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.
Inhaltsverzeichnis (Table of Contents)
- INTRODUCTION
- RELEVANCE AND TOPICALITY
- PROBLEM SET
- RESEARCH OBJECTIVE
- RESEARCH METHODOLOGY
- CONCEPTUAL BACKGROUND
- THE RESOURCE-BASED VIEW
- Emergence and relevance of the resource-based view
- Underlying assumptions
- Key concepts
- Resources and their competitive advantage generating potential
- Criticism and confutation
- THE BRAND SPHERE
- Definitions of the brand
- Functions of the brand
- Brand equity
- Brand identity and brand image
- Basic brand strategies
- Brand alliances and co-branding
- ALTERNATIVES TO OVERCOME ORGANISATIONAL GAPS
- RESOURCE GAPS AND VALUE MAXIMIZATION
- Resources as sources of sustained competitive advantage
- Filling general resource gaps to allow for value maximization
- THE ROLE OF THE BRAND WITHIN THE RESOURCE SYSTEM
- Products and brands as result of resource interaction
- The brand as a source of sustained competitive advantage
- The brand as sustainable resource
- The brand as a source of competitive advantage
- BRAND GAPS AND VALUE MAXIMIZATION
- The existence of brand gaps
- General alternatives to fill brand gaps
- Co-branding as an alternative to fill brand gaps
- CO-BRANDING AS A VALUE-MAXIMIZING BRAND STRATEGY
- FORMS OF CO-BRANDING
- Levels of co-branding partnerships
- Co-branding strategies according to key objectives
- CO-BRANDING BENEFITS
- General co-branding benefits
- Direct consumer benefits
- Direct organisational benefits
- Spillover benefits for consumers
- Spillover benefits for organisations
- Particular ingredient branding benefits
- The distinct supplier and manufacturer relation
- Supplier-sided benefits
- Manufacturer-sided benefits
- CO-BRANDING SUCCESS FACTORS
- Key success factors
- Brand equity
- Product fit
- Brand fit
- Additional success factors
- Brand name dominance and others
- Particular success factors for ingredient branding
- Market-based success factors
- RISKS AND DRAWBACKS
- Collaborative risks
- Direct risks
- Spillover risks
- PRACTICAL DEDUCTION
- IMPLICATIONS FOR THE IMPLEMENTATION PROCESS
- Detecting brand gaps
- Selecting a partner brand
- Operational implementation
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This thesis aims to analyze the use of co-branding as a brand strategy from the perspective of the resource-based view. It delves into the concept of co-branding as a means to overcome organizational gaps and maximize value, exploring its benefits, success factors, and potential risks.
- The Resource-Based View and its application to brand strategy
- The role of brands within the resource system of an organization
- Co-branding as a value-maximizing brand strategy
- Benefits and success factors of co-branding partnerships
- Risks and drawbacks associated with co-branding
Zusammenfassung der Kapitel (Chapter Summaries)
The first chapter provides an introduction to the topic of co-branding as a brand strategy, outlining its relevance and topicality, defining the problem set, stating the research objective, and outlining the research methodology. Chapter two delves into the conceptual background, exploring the resource-based view and its key concepts, along with an analysis of the brand sphere and its diverse aspects, including brand alliances and co-branding.
Chapter three investigates the use of co-branding as an alternative to overcome organizational gaps and maximize value. It examines how resources can be utilized to generate sustained competitive advantage and analyzes the role of the brand within the resource system. Chapter four presents co-branding as a value-maximizing brand strategy, exploring its diverse forms, benefits, success factors, and associated risks.
Chapter five focuses on practical deduction, discussing the implications for the implementation process of co-branding, including detecting brand gaps, selecting partner brands, and operational implementation.
Schlüsselwörter (Keywords)
The thesis explores key concepts such as co-branding, brand strategy, resource-based view, value maximization, sustained competitive advantage, organizational gaps, brand equity, product fit, brand fit, collaborative risks, and implementation process.
Frequently Asked Questions
What is Co-Branding from a Resource-Based View (RBV)?
From an RBV perspective, co-branding is a strategy to fill organizational resource gaps by partnering with another brand to achieve value maximization and competitive advantage.
What are "Brand Gaps"?
Brand gaps occur when an organization's brand identity or associations are limited and cannot be overstretched without negative effects, preventing the company from entering new markets.
What are the key success factors for co-branding?
Critical factors include high brand equity of both partners, a good product fit, and a strong brand fit between the collaborating organizations.
What is Ingredient Branding?
It is a specific form of co-branding where a component or "ingredient" of a product (like a processor or a special fabric) is branded to add value to the final manufacturer's product.
What risks are associated with co-branding?
Risks include collaborative conflicts, direct brand damage if one partner fails, and spillover risks where negative associations of one brand affect the other.
- Quote paper
- Frédéric Begemann (Author), 2006, Co-Branding as a brand strategy. An analysis from the resource-based view, Munich, GRIN Verlag, https://www.grin.com/document/60505
