A Typology of Co-branding Strategy: Position and Classification

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Title:	A Typology of Co-branding Strategy: Position and Classification
Authors:	Chang, Wei-lun
Contributors:	淡江大學企業管理學系
Date:	2008-03
Issue Date:	2011-05-20 09:43:41 (UTC+8)
Abstract:	As many companies seek growth through the development of new products, co-branding strategy provides a way to develop new products. However, combining two brands may cause brand meaning to transfer in ways that were never intended. The present paper advances research on co-branding strategies by proposing a conceptual framework of co-branding through a typology with three concepts: co-branding aim, category, and effect. The typology framework not only provides a roadmap of co-branding strategies but also illuminates issues related to co-branding for related research. As many companies seek growth through the development of new products, co-branding strategy provides a way to develop new products as successful brands provide signals of quality and image. Co-branding involves combining two or more well known brands into a single product. A successful co-brand has the potential to achieve excellent synergy that capitalizes on the unique strengths of each contributing brand. In the last decade, co-branding and other cooperative brand activities have seen a 40% annual growth (Spethmann and Benezra, 1994). Companies form co-branding alliances to fulfill several goals, including: (1) Expanding their customer base, (2) achieving financial benefits, (3) responding to the expressed and latent needs of customers, (4) strengthening competitive position, (5) introducing a new product with a strong image, (6) creating new customer-perceived value, and (7) gaining operational benefits. One industry in which co-branding is frequently practised is the fashion and apparel industry (Doshi, 2007).
Relation:	The Journal of American Academy of Business, Cambridge 12(2), pp.220-226
Appears in Collections:	[Graduate Institute & Department of Business Administration] Journal Article

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