SlideShare una empresa de Scribd logo
1 de 46
Descargar para leer sin conexión
Is a Company Known by the Company It Keeps?,[object Object],Assessing the Spillover Effects of Brand Alliances on Consumer Brand Attitudes,[object Object],Bernard L. Simonin & Julie A. Ruth (1998),[object Object]
Basic Constructs,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Effects of Brand Alliances,[object Object],Consumer attitudes toward the brand alliance influence subsequent impressions of each partner’s brand,[object Object],Brand familiarity moderates the strength of relations between constructs in a manner consistent with information integration and attitude accessibility theories,[object Object],Each partner brand is not necessarily affected equally by its participation in a particular alliance,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],3,[object Object]
Background Information,[object Object],1990s: co-marketing(joint branding): two or more brands are presented simultaneously to consumers,[object Object],40% growth (Spethmann & Benezra, 1994),[object Object],Complex, potential negative consequences,[object Object],How does it affect evaluations of the affiliate brands? ,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],4,[object Object]
Background Information,[object Object],What is a brand alliance?,[object Object],A brand alliance is a short- or long-term association or combination of two or more individual brands, products, and/or other distinctive proprietary assets,[object Object],Physical vs. symbolical representations,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],5,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, I.A. Nicoara, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Research Questions,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Research Questions,[object Object],10,[object Object],Do brand alliance evaluations “spill over” on subsequent evaluations of the individual partner brands?,[object Object],    How do these brands influence one another?,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Research Questions,[object Object],2. What effect does brand familiarity have on the system of relationships, including the possible spillover effects of the alliance on each partner’s brand?,[object Object],How many of you know,[object Object],	(a) PUMA,[object Object],	(b) Sergio Rossi?,[object Object],	(c) PUMA by Sergio Rossi?,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Background Literature,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Background Literature,[object Object],Consumers generally indicate more favorable evaluations of brand extensions offered by relatively well-liked high-equality brands. (Aaker & Keller, 1990) ,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],13,[object Object]
Information Integration Theory,[object Object],Attitudes and beliefs are formed and modified as people receive, interpret, evaluate and then integrate stimulus information with existing beliefs or attitudes,[object Object],[Context Effects] Judgments of a product or service are influenced by the perceptual or evaluative characteristics of material in close proximity (Lynch, Chakravarti, Mitra, 1991),[object Object],Judgments about the brand alliance are likely to be affected by prior attitudes toward each brand, and subsequent judgments about each brand are likely to be affected by the context of the other brand,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],14,[object Object]
Evaluations of Marketing Alliances & Their Impact on Brand Attitudes,[object Object],Factors that influence the favorableness of attitudes towards brand alliances:,[object Object],Preexisting attitudes towards the brands,[object Object],Perceived fit of products,[object Object],Perceived fit of the brands,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],15,[object Object]
Hypotheses,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Effects of Brand Alliance on Post-exposure Brand Evaluation,[object Object],H1: Attitudes towards the brand alliance are related positively to postexposure attitudes towards the partner brands.,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],17,[object Object],brand enhancement,[object Object]
Effects of Brand Alliance on Post-exposure Brand Evaluation,[object Object],H2: Prior attitudes toward a partner brand are related positively to postexposure attitudes towards the same brand.,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],18,[object Object],process information ,[object Object],attitudes are stable,[object Object]
Antecedents of Attitudes Towards the Brand Alliance,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],19,[object Object],Prior Attitudes,[object Object],H3,[object Object],Brand Alliance Attitudes,[object Object],H4,[object Object],Product Fit,[object Object],H5,[object Object],Brand Fit,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],20,[object Object],Moderating Impact of Brand Familiarity,[object Object],Types of comparisons,[object Object],Between Partners,[object Object],Given Partner,[object Object]
Moderating Impact of Brand Familiarity for a Given Partner,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],21,[object Object],Brand Familiarity,[object Object],Brand Alliance Attitude,[object Object],Post-Brand Attitudes,[object Object],low,[object Object],high,[object Object],Pre-Brand Attitudes,[object Object],Post-Brand Attitudes,[object Object],low,[object Object],high,[object Object],Pre-Brand Attitudes,[object Object],Brand Alliance Attitude,[object Object],low,[object Object],high,[object Object],Brand Fit,[object Object],Brand Alliance Attitude,[object Object],low,[object Object],high,[object Object]
Moderating Impact of Brand Familiarity Between Partners,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],22,[object Object]
Methodology,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
24,[object Object],Conceptual Model,[object Object],Prior Attitude A,[object Object],Post Attitude A,[object Object],H2a (+),[object Object],H3a (+),[object Object],Product Fit,[object Object],H1a (+),[object Object],H4 (+),[object Object],Brand Alliance Attitudes,[object Object],H5 (+),[object Object],Brand Fit,[object Object],H1b (+),[object Object],H3b (+),[object Object],Prior Attitude B,[object Object],Post Attitude B,[object Object],H2b (+),[object Object],Moderating Effect:,[object Object],Brand Familiarity,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Pre-test,[object Object],Automobile and microprocessor partners,[object Object],Expectations,[object Object],Higher familiarity for the automobile brands,[object Object],Sample: 183 – university recruitment,[object Object],Seven alliance pairs ,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],25,[object Object]
Ford and Motorola are the Right Partners for You !,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Main Study,[object Object],16 versions of the brand alliance,[object Object],350 respondents,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],27,[object Object]
Main Study,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],28,[object Object],Brand Fit ,[object Object],Product Fit ,[object Object],Prior Brand Attitudes,[object Object],Brand Alliance Stimulus,[object Object],15 minutes,[object Object],T0,[object Object],T1,[object Object],30 minutes,[object Object],60 minutes,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],29,[object Object],Study Measures,[object Object],7-point bipolar semantic differential scales,[object Object],Cronbach’s alpha: .80, .94 for familiarity with the car and the microprocessor brands,[object Object],Two-group comparison: media split based on chip familiarity,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],30,[object Object],Study Analysis,[object Object],LISREL8 (covariance matrixes),[object Object],Longitudinal questionnaire: T0, T1,[object Object],Controlling for prior attitudes’ effects on postexposure attitudes increases the reliability and discriminant validity of the study (Peter, Churchill & Brown, 1993),[object Object]
Findings,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],32,[object Object],Results for the Full Sample,[object Object],Reliability: satisfactory (.87,.98),[object Object],Discriminant validity among all constructs (chi-squares),[object Object],Attitudes towards the brand alliance, perceptions of brand fit & perceptions of product fit: not perfectly correlated ,[object Object],Substantial amount of variance is accounted for in the model,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],33,[object Object],Effects on PostexposureBrand Attitudes,[object Object],Brand alliances measurably affect perceptions of partner brands,[object Object],When consumers hold more favorable assessments of the brand alliance, the spillover effects on the partner brands will be more favorable.,[object Object],brand enhancement,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],34,[object Object],Antecedents of Attitudes Toward the Brand Alliance,[object Object],Brand image fit as well as attitudes toward each brand are related strongly to brand alliance evaluations,[object Object],No other moderating effects were found,[object Object],Cars: .270,[object Object],Chips: .192,[object Object],Prior Attitudes,[object Object],H3,[object Object],Brand Alliance Attitudes,[object Object],H4,[object Object],Product Fit,[object Object],.217,[object Object],H5,[object Object],.394,[object Object],Brand Fit,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],35,[object Object],Familiarity Effects for Given Partners,[object Object],Brand Familiarity,[object Object],H6a,[object Object],=,[object Object],n.s.,[object Object],low,[object Object],Brand Alliance Attitude,[object Object],Post-Chip Brand Attitude,[object Object],high,[object Object],>,[object Object],Pre-Chip Brand Attitude,[object Object],Post-Chip Brand Attitude,[object Object],>,[object Object],Pre-Chip Brand Attitude,[object Object],Brand Alliance Attitude,[object Object],>,[object Object],Brand Alliance Attitude,[object Object],Brand Fit,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],36,[object Object],Familiarity Effects for Given Partners,[object Object],Brand Familiarity,[object Object],=,[object Object],low,[object Object],Brand Alliance Attitude,[object Object],Post-Chip Brand Attitude,[object Object],high,[object Object],>,[object Object],H6b,[object Object],ß=.145,[object Object],Pre-Chip Brand Attitude,[object Object],Post-Chip Brand Attitude,[object Object],ß=.732,[object Object],>,[object Object],Pre-Chip Brand Attitude,[object Object],Brand Alliance Attitude,[object Object],>,[object Object],Brand Alliance Attitude,[object Object],Brand Fit,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],37,[object Object],Familiarity Effects for Given Partners,[object Object],Brand Familiarity,[object Object],=,[object Object],low,[object Object],Brand Alliance Attitude,[object Object],Post-Chip Brand Attitude,[object Object],high,[object Object],>,[object Object],Pre-Chip Brand Attitude,[object Object],Post-Chip Brand Attitude,[object Object],>,[object Object],H6c,[object Object],ß=.024,[object Object],Pre-Chip Brand Attitude,[object Object],Brand Alliance Attitude,[object Object],ß=.235,[object Object],>,[object Object],Brand Alliance Attitude,[object Object],Brand Fit,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],38,[object Object],Familiarity Effects for Given Partners,[object Object],Brand Familiarity,[object Object],=,[object Object],low,[object Object],Brand Alliance Attitude,[object Object],Post-Chip Brand Attitude,[object Object],high,[object Object],>,[object Object],Pre-Chip Brand Attitude,[object Object],Post-Chip Brand Attitude,[object Object],>,[object Object],Pre-Chip Brand Attitude,[object Object],Brand Alliance Attitude,[object Object],>,[object Object],H6d,[object Object],ß=.265,[object Object],Brand Alliance Attitude,[object Object],Brand Fit,[object Object],ß=.481,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],39,[object Object],Contributions of Brand Attitudes Between Partners,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],40,[object Object],Generalizability of the Model,[object Object],Replicated in two distinct brand alliance contexts:,[object Object],The results cross-validate the original results and provide further support for the hypothesized model,[object Object],S = 150,[object Object],Familiarity:,[object Object],MNW = 6.46,[object Object],MVISA= 6.85,[object Object],S = 210,[object Object],Familiarity:,[object Object],MDisney = 6.55,[object Object],MKmart= 6.28,[object Object],MSears= 6.24,[object Object],MNS= 6.67,[object Object]
Implications,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],41,[object Object]
Findings,[object Object],Brand alliances have an effect on the partnering brands,[object Object],Brand alliances can add to / alter a brand’s specific associations,[object Object],Product & brand fit do not moderate spillover effects or the contribution of the brands in the alliance,[object Object],Alliances might exist in the mind of the consumer even if managers did not plan for them.,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],42,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],Tips for Managers,[object Object],When choosing a partner,[object Object],“combines” to produce favorable perceptions of product & brand fit  [not just a highly regarded brand],[object Object],Do extensive research to identify potential risks that could decrease their brand value / hurt their image (finances, publicity, scandals, operations),[object Object],A retailer’s branded merchandise assortment might influence your brand [context effects],[object Object],If you are the more familiar brand, you will add more to the co-branded product,[object Object],What is the value of your partner?,[object Object],Is the partner adding enough value to the end product?,[object Object],43,[object Object]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object],44,[object Object],Tips for Managers,[object Object],If you are a new brand, you can use a stronger brand to gain familiarity [free rider],[object Object],In this case, careful about the level of brand fit !!,[object Object],If you are a big brand, you can ally with new / unfamiliar brands if,[object Object],Product fit & attitudes toward the alliance are positive,[object Object],It is not always beneficial to engage in affiliate branding [ceiling effects],[object Object]
Any Questions?,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]
ThankYou For Your Attention!,[object Object],Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet,[object Object]

Más contenido relacionado

La actualidad más candente

World Class Global Brand Management
World Class Global Brand ManagementWorld Class Global Brand Management
World Class Global Brand ManagementFullSurge
 
Brand extension product management
Brand extension product managementBrand extension product management
Brand extension product managementLeni Ithindi
 
Steal this Idea: Brand Extension
Steal this Idea: Brand ExtensionSteal this Idea: Brand Extension
Steal this Idea: Brand ExtensionLiquid Agency
 
Brand Extension of Unilever
Brand Extension of UnileverBrand Extension of Unilever
Brand Extension of UnileverAjwa Mart
 
Executive summary brand Management: Virgin
Executive summary brand Management: VirginExecutive summary brand Management: Virgin
Executive summary brand Management: VirginSubhi Pradhan
 
Factors influencing successful brand extensions
Factors influencing successful brand extensionsFactors influencing successful brand extensions
Factors influencing successful brand extensionsLaiqa Ahmed
 
109040 633625314248175352
109040 633625314248175352109040 633625314248175352
109040 633625314248175352saharanrohit
 
Ppt Chapter 11
Ppt Chapter 11Ppt Chapter 11
Ppt Chapter 11kpatric
 
Brand extension with reference to TATA
Brand extension with reference to TATABrand extension with reference to TATA
Brand extension with reference to TATASanjana Bharadwaj
 
Does brand extension impact parent brand
Does brand extension impact parent brandDoes brand extension impact parent brand
Does brand extension impact parent brandLaiqa Ahmed
 

La actualidad más candente (20)

World Class Global Brand Management
World Class Global Brand ManagementWorld Class Global Brand Management
World Class Global Brand Management
 
Brand extension product management
Brand extension product managementBrand extension product management
Brand extension product management
 
Br 8
Br  8Br  8
Br 8
 
Branding strategy
Branding strategyBranding strategy
Branding strategy
 
Steal this Idea: Brand Extension
Steal this Idea: Brand ExtensionSteal this Idea: Brand Extension
Steal this Idea: Brand Extension
 
Brand extension
Brand extensionBrand extension
Brand extension
 
Brand Extension of Unilever
Brand Extension of UnileverBrand Extension of Unilever
Brand Extension of Unilever
 
Corporate Branding Versus
Corporate Branding VersusCorporate Branding Versus
Corporate Branding Versus
 
Executive summary brand Management: Virgin
Executive summary brand Management: VirginExecutive summary brand Management: Virgin
Executive summary brand Management: Virgin
 
Factors influencing successful brand extensions
Factors influencing successful brand extensionsFactors influencing successful brand extensions
Factors influencing successful brand extensions
 
109040 633625314248175352
109040 633625314248175352109040 633625314248175352
109040 633625314248175352
 
Brand extension
Brand extensionBrand extension
Brand extension
 
Brand Extensions 09
Brand Extensions 09Brand Extensions 09
Brand Extensions 09
 
Ppt Chapter 11
Ppt Chapter 11Ppt Chapter 11
Ppt Chapter 11
 
Brand extension with reference to TATA
Brand extension with reference to TATABrand extension with reference to TATA
Brand extension with reference to TATA
 
Does brand extension impact parent brand
Does brand extension impact parent brandDoes brand extension impact parent brand
Does brand extension impact parent brand
 
Band Extension
Band ExtensionBand Extension
Band Extension
 
Global branding
Global brandingGlobal branding
Global branding
 
brand managament
brand managamentbrand managament
brand managament
 
Line and brand extension
Line and brand extensionLine and brand extension
Line and brand extension
 

Destacado

Co-branding
Co-brandingCo-branding
Co-brandingBalaji K
 
Seeing Is Believing: Using Visual Content in Social Media Marketing
Seeing Is Believing: Using Visual Content in Social Media MarketingSeeing Is Believing: Using Visual Content in Social Media Marketing
Seeing Is Believing: Using Visual Content in Social Media MarketingSarah Page
 
Sponsoring as a source of content marketing - Brand Alliances by Tango
Sponsoring as a source of content marketing - Brand Alliances by TangoSponsoring as a source of content marketing - Brand Alliances by Tango
Sponsoring as a source of content marketing - Brand Alliances by TangoWolttiGroup
 
Case study:Dual Branding in China
Case study:Dual Branding in ChinaCase study:Dual Branding in China
Case study:Dual Branding in ChinaUma Muruganantham
 
Strategy of co branding
Strategy of co brandingStrategy of co branding
Strategy of co brandingSuryadev Maity
 
Intel ingredient branding
Intel ingredient brandingIntel ingredient branding
Intel ingredient brandingSurya Pratap
 
Dual branding
Dual brandingDual branding
Dual brandingidealajay
 
Co - Branding and Corporate Branding - Introduction to Branding
Co - Branding and Corporate Branding - Introduction to BrandingCo - Branding and Corporate Branding - Introduction to Branding
Co - Branding and Corporate Branding - Introduction to BrandingRai University Ahmedabad
 
Brand Building 101: How to build a brand from scratch
Brand Building 101: How to build a brand from scratchBrand Building 101: How to build a brand from scratch
Brand Building 101: How to build a brand from scratchMucca
 

Destacado (20)

Marcas aliadas
Marcas aliadasMarcas aliadas
Marcas aliadas
 
Co-branding
Co-brandingCo-branding
Co-branding
 
Strategic Alliances
Strategic AlliancesStrategic Alliances
Strategic Alliances
 
Co branding
Co brandingCo branding
Co branding
 
Hakuna Matata
Hakuna MatataHakuna Matata
Hakuna Matata
 
Seeing Is Believing: Using Visual Content in Social Media Marketing
Seeing Is Believing: Using Visual Content in Social Media MarketingSeeing Is Believing: Using Visual Content in Social Media Marketing
Seeing Is Believing: Using Visual Content in Social Media Marketing
 
Sponsoring as a source of content marketing - Brand Alliances by Tango
Sponsoring as a source of content marketing - Brand Alliances by TangoSponsoring as a source of content marketing - Brand Alliances by Tango
Sponsoring as a source of content marketing - Brand Alliances by Tango
 
Case study:Dual Branding in China
Case study:Dual Branding in ChinaCase study:Dual Branding in China
Case study:Dual Branding in China
 
Strategy of co branding
Strategy of co brandingStrategy of co branding
Strategy of co branding
 
Intel ingredient branding
Intel ingredient brandingIntel ingredient branding
Intel ingredient branding
 
Dual branding
Dual brandingDual branding
Dual branding
 
Strategic Alliance
Strategic AllianceStrategic Alliance
Strategic Alliance
 
Co - Branding and Corporate Branding - Introduction to Branding
Co - Branding and Corporate Branding - Introduction to BrandingCo - Branding and Corporate Branding - Introduction to Branding
Co - Branding and Corporate Branding - Introduction to Branding
 
Co-branding
Co-brandingCo-branding
Co-branding
 
Brand Building 101: How to build a brand from scratch
Brand Building 101: How to build a brand from scratchBrand Building 101: How to build a brand from scratch
Brand Building 101: How to build a brand from scratch
 
CO-BRANDING
CO-BRANDINGCO-BRANDING
CO-BRANDING
 
Strategic Alliances
Strategic AlliancesStrategic Alliances
Strategic Alliances
 
Brand Building 101
Brand Building 101Brand Building 101
Brand Building 101
 
Co branding
Co brandingCo branding
Co branding
 
Strategic alliance
Strategic allianceStrategic alliance
Strategic alliance
 

Similar a A look at brand alliances

Harley Davidson Case Study Building Brand Communities
Harley Davidson Case Study   Building Brand CommunitiesHarley Davidson Case Study   Building Brand Communities
Harley Davidson Case Study Building Brand CommunitiesDigiword Ha Noi
 
Harley Davidson Case Study - Building Brand Communities
Harley Davidson Case Study - Building Brand CommunitiesHarley Davidson Case Study - Building Brand Communities
Harley Davidson Case Study - Building Brand CommunitiesCarmen Neghina
 
Forrester Research Social Round Table
Forrester Research Social Round TableForrester Research Social Round Table
Forrester Research Social Round TableLynn Holley III
 
A Road Map for Managing Reputation 101314 PRSA presentation
A Road Map for Managing Reputation 101314 PRSA presentationA Road Map for Managing Reputation 101314 PRSA presentation
A Road Map for Managing Reputation 101314 PRSA presentationMark David Richards
 
ABM Session 9.pptx
ABM Session 9.pptxABM Session 9.pptx
ABM Session 9.pptxtamishgupta3
 
The_Effect_of_Brand_Extension_Strategies_Upon_Brand (1).pptx
The_Effect_of_Brand_Extension_Strategies_Upon_Brand (1).pptxThe_Effect_of_Brand_Extension_Strategies_Upon_Brand (1).pptx
The_Effect_of_Brand_Extension_Strategies_Upon_Brand (1).pptxSHUBHAMSRIVASTAVA212015
 
Branding garima ahuja,isha singh,gobind raj,mantaj sidhu, 30 oct. 2013
Branding garima ahuja,isha singh,gobind raj,mantaj sidhu, 30 oct. 2013Branding garima ahuja,isha singh,gobind raj,mantaj sidhu, 30 oct. 2013
Branding garima ahuja,isha singh,gobind raj,mantaj sidhu, 30 oct. 2013Gobind Raj Aulakh
 
Using paid owned and earned media to create strong brands
Using paid owned and earned media to create strong brandsUsing paid owned and earned media to create strong brands
Using paid owned and earned media to create strong brandsMarnixvangisbergen
 
Mediation of brand equity on word of mouth a study with special reference to ...
Mediation of brand equity on word of mouth a study with special reference to ...Mediation of brand equity on word of mouth a study with special reference to ...
Mediation of brand equity on word of mouth a study with special reference to ...Dr. V.K. Hamza
 
Passion for the Brand and Consumer Brand Relationships
Passion for the Brand and Consumer Brand RelationshipsPassion for the Brand and Consumer Brand Relationships
Passion for the Brand and Consumer Brand RelationshipsCBR Conference
 
Sim wharton 030811_final
Sim wharton 030811_finalSim wharton 030811_final
Sim wharton 030811_finalAndrea Harrison
 
Why Use Network Marketing
Why Use Network MarketingWhy Use Network Marketing
Why Use Network MarketingRoan McClure
 
Brand Content, (Sponsored) Stories and Community Management
Brand Content, (Sponsored) Stories and Community ManagementBrand Content, (Sponsored) Stories and Community Management
Brand Content, (Sponsored) Stories and Community ManagementMathias Beke
 
Value of a Facebook Fan: An Empirical Review
Value of a Facebook Fan: An Empirical ReviewValue of a Facebook Fan: An Empirical Review
Value of a Facebook Fan: An Empirical ReviewSyncapse
 
Value of a facbook fan (Syncapse))
Value of a facbook fan (Syncapse))Value of a facbook fan (Syncapse))
Value of a facbook fan (Syncapse))Adam Lewis
 
Syncapse value-of-a-facebook-fan
Syncapse value-of-a-facebook-fanSyncapse value-of-a-facebook-fan
Syncapse value-of-a-facebook-fanad_crystal
 

Similar a A look at brand alliances (20)

Harley Davidson Case Study Building Brand Communities
Harley Davidson Case Study   Building Brand CommunitiesHarley Davidson Case Study   Building Brand Communities
Harley Davidson Case Study Building Brand Communities
 
Harley Davidson Case Study - Building Brand Communities
Harley Davidson Case Study - Building Brand CommunitiesHarley Davidson Case Study - Building Brand Communities
Harley Davidson Case Study - Building Brand Communities
 
Forrester Research Social Round Table
Forrester Research Social Round TableForrester Research Social Round Table
Forrester Research Social Round Table
 
A Road Map for Managing Reputation 101314 PRSA presentation
A Road Map for Managing Reputation 101314 PRSA presentationA Road Map for Managing Reputation 101314 PRSA presentation
A Road Map for Managing Reputation 101314 PRSA presentation
 
ABM Session 9.pptx
ABM Session 9.pptxABM Session 9.pptx
ABM Session 9.pptx
 
The_Effect_of_Brand_Extension_Strategies_Upon_Brand (1).pptx
The_Effect_of_Brand_Extension_Strategies_Upon_Brand (1).pptxThe_Effect_of_Brand_Extension_Strategies_Upon_Brand (1).pptx
The_Effect_of_Brand_Extension_Strategies_Upon_Brand (1).pptx
 
Demianenko ruslana
Demianenko ruslanaDemianenko ruslana
Demianenko ruslana
 
Branding garima ahuja,isha singh,gobind raj,mantaj sidhu, 30 oct. 2013
Branding garima ahuja,isha singh,gobind raj,mantaj sidhu, 30 oct. 2013Branding garima ahuja,isha singh,gobind raj,mantaj sidhu, 30 oct. 2013
Branding garima ahuja,isha singh,gobind raj,mantaj sidhu, 30 oct. 2013
 
Final weichen
Final weichenFinal weichen
Final weichen
 
Using paid owned and earned media to create strong brands
Using paid owned and earned media to create strong brandsUsing paid owned and earned media to create strong brands
Using paid owned and earned media to create strong brands
 
Mediation of brand equity on word of mouth a study with special reference to ...
Mediation of brand equity on word of mouth a study with special reference to ...Mediation of brand equity on word of mouth a study with special reference to ...
Mediation of brand equity on word of mouth a study with special reference to ...
 
Brand extension
Brand extension Brand extension
Brand extension
 
Passion for the Brand and Consumer Brand Relationships
Passion for the Brand and Consumer Brand RelationshipsPassion for the Brand and Consumer Brand Relationships
Passion for the Brand and Consumer Brand Relationships
 
Sim wharton 030811_final
Sim wharton 030811_finalSim wharton 030811_final
Sim wharton 030811_final
 
How b2b brands talk past their customers
How b2b brands talk past their customersHow b2b brands talk past their customers
How b2b brands talk past their customers
 
Why Use Network Marketing
Why Use Network MarketingWhy Use Network Marketing
Why Use Network Marketing
 
Brand Content, (Sponsored) Stories and Community Management
Brand Content, (Sponsored) Stories and Community ManagementBrand Content, (Sponsored) Stories and Community Management
Brand Content, (Sponsored) Stories and Community Management
 
Value of a Facebook Fan: An Empirical Review
Value of a Facebook Fan: An Empirical ReviewValue of a Facebook Fan: An Empirical Review
Value of a Facebook Fan: An Empirical Review
 
Value of a facbook fan (Syncapse))
Value of a facbook fan (Syncapse))Value of a facbook fan (Syncapse))
Value of a facbook fan (Syncapse))
 
Syncapse value-of-a-facebook-fan
Syncapse value-of-a-facebook-fanSyncapse value-of-a-facebook-fan
Syncapse value-of-a-facebook-fan
 

Más de Carmen Neghina

Zara Marketing Campaign Design
Zara Marketing Campaign DesignZara Marketing Campaign Design
Zara Marketing Campaign DesignCarmen Neghina
 
Giant leaps or small steps
Giant leaps or small stepsGiant leaps or small steps
Giant leaps or small stepsCarmen Neghina
 
How to Innovate? Giant leaps or small steps?
How to Innovate? Giant leaps or small steps?How to Innovate? Giant leaps or small steps?
How to Innovate? Giant leaps or small steps?Carmen Neghina
 
Harley Davidson Case Study
Harley Davidson Case StudyHarley Davidson Case Study
Harley Davidson Case StudyCarmen Neghina
 
Advertising Psychology
Advertising PsychologyAdvertising Psychology
Advertising PsychologyCarmen Neghina
 
Friend Or Foe - Mobile phones and communication
Friend Or Foe - Mobile phones and communicationFriend Or Foe - Mobile phones and communication
Friend Or Foe - Mobile phones and communicationCarmen Neghina
 
Public Relations and New Media Technologies
Public Relations and New Media TechnologiesPublic Relations and New Media Technologies
Public Relations and New Media TechnologiesCarmen Neghina
 
Hofstede - Cultural differences in international management
Hofstede - Cultural differences in international managementHofstede - Cultural differences in international management
Hofstede - Cultural differences in international managementCarmen Neghina
 
Knowledge Management - International University in Germany
Knowledge Management - International University in GermanyKnowledge Management - International University in Germany
Knowledge Management - International University in GermanyCarmen Neghina
 
Better Place Change Management
Better Place   Change ManagementBetter Place   Change Management
Better Place Change ManagementCarmen Neghina
 

Más de Carmen Neghina (20)

Zara Marketing Campaign Design
Zara Marketing Campaign DesignZara Marketing Campaign Design
Zara Marketing Campaign Design
 
Giant leaps or small steps
Giant leaps or small stepsGiant leaps or small steps
Giant leaps or small steps
 
How to Innovate? Giant leaps or small steps?
How to Innovate? Giant leaps or small steps?How to Innovate? Giant leaps or small steps?
How to Innovate? Giant leaps or small steps?
 
Harley Davidson Case Study
Harley Davidson Case StudyHarley Davidson Case Study
Harley Davidson Case Study
 
Heart & Mind
Heart & MindHeart & Mind
Heart & Mind
 
Advertising Psychology
Advertising PsychologyAdvertising Psychology
Advertising Psychology
 
Friend Or Foe - Mobile phones and communication
Friend Or Foe - Mobile phones and communicationFriend Or Foe - Mobile phones and communication
Friend Or Foe - Mobile phones and communication
 
Public Relations and New Media Technologies
Public Relations and New Media TechnologiesPublic Relations and New Media Technologies
Public Relations and New Media Technologies
 
Sarbanes Oxley Act
Sarbanes Oxley ActSarbanes Oxley Act
Sarbanes Oxley Act
 
Hofstede - Cultural differences in international management
Hofstede - Cultural differences in international managementHofstede - Cultural differences in international management
Hofstede - Cultural differences in international management
 
Project Management
Project ManagementProject Management
Project Management
 
Violence in the Media
Violence in the MediaViolence in the Media
Violence in the Media
 
The Knowledge Gap
The Knowledge GapThe Knowledge Gap
The Knowledge Gap
 
Knowledge Management - International University in Germany
Knowledge Management - International University in GermanyKnowledge Management - International University in Germany
Knowledge Management - International University in Germany
 
Uk - Country Overview
Uk - Country OverviewUk - Country Overview
Uk - Country Overview
 
Newspapers in Germany
Newspapers in GermanyNewspapers in Germany
Newspapers in Germany
 
ProjeX
ProjeXProjeX
ProjeX
 
Major Sales
Major SalesMajor Sales
Major Sales
 
Semantic Wiki
Semantic WikiSemantic Wiki
Semantic Wiki
 
Better Place Change Management
Better Place   Change ManagementBetter Place   Change Management
Better Place Change Management
 

Último

HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfMohonDas
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRATanmoy Mishra
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE
 
How to Add a many2many Relational Field in Odoo 17
How to Add a many2many Relational Field in Odoo 17How to Add a many2many Relational Field in Odoo 17
How to Add a many2many Relational Field in Odoo 17Celine George
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptxSandy Millin
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...raviapr7
 
5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...CaraSkikne1
 
How to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesHow to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesCeline George
 
Diploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfDiploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfMohonDas
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17Celine George
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17Celine George
 
General views of Histopathology and step
General views of Histopathology and stepGeneral views of Histopathology and step
General views of Histopathology and stepobaje godwin sunday
 
Education and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxEducation and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxraviapr7
 
In - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxIn - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxAditiChauhan701637
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.raviapr7
 
How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17Celine George
 
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxAUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxiammrhaywood
 
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfMaximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfTechSoup
 

Último (20)

HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdf
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
 
Finals of Kant get Marx 2.0 : a general politics quiz
Finals of Kant get Marx 2.0 : a general politics quizFinals of Kant get Marx 2.0 : a general politics quiz
Finals of Kant get Marx 2.0 : a general politics quiz
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024
 
How to Add a many2many Relational Field in Odoo 17
How to Add a many2many Relational Field in Odoo 17How to Add a many2many Relational Field in Odoo 17
How to Add a many2many Relational Field in Odoo 17
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...
 
5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...
 
How to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesHow to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 Sales
 
Diploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfDiploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdf
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17
 
General views of Histopathology and step
General views of Histopathology and stepGeneral views of Histopathology and step
General views of Histopathology and step
 
Education and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxEducation and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptx
 
In - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxIn - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptx
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.
 
How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17
 
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxAUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
 
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfMaximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
 

A look at brand alliances

  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.

Notas del editor

  1. True product combinations & bundled products (variety packs)
  2. How do these brands influence one another?
  3. True product combinations (puma)
  4. H1: more favorably evaluated alliances will yield to more favorable subsequent evaluations of partner brands (than less favorable ones)When brand extensions are perceived positively, the process of “brand enhancement” takes place (Loken and Roedder John, 1993)
  5. Attitudes toward each participating brand may change when consumers process information about collaborative relationships or experience the product of an alliance.Preexisting attitudes toward the brand will be related highly to postexposure attitudes toward the same brand (attitudes are stable).
  6. H3: Prior attitudes towards the brand are related positively to attitudes toward the brand allianceH4: Product fit is related positively to attitudes towards the brand alliance.H5: Brand fit is related positively to attitudes toward the brand.
  7. H6a: For lower (higher) levels of brand familiarity, the effect of the brand alliance on post-attitudes will be larger (smaller).H6b: For lower (higher) levels of brand familiarity, the effect of pre- on post-attitudes will be smaller (larger).H6c: When lower (higher) brand familiarity is present, the effect of brand fit on the brand alliance will be smaller (larger).H6d: When lower (higher) brand familiarity is present, the effect of brand fit on the brand alliance will be smaller(larger).H6a: the spillover effect of the alliance on a low-familiarity brand will be relatively strong.
  8. H7a: Brands less (more) familiar than their partners will contribute less (more) than their partners to the brand allianceH7b: Brands less (more) familiar than their partners will experience stronger (weaker) spillover effects than their partners.H8a: Highly familiar brands will contribute equally to the brand alliance.H8b: Highly familiar brands will experience equal spillover effects.
  9. Assigned randomlyBooklet with materials
  10. Assigned randomlyBooklet with materialsBrand familiarityFiller materials (15 min)Evaluation of alliance (attitudes toward the brand alliance, perceptions of brand & product fit)BreakEvaluation of brands in the alliance (post-evaluation)Thanks & pay
  11. Car brand familiarity was uniformly high (MCars = 6.56, standard deviation=.77), and chip brand familiarity was variable (MChip=3.85, standard deviation=2.21)
  12. = they are different constructs
  13. Brand alliances do matterBrand alliances are important in attitudinal shifts resulting from partner brands
  14. H6a: not supportedThe contribution of the brand alliance on the chip brand is not the same whether the chip brand was relatively familiar or notH6b & H6c are supportedThe direct effect of the brand alliance on the partner brands is not affected by a given partner’s familiarity.
  15. H6a: not supportedThe contribution of the brand alliance on the chip brand is not the same whether the chip brand was relatively familiar or notH6b & H6c are supportedThe direct effect of the brand alliance on the partner brands is not affected by a given partner’s familiarity.
  16. H6a: not supportedThe contribution of the brand alliance on the chip brand is not the same whether the chip brand was relatively familiar or notH6b & H6c are supportedThe direct effect of the brand alliance on the partner brands is not affected by a given partner’s familiarity.
  17. H6a: not supportedThe contribution of the brand alliance on the chip brand is not the same whether the chip brand was relatively familiar or notH6b & H6c are supportedThe direct effect of the brand alliance on the partner brands is not affected by a given partner’s familiarity.
  18. 7a is supported:Familiar brands have a stronger contribution than the unfamiliar brands on the attitudes toward the allianceH8a was significant: both partners exert relatively equal influences on the alliance.7b supported: asymmetry between familiar and unfamiliar brands in terms of brand alliance attitude.8b: chi square – not statistically significant; SUPPORTEDUnfamiliar compared with familiar brands receive greater spillover effects from the brand alliance.The effect of a relatively unfamiliar brand on the brand alliance evaluation is smaller than the effect of its familiar partner.
  19. The study was replicated for two distinct but also prevalent brand alliance contexts: Northwest Airlines partnering with Visa Card and Disney teaming up with a major retailer.For the first study, the stimulus was a print advertisement showcasing the merit of a VISA Card linked to the Northwest Airlines frequent flyer program. Both brands were highly familiar.