‐national branding have emerged, e.g. the Greater Mekong region, Danube region, and Visegrad countries. Little attention has yet been paid in the literature to branding of supra‐national entities. The purpose of this paper is to discuss branding of BSR using the examples of supra‐national product building of the BaltMet Promo project (2010‐2011).

Branding BSR has faced criticism against its supra‐national perspective which may be seen as a direct competitor to city or nation branding. To shift from competition to cooperation BaltMet Promo acknowledged a bottom‐up approach and nine organisations from six countries created supra‐national products to promote tourism, talent attraction, and investments. Each product concept was built on intensive background research and transnational triple‐helix cooperation.

The case of BaltMet Promo shows that supra‐national branding benefits from a bottom‐up approach that uses concrete products and services as the core of the brand identity. To shift from competition to cooperation the partnership promoted BSR as a common region with a common work plan. Different scales of branding serve different markets. The more distant the market, such as Japan in the case of BaltMet Promo, the more cost effective supra‐regional branding becomes compared to more narrow scales of branding.

The paper introduces recent developments in supra‐national branding using data of the BaltMet Promo project. The analysis aims to contribute to product building, triple helix stakeholder cooperation, and policy making.

Sectoral brands are umbrella brands created to represent all companies’ products belonging to a country’s economic industry abroad to enhance their export performance. This study aims to explore the development of a sectoral brand model through the optic of the social constructionist perspective. Besides, this study also proposes to apply the model to a sectoral brand case in the business-to-business market.

The authors have developed a systematic qualitative literature review to provide a theoretical basis for the attributes chosen to compose the social constructionist sectoral brand management (SCSBM) model. To apply the model, the authors have conducted a series of 17 in-depth semi-structured interviews with the association’s managers that constitute the sectoral brand development, the director of the branding consultancy firm and specialists on place branding.

The authors present the SCSBM model, highlighting that sectoral branding should be seen as a dynamic and continuous process with the integrated participation of all industry stakeholders. Moreover, the authors have applied the model to the Brazil Fashion System brand.

The main contribution to theory is the link between sectoral brand management and the social constructionist approach, being the first study, to the best of the authors’ knowledge, to propose this connection. SCSBM model extends previous work on sectoral brands by adopting a social constructionist view.

The SCSBM model might contribute to marketing professionals willing to develop sectoral brands across multiple economic sectors and geographies.

The study’s originality lies in developing the first model, which adopts a social constructionist approach to sectoral brands.