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Brand Equity Implications of Joint Branding Programs

Published online by Cambridge University Press:  06 March 2006

ED LEBAR ,
PHIL BUEHLER ,
KEVIN LANE KELLER ,
MONIKA SAWICKA ,
ZEYNEP AKSEHIRLI  and
KEITH RICHEY
ED LEBAR
Affiliation:
Young and Rubicam Brands, Ed_Lebar@nyc.rr.com
PHIL BUEHLER
Affiliation:
mcgarrybowen, pbuehler@mcgarrybowen.com
KEVIN LANE KELLER
Affiliation:
Tuck School of Business, Dartmouth College, kevin.keller@dartmouth.edu
MONIKA SAWICKA
Affiliation:
Young and Rubicam Brands, monikasawicka@yahoo.com
ZEYNEP AKSEHIRLI
Affiliation:
Tuck School of Business, Dartmouth College, Zeynep.Aksehirli@dartmouth.edu
KEITH RICHEY
Affiliation:
Vivaldi Partners, krichey@vivaldipartners.com
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Abstract

A research study was conducted to explore how joint branding affects consumer perceptions. Employing Young & Rubicam's BrandAsset Valuator model and research tool, the study evaluated the joint branding potential of 10 target brands and 10 partner brands with 10 different partnership scenarios. The scenarios represented joint branding activities related to promotions, sponsorships, new-product extensions or licenses, and websites. In this experimental setting, the study findings suggested that brand alliances can help build brand equity, but only under certain conditions and in certain ways. Specifically, joint branding campaigns helped to increase a brand's perceived differentiation but also sometimes harmed perceived knowledge and esteem in the process. For our study, cause-related partnerships had the most uniformly positive joint branding program effects.

Type
Research Article
Information
Journal of Advertising Research , Volume 45 , Issue 4 , December 2005 , pp. 413 - 425
Copyright
© Copyright © 1960-2005, The ARF

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References

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