Multiple Co-Branding


Book Description

Inhaltsangabe:Abstract: The exchangeability of products has led to the producers need to differentiate themselves from other offers. Due to the flood of advertising on TV, on the radio, in magazines or on hoardings, people usually do not perceive all these stimuli anymore. A well-known brand can help a company to attract new customers and to keep customers loyal. Since there are already many well-established brands for most product categories, some producers have tried to improve their market position by using co-branding. Puma uses Gore Tex material. Ferrari and Fila have developed a sports shoe together and even Coca Cola, one of the world s most well-known brands, has launched a new co-branded product with the beer producer Diebels called Dimix . Already in 1998 co-branding was said to have a 40% annual growth rate in the US. This paper focuses on a new trend among co-branding companies: multiple co-branding. Co-branding one s product not only once, but with several well-known brands one after another or simultaneously in independent agreements is a relatively recent marketing strategy. It has to be said that even for co-branding in general there are only very few empirical studies giving evidence of co-branding s effects on the consumer, but so far it seems that multiple co-branding has been ignored completely. We could not find any sources, giving special attention on this new, growing phenomenon. Therefore, we decided to do some research of our own in this field. To analyse if multiple co-branding helps companies to strengthen their brands and to defend their market position against competitors, we will examine how consumers evaluate this strategy. The central questions that we try to answer are the following: Q1: Do consumers perceive multiple co-branding? Q2: How does multiple co-branding influence the consumer s attitude towards the brand that uses this multiple co-branding strategy? A consumer survey via e-mail was conducted in order to gain insight into consumers view of brands using multiple co-branding. The coloured chocolate lenses Smarties and the ice cream Langnese Cremissimo served as examples in our questionnaire since they have created new products together with many other brands. The findings shall give some useful advice to companies concerning aspects, which have to be taken into account when opting for a multiple co-branding strategy. Disposition The introduction will be followed by the theoretical part, which is [...]







Co-Branding


Book Description

The strategic management and development of brands continues to grow in importance for most businesses and the last decade has seen more and more brand owners turning to co-branding as a way of adding further value to their brand assets. The synergy that can be created by two well-matched brands working together in harmony can be considerable and enhance both profitability and the valuation of the brand for both parties. However, the challenges presented by co-branding are considerable, getting the strategy right for a single brand is hard enough, but once two brands are brought together the challenges increase considerably. The brand personalities must be complementary. This is the first book to explore this important area.




Co-Branding as a Brand Strategy – An Analysis from the Resource-based View


Book Description

Diploma Thesis from the year 2006 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,3, European Business School - International University Schlo Reichartshausen Oestrich-Winkel, 149 entries in the bibliography, language: English, abstract: Organisations hold a distinct resource portfolio which may qualify for competitive advantages. But there are always gaps within this portfolio which limit the value maximization of an organisation (B rki 1996). The brand is a key resource of an organisation, but despite the increasing number of different brands, the number of familiar and accepted brands in consumers' minds is very limited (Esch 2005, p. 27). Strong brands can therefore be powerful resources for organisations. Confronted with the innovative demand of consumers, these strong brands can also serve as basis for further value maximization. Nevertheless, even a strong brand only has a distinctive brand identity and respective consumersided brand associations which cannot be overstretched without negative effects (Kaufmann & Kurt 2005). This means that value maximization is limited due to existing brand gaps. The aim of this paper is to analyse co-branding as a brand strategy which contributes to value maximization of an organisation by filling existing organisational gaps. For this reason, the brand as distinct resource is to be analysed and alternatives for filling brand gaps are to be evaluated before guiding a structured analysis of co-branding benefits, success factors and risks from a RBV. Practical implications for co-branding partnerships are to be derived from this evaluation.




Co-Branding as a brand strategy. An analysis from the resource-based view


Book Description

Diploma Thesis from the year 2006 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,3, European Business School - International University Schloß Reichartshausen Oestrich-Winkel, language: English, abstract: Organisations hold a distinct resource portfolio which may qualify for competitive advantages. But there are always gaps within this portfolio which limit the value maximization of an organisation (Bürki 1996). The brand is a key resource of an organisation, but despite the increasing number of different brands, the number of familiar and accepted brands in consumers’ minds is very limited (Esch 2005, p. 27). Strong brands can therefore be powerful resources for organisations. Confronted with the innovative demand of consumers, these strong brands can also serve as basis for further value maximization. Nevertheless, even a strong brand only has a distinctive brand identity and respective consumersided brand associations which cannot be overstretched without negative effects (Kaufmann & Kurt 2005). This means that value maximization is limited due to existing brand gaps. The aim of this paper is to analyse co-branding as a brand strategy which contributes to value maximization of an organisation by filling existing organisational gaps. For this reason, the brand as distinct resource is to be analysed and alternatives for filling brand gaps are to be evaluated before guiding a structured analysis of co-branding benefits, success factors and risks from a RBV. Practical implications for co-branding partnerships are to be derived from this evaluation.







Co-Branding: Fit Factors Between Partner Brands


Book Description

Firms are continuously looking for new opportunities to exploit and leverage their existing brands to achieve business growth. In the past, companies have leveraged their ‘most important asset’ (brands) through brand and line extensions. Nowadays, the most recent trend for capitalizing on brands is called ‘Co-Branding’ in which two or more brands are presented jointly to the consumer, forming a new product or service offering. This new branding strategy promises many benefits, especially for companies operating internationally with strong global brands. This study is about the perception of ‘fit’ between two partner brands in a co-branding venture. Previous studies have already identified that a perceived fit between partner brands leads to a positive evaluation of the co-branded offering by consumers. But why are some brands perceived as fitting together by consumers and others are not? To answer this question, this study investigates which factors (e.g. similar price level, target group, product category) lead to a perceived fit between partner brands by consumers.




Image Reinforcement Or Impairment


Book Description

Co-branding is often used by managers to reinforce the image of their brands. In this paper, we investigate when a brand's image is reinforced or impaired as a result of co-branding, and which partner is right for a firm that considers co-branding for image reinforcement. We address these issues by examining the effects of co-branding on attribute uncertainty of partner brands. We conceptualize attribute beliefs as two-dimensional constructs. The first dimension reflects the expected value of the attribute, while the second dimension reflects the degree of certainty about the attribute. We argue that these parameters are updated after consumers are exposed to a co-branding activity and develop an analytical model that incorporates these notions. Based on categorization theory, the model describes the updating mechanism of partner brand beliefs that occur as a result of co-branding. An analysis of the model leads to several propositions, which we test in an experiment. Our findings indicate that it is not necessarily in a brand's best interest to choose a partner that is of the highest performance possible. Moreover, we find that while expected values of the brand attributes may improve as a result of co-branding, under certain conditions, uncertainty associated with the brands increases through the alliance, increasing the risk of image impairment.




Strategic Brand Management


Book Description

"The art of building sales is, to a large extent, the art of building brands. After reading Kapferer's book, you'll never again think of a brand as just a name. Several exciting new ideas and perspectives on brand building are offered that have been absent from our literature".--Philip Kotler".An invaluable reference for designers, marketing managers and brand managers alike".--Design magazine.




Beyond Multi-Channel Marketing


Book Description

Delving into the rapidly developing field of dual marketing, investigating the strategic alliances, multi-stakeholder perspectives and branding potential it holds, this book promotes the adoption of the multichannel approach which is fundamental to facing the challenges of marketing 4.0.