The impact of brand image fit on attitude towards a brand alliance (original) (raw)
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A typology of brand alliances and consumer awareness of brand alliance integration
Marketing Letters, 2018
Brand alliances, which involve intentionally presenting two or more brands together, appear in many different forms. For example, Subway stores placed within Wal-Mart, Airbus A380 airplanes with Rolls-Royce Trent engines, and Nike+iPod co-developed personal trainers are among the more well-known manifestations of this strategy. Our study contributes to the literature on brand alliances by conceptualizing and measuring a typology of brand alliance types based on their degree of integration. We also empirically test and find that consumers are sensitive to varying degrees of brand alliance integration. We then link these findings to the managerial decision of how and with whom a brand should form an alliance. We use extensive examples, conversations with managers, and survey-based experiments to show that brand alliance integration is relevant and impactful to both managers and consumers.
The Effect of Brand Gender Similarity on Brand-Alliance Fit and Purchase Intention
Marketing ZFP, 2015
A brand alliance, particularly by co-branding, wherein a brand seeks to reinforce its brand image, expand into new markets and gain new customer segments by utilizing the brand image of a second, external brand, is a strategic alternative to a brand extension. A brand alliance is only successful if the brand fit between the two constituent brands is high. Recent literature suggests the brand personality as a possible basis for brand fit. On this basis, brand gender is a relevant criterion for determining the success of a brand alliance, although this criterion has not been considered in previous studies. In this article, which relies on congruency theory, two experiments conducted to explore the role of brand gender as a driver of both positive consumer response and consumer behaviour towards an alliance are presented. The first experiment demonstrates that, if a consumer is asked to match an initial brand to a second brand from a set of brand options, the consumer will pair brands with the same brand gender. The second experiment reveals that brand gender similarity in a brand alliance results in greater perceived fit, visual appeal and perceived unity for the alliance in question, as well as an in-crease in purchase intention. This positive response to gender similarity was independent of the sexes and ages of the study participants. Managerial implications for successful brand alliances may be drawn from these findings.
Extending the view of brand alliance effects
International Marketing Review, 2007
PurposeThe purpose of this paper is to broaden the external validity of the “brand alliance” theory, as it is set up by Simonin and Ruth, by analysing transnational brand alliances. It aims to discuss the significance of country of origin in this context.Design/methodology/approachBased on a broad literature review of the brand alliance and country of origin literature the authors conducted an empirical study that examined consumer attitudes towards cross‐national brand alliances.FindingsThe findings demonstrate the role that the relationship between country of origin fit and brand fit plays in predicting consumer attitude towards cross‐border brand alliances; and that when brand familiarity decreases, the positive influence of country of origin fit on attitudes towards the brand alliance increases, and is greater than that of brand fit.Research limitations/implicationsThe degree of importance that consumers place on each product in the brand alliance was not taken into account. Fut...
Journal of Marketing Research, 1998
The authors examine the growing and pervasive phenomenon of brand alliances as they affect consumers' brand attitudes. The results of the main study (n = 350) and two replication studies (n = 150, n = 210) together demonstrate that (1) consumer attitudes toward the brand alliance influence subsequent impressions of each partner's brand (l.e., "spillover" effects), (2) brand familiarity moderates the strength of relations between constructs in a manner consistent with information integration and attitude accessibility theories, and (3) each partner brand is not necessarily affected equally by its participation in a particular alliance. These results represent a first, necessary step in understanding why and how a brand could be affected by "the company it keeps" in its brand alliance relationships. Is a Company Known by the Company It Keeps? Assessing the Spillover Effects of Brand Alliances on Consumer Brand Attitudes Compaq President-CEO Eckhard Pfeiffer last week blasted Intel at a computer conference in Spain, claiming among otherpoints that "Intel Inside" detracts from the Compaq brand (Advertising Age; see Johnson 1994). The role and impact of brands in consumer behavior has witnessed a resurgence of interest, with focal issues ranging from consumer evaluations of brand extensions to brand equity (Aaker and Keller 1990; Loken and Roedder John 1993; see also lMR's 1994 special issue on brand equity). One consumer brand marketing strategy that has experienced explosive growth in the 1990s has been the use of comarketing or joint branding, in which two (or more) brands are presented simultaneously to consumers (e.g., Intel microprocessors "inside" Compaq personal computers). In recent years, cooperative brand activities have enjoyed a 40% annual growth rate (Spethmann and Benezra 1994), with examples ranging from Breyer's ice cream containing Reese's Pieces candies to the bundling of branded computer soft
International Marketing …, 2007
Purpose -The purpose of this paper is to broaden the external validity of the "brand alliance" theory, as it is set up by Simonin and Ruth, by analysing transnational brand alliances. It aims to discuss the significance of country of origin in this context. Design/methodology/approach -Based on a broad literature review of the brand alliance and country of origin literature the authors conducted an empirical study that examined consumer attitudes towards cross-national brand alliances. Findings -The findings demonstrate the role that the relationship between country of origin fit and brand fit plays in predicting consumer attitude towards cross-border brand alliances; and that when brand familiarity decreases, the positive influence of country of origin fit on attitudes towards the brand alliance increases, and is greater than that of brand fit.
2019
The purpose of this case study research is to explore key drivers that create brand equity for professional sports teams. Brand equity is optimized through shared goals and complementary brand identification or personalities (Aaker, 1996). This study aimed to delve further into brand equity and explore partnership fit. The authors analyzed two professional sports marketing organizations through interviews. Findings confirm two previously accepted constructs; shared goals and brand identification. A third driver, operational alignment, was uncovered as being necessary to strategic fit. These three constructs are deemed critical in determining strategic fit and result in increased brand equity for a sport organization.
A Framework to Predict the Change of Attitude Towards Co -Branding
2017
Co-branding has been growing rapidly in recent years. It is widely used to improve consumer's brand knowledge of the parent brands. Various theories have been used to assess consumer's attitude towards co-branding. However, there is neither a single framework nor a structured process that explains the process of consumer's attitude formation. In this study, the authors developed a conceptual model that consists of established consumer's attitude formation theories. The model describes various consumer experiences that occur from being exposed with co-branding to the attitude formation. The model can be a useful tool to predict consumer's attitude towards co-branding. The ability to do this will assist marketers to choose a suitable brand for their co-branding initiative. In the end, it will avert marketers from wasting their marketing budgets caused by a failed co-branding effort.
How positioning strategies affect co-branding outcomes
Cogent Business & Management, 2015
Co-branding is a widely applied strategy, with research indicating differential benefits to the parent brands. Past studies suggest the source of these differences may be due to the partners' relative market position, and characteristics such as brand familiarity, brand equity and proximity to the consumer have been explored. However, the role of brand positioning has received little attention in the context of co-branding. The current study attempts to address this gap, considering the positioning of a brand and the impact of a co-branding strategy on customer perceptions. Using the Blankson and Kalafatis positioning typology, we explore the impact of co-branding on the parent brand perceptions from a hedonic vs. functional (utilitarian) focus. The results suggest that for hedonically oriented positioning strategies, fit between the brands is more important than fit between the product categories in driving positive brand perceptions. For a functionally oriented positioning strategy, the reverse holds, with product fit a more important factor than brand fit in driving post-alliance perceptions.