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The differential impact of brand equity on B2B co-branding

The differential impact of brand equity on B2B co-branding
The differential impact of brand equity on B2B co-branding

Purpose

Co‐branding strategies are now seen increasingly in business‐to‐business (B2B) settings, however, there has been little research in this area. This study aims to investigate the benefits of a B2B co‐branding strategy where the partner brands have different brand equity positions.

Design/methodology/approach

This study employs a scenario approach incorporating three real multimedia software brands and three fictitious brands in nine hypothetical alliances over 97 respondents. Using repeated measures ANOVA, the study examines the balance of benefits derived from brand partnerships between high‐, medium‐ and low‐brand equity levels firms.

Findings

It was found that brands with equivalent equity levels shared the benefits of the co‐branding equally, while lower equity brands benefited more from the alliance than higher equity partners. The results also suggest that very dominant partners gain a greater proportion of functional benefits (such as technical expertise) from the co‐branding strategy.

Research limitations/implications

The study used real and fictitious multimedia software brands in a hypothetical co‐branding strategy, measuring a pre‐defined set of benefits. Different results may be found selecting a different industry setting, brands, and benefits.
0885-8624
623-634
Kalafatis, Stavros P.
e7b1aa2b-4d08-46fd-9eb6-215d9999d6c5
Remizova, Natalia
f97845b7-d658-481c-a1c0-2c95c99f341c
Riley, Debra
3bfd3381-5efb-4950-a5d4-a5844e7bdda4
Singh, Jaywant
db6316ed-e404-4c5a-873c-6e97c94fe531
Kalafatis, Stavros P.
e7b1aa2b-4d08-46fd-9eb6-215d9999d6c5
Remizova, Natalia
f97845b7-d658-481c-a1c0-2c95c99f341c
Riley, Debra
3bfd3381-5efb-4950-a5d4-a5844e7bdda4
Singh, Jaywant
db6316ed-e404-4c5a-873c-6e97c94fe531

Kalafatis, Stavros P., Remizova, Natalia, Riley, Debra and Singh, Jaywant (2012) The differential impact of brand equity on B2B co-branding. Journal of Business and Industrial Marketing, 27 (8), 623-634. (doi:10.1108/08858621211273574).

Record type: Article

Abstract


Purpose

Co‐branding strategies are now seen increasingly in business‐to‐business (B2B) settings, however, there has been little research in this area. This study aims to investigate the benefits of a B2B co‐branding strategy where the partner brands have different brand equity positions.

Design/methodology/approach

This study employs a scenario approach incorporating three real multimedia software brands and three fictitious brands in nine hypothetical alliances over 97 respondents. Using repeated measures ANOVA, the study examines the balance of benefits derived from brand partnerships between high‐, medium‐ and low‐brand equity levels firms.

Findings

It was found that brands with equivalent equity levels shared the benefits of the co‐branding equally, while lower equity brands benefited more from the alliance than higher equity partners. The results also suggest that very dominant partners gain a greater proportion of functional benefits (such as technical expertise) from the co‐branding strategy.

Research limitations/implications

The study used real and fictitious multimedia software brands in a hypothetical co‐branding strategy, measuring a pre‐defined set of benefits. Different results may be found selecting a different industry setting, brands, and benefits.

Full text not available from this repository.

More information

Published date: 5 October 2012

Identifiers

Local EPrints ID: 435963
URI: http://eprints.soton.ac.uk/id/eprint/435963
ISSN: 0885-8624
PURE UUID: b28df7a4-74f1-41d3-ad14-62e8ffaf3698
ORCID for Jaywant Singh: ORCID iD orcid.org/0000-0002-0766-0162

Catalogue record

Date deposited: 25 Nov 2019 17:30
Last modified: 26 Nov 2019 01:20

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