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Towards the formation of consensus in the domain of co-branding: Current findings and future priorities

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Abstract

Co-branding has emerged as an attractive management option in the past three decades because of the growing realisation that it can exploit companies’ existing brand equities. Despite extensive research into branding, existing knowledge about co-branding remains relatively limited. This article summarises the findings in the literature with regard to how co-branding strategies may benefit (or harm) both managers and end users, the mechanisms by which brands share their associations, and the conditions in which consumers might evaluate a co-branded product favourably (or unfavourably). To further our understanding of the factors that lead to successful co-branding arrangements, this article explores examples of successful and unsuccessful co-branding initiatives and introduces a value exchange framework to demonstrate how value is created within these co-branding arrangements. This research also defines the scope of co-branding by identifying the areas of agreement, disagreement and boundary conditions within this domain. Finally, an agenda for further research is set forth based on priorities found in the existing literature.

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Notes

  1. Keller (2008) uses the terms brand architecture and branding strategy synonymously.

  2. Tauber (1981) uses the term ‘line extension’ to represent a brands introduction of new sizes, flavours and products into the same product category.

  3. Aaker (1996) refers to it as ‘component branding’.

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  1. Daniels College of Business, University of Denver, 2101 South University Boulevard, Suite 480, Denver, CO 80208, USA

    Ali Besharat

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  1. Ali Besharat
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  2. Ryan Langan
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Besharat, A., Langan, R. Towards the formation of consensus in the domain of co-branding: Current findings and future priorities. J Brand Manag 21, 112–132 (2014). https://doi.org/10.1057/bm.2013.25

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