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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.
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.
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 [...]
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.
Seminar paper from the year 2017 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,7, ISEC-Institut Supérieur de l’Économie (dern. eufom University), course: Wirtschaftspsychologie, language: English, abstract: Nowadays, to enter a new market or to gain awareness for products is complicated. The markets are crowded with competitors and the consumer can easily decide between different options of a product. It is indispensable to stand out from the crowd and to raise the consumers awareness for the own products to be successful. Most of the time, the brand is the core of a company. It reflects the image of the organisation and connects it to the products. As hard as establishing a brand is, as easy it is to destroy it with a critical headline in newspapers, selling defective products or similar. Ironically, it is even harder to regain the brand image and regaining the trust of the customers afterwards as cases like Abercrombie & Fitch and Volkswagen showed. In some cases even a regeneration is almost impossible. Therefore, there are different strategies a company can implement to simplify the process of branding. Co-Branding is a strategy where companies work and sell their products together without giving up their own brands. Next to advantages like gaining attention of a different market segments there are also risks and obstacles the company has to face by implying this strategy. For this reason it is important to analyze which company is able to use the strategy and which requirements are needed to create a successful cooperation for the participating parties.
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.
Strategic Management (2020) is a 325-page open educational resource designed as an introduction to the key topics and themes of strategic management. The open textbook is intended for a senior capstone course in an undergraduate business program and suitable for a wide range of undergraduate business students including those majoring in marketing, management, business administration, accounting, finance, real estate, business information technology, and hospitality and tourism. The text presents examples of familiar companies and personalities to illustrate the different strategies used by today's firms and how they go about implementing those strategies. It includes case studies, end of section key takeaways, exercises, and links to external videos, and an end-of-book glossary. The text is ideal for courses which focus on how organizations operate at the strategic level to be successful. Students will learn how to conduct case analyses, measure organizational performance, and conduct external and internal analyses.
Brand Fusion: Purpose-driven brand strategy presents a compelling case for what consumers, customers, employees, and wider society are now demanding from companies – the development of brands that deliver profit with purpose, are sustainable, and create mutually beneficial meaning. It fuses theory-practice-application to purpose-driven brand strategies in order to develop a unique approach that has comprehensive theoretical underpinning as well as practical and thought-provoking lessons from industry. Data-driven case studies from a broad range of brands and contexts show the application of this learning–from micro-brands to corporates; charities to technology companies; retirement villages to aspiring high-growth start-ups. Brand Fusion: Purpose-driven brand strategy is an in-depth analysis of the philosophy and practice behind creating a purposeful brand.
CEO Branding advances our understanding of the importance and impact that CEOs have on companies. In recent years, there has been a growing body of interdisciplinary literature on this powerful aspect of branding, and Fetscherin has invited a leading panel of international scholars and practitioners to contribute original chapters in their area of expertise. The book introduces the concept of the CEO as a brand, and outlines the "4Ps" of this branding mix – the CEO (person), personality, prestige (reputation), and performance. It discusses the CEO branding process, and demonstrates the many ways in which this ‘human brand’ affects the company in financial terms (such as performance, profit, and stock returns), as well as non-financial terms (reputation, trust, and firm strategy). The book also includes ‘lessons learned’ and many examples that illustrate how companies can measure and manage the CEO brand. This comprehensive, authoritative volume will give students, researchers, marketing and communication managers, and CEOs themselves a thorough understanding of all aspects of the CEO brand. A must read for any CEO who is serious about developing, managing and measuring their own brand. For more information, visit www.ceobranding.org
An international and multidisciplinary collection, edited by pioneers in the field, this work captures the quintessence of the corporation and its many inner and outer manifestations, presenting readers with a new approach to the subject area. Fully revised and updated with the original contributions contextualized by the editors’ analyses and commentary to draw them together into a coherent whole, this anthology affords readers a new way of comprehending organizations. This new edition features a new introductory section to branding and public relations, contextualizing the rest of the volume new case vignettes for each section with enhanced pedagogy to enable reader reflection on the themes examined new readings and an updated Harvard style case study revised and updated commentary and analysis from the editors. Filled with illuminating articles that stem from the 1950s to the present day, highlighting both practitioner and scholarly perspectives on the subject, this reader is an essential text for all students of marketing, reputation, business and corporate strategy, public relations, communications and branding.