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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/53543


    Title: Roadmap of Co-branding Position
    Authors: Chang, Wei-lun
    Contributors: 淡江大學企業管理學系
    Date: 2009-09
    Issue Date: 2011-05-20 09:43:51 (UTC+8)
    Abstract: Co-branding, is a marketing arrangement to utilize multiple brand names on a single product or service. Basically, the constituent brands can assist each other to achieve their objectives. Co-branding is an increasingly popular technique for transferring the positive associations of one company's product or brand to another. In the absence of a clearly defined strategy, co-brand mergers are frequently driven by short-term goals to mistrust and failure. In this paper, we identify critical factors of a successful co-branding strategy, co-branding position matrix, and co-branding strategies respectively. We also utilize certain real-world cases in order to demonstrate our notions. Finally, this research aims to provide clues and a roadmap for future research in co-branding issues. Co-branding, is a marketing arrangement to utilize multiple brand names on a single product or service. Also, co-branding can be seen as a type of strategic alliance between two parties. Basically, the constituent brands can assist each other to achieve their objectives. Obviously, creating strategic alliances by engaging in co-branding has become increasingly popular across many industries. A successful co-branding strategy has the potential to achieve excellent synergy that capitalizes on the unique strengths of each contributing brand. Co-branding is an increasingly popular technique for transferring the positive associations of one company's product or brand to another. In other words, creating synergy with existing brands creates substantial potential benefits of various kinds. As Gaurav Doshi notes in a recent 2007 article, such synergy: (1) expands the customer base (more customers), (2) increases profitability (3) responds to the expressed and latent needs of customers through extended production lines), (4) strengthens competitive position through a higher market share), (5) enhances product introductions through enhancing the brand image (6) creates new customer-perceived value, and (7) and yields operational benefits through reduced cost.
    Relation: The Journal of American Academy of Business, Cambridge 15(1), pp.77-84
    Appears in Collections:[企業管理學系暨研究所] 期刊論文

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