Strategic brand alliances: Research advances and practical applications

Singh, Jaywant, Quamina, La Toya and Kalafatis, Stavros P. (2016) Strategic brand alliances: Research advances and practical applications. In, The Routledge Companion to Contemporary Brand Management. Taylor & Francis, pp. 120-135. (doi:10.4324/9781315796789-17).

Abstract

Co-branding or brand alliance, refers to a wide range of cooperations between two or more brands which include joint-sales promotions (e.g. Reebok and Pepsi), Advertising alliances (e.g. Kellogg’s and Tropicana), Bundling marketing (e.g. Microsoft and McAfee), Ingredient branding (e.g. Dell and Intel), Dual branding (e.g. Avis and Budget) and Product combinations (e.g. Betty Crocker and Hershey’s). It is a strategic business development opportunity for brands, in which the sum of the combined brand assets is greater than the parts of the individual brands (Rao and Ruekert, 1994). Brand alliances have attracted considerable research interest over the last few years, as evidenced by the increasing number of empirical studies in various contexts published since the mid-1990s (e.g. Park, Jun and Shocker, 1996; Lafferty, Goldsmith and Hult, 2004; Helmig, Huber and Leeflang, 2008; Kalafatis et al., 2012; Singh, 2015). The academic research interest in co-branding reflects a growing awareness that leveraging a firm through brand associations is more cost-effective and less risky than traditional brand extension strategies (Besharat and Langan, 2014). Furthermore, it presents a fresh opportunity for strategic advantage in a fiercely competitive marketplace (Bucklin and Sengupta, 1993).

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Author: Jaywant Singh

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