scholarly journals From Advertisement Integration to Co-Branding: Marketing Alliances Development in Digital Environment

2019 ◽  
pp. 453-463
Author(s):  
Alexander Agenosov ◽  
Natalya Khmelkova
Keyword(s):  
Complex Model ◽  
Digital Environment ◽  
Celebrity Endorsements ◽  
Strategic Development ◽  
Brand Alliances ◽  
Foreign Companies ◽  
Brand Alliance ◽  
Marketing Alliance ◽  
Marketing Alliances ◽  
Empirical Material

The paper provides a methodological explanation of the essence of shifting from the native advertising format (advertisement integration) to co-branding (brand alliance) involving companies and influencers (opinion leaders) that interact in the digital environment. Such a shift is interpreted by the authors as a process of strategic development of marketing cooperation in the digital environment, since co-branding involves launching new products to the market and is accompanied by creating new markets and needs. The authors propose their own approach to the issue in hand from the perspective of marketing alliance typology based on the marketing complex model. Differences between advertisement integrations and co-branding are conceptualized following this model. The need to consider influencers’ role in forging brand alliances is explained from the branding theory perspective. Differences between celebrity endorsements marketing and influencer marketing are identified. The proposed methodology is applied to study actual cases of co-branding in the digital environment involving Russian and foreign companies that are associated with shaping a new market of gender-neutral cosmetics. Eventually, a conclusion is made on the need for further study of marketing alliances in the digital space to establish a comprehensive theoretical and methodology foundation and accumulate empirical material on the issue in hand.

Operational process stages of brand alliances

2015 ◽  
Vol 27 (4) ◽  
pp. 389-408
Author(s):  
Chung-Ju Tsai ◽  
Tzong-Ru (Jiun-Shen) Lee ◽  
Szu-Wei Yen ◽  
Per Hilletofth
Keyword(s):  
Construction Industry ◽  
Brand Alliances ◽  
Content Type ◽  
Operational Process ◽  
Construction Companies ◽  
Reinforcing Bar ◽  
Brand Alliance ◽  
Interview Survey ◽  
Alliance Partners ◽  
Development And Management

Purpose – The purpose of this research is to investigate how companies in the reinforcing bar industry and the construction industry operate and implement brand alliances. Design/methodology/approach – This research uses a qualitative interview survey and the grounded theory method to extract key factors of brand alliance development and management in the targeted industries. The interview survey included six managers from different construction companies in Taiwan. Findings – This research identifies four common firm-level operational process stages (core categories) of brand alliances including different multidimensional factors, and proposes a conceptual model based on these identified core process stages. The four common core process stages include selection of brand alliance partners, communication with brand alliance partners, enforcement of brand alliances and assessment of brand alliances. Originality/value – The proposed model offers a tentative explanation of the development and management of brand alliances between the reinforcing bar industry and the construction industry. This study represents an initial research attempt in this field and explains how reinforcing bar and construction companies operate and implement brand alliances.

Understanding consumer attitudes in cause-brand alliances in sports: the role of sport entity attitudes

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Soyoung Joo ◽  
Jakeun Koo ◽  
Bridget Satinover Nichols
Keyword(s):  
Structural Equation ◽  
Consumer Attitudes ◽  
Equation Modeling ◽  
Brand Alliances ◽  
Content Type ◽  
High Profile ◽  
Brand Alliance ◽  
Program Success ◽  
Before And After

PurposeThis study examines the effects of congruence and reliability on cause-brand alliance (CBA) program attitudes—exploring how CBA program attitudes and sport entity attitudes affect attitudes toward a sport-related and sport-unrelated brand in a single CBA.Design/methodology/approachAbout 240 survey participants answered questions before and after being exposed to information about the NFL Play 60 program. Consistent partial least squares structural equation modeling is utilized to test the hypotheses.FindingsResults suggest both congruence and reliability positively influence CBA program success; and both sport-related and sport-unrelated brands positively affect consumer attitudes when they participate in a CBA with a high-profile sport entity. This occurs directly through CBA program attitudes for a sport-unrelated brand and indirectly through sport entity attitudes for a sport-related brand.Originality/valueThis study extends the CBA literature in sports by showing (1) the role of reliability on CBA program attitudes, (2) the role of sport entity attitudes on other cause partner attitudes and (3) different paths for sport-related versus sport-unrelated brands that are partnered with a premium sport entity to achieve CBA program brand enhancements.

scholarly journals Management of organizational culture in the conditions of enterprises digitalization

Upravlenie ◽  
2019 ◽  
Vol 7 (2) ◽  
pp. 33-38 ◽  
Author(s):  
I. V. Groshev ◽  
A. V. Zheregelya ◽  
D. V. Shkolnyi
Keyword(s):  
Organizational Culture ◽  
Synergetic Effect ◽  
Digital Environment ◽  
Human Communication ◽  
Vital Activity ◽  
Foreign Companies ◽  
Advantages And Disadvantages ◽  
Information Products ◽  
Domestic Practice ◽  
The One

Global digitalization processes are transcontinental and trans-industry in nature. There is no sphere vital activity, that does not feel the influence of digital institutions. Economic activity of agents is most sensitive to digital innovations and market shifts.The process of integrating digital innovations into the activities of large foreign companies, based on the study of foreign sources, has been considered. The dignities, advantages and disadvantages of this practice have been adduced. The consequences of the ill-conceived unbalanced policies of companies in the context of following fashion trends, happening in the digital environment, have been analyzed separately. The conclusion about the need to customize Russian companies to the modern requirements of the global digital market has been made. It is noted, that the domestic practice lags behind not so much in the mechanism of implementation of modern digital practices, but in the efficiency of their use and qualitative growth of the organizational structure due to the synergetic effect of digitalization of production and all related procedures and processes.The authors have concluded, that the management of a modern company should be based on the interaction of all stakeholders, and not due to the dominance of processes and hierarchy, which in turn, will require changes in the management of organizational culture. At the center of this interaction there are digital social tools, the useful functions of which are obvious, on the one hand, determining the dynamics of interaction (openness, sincerity, human communication), on the other - expanding the area of awareness of participants in the interaction. Herewith it has been noted, that the use of modern information products is necessary in a certain balance with standard offline work tools.

A typology of brand alliances and consumer awareness of brand alliance integration

2018 ◽  
Vol 29 (3) ◽  
pp. 275-289 ◽  
Author(s):  
Casey E. Newmeyer ◽  
R. Venkatesh ◽  
Julie A. Ruth ◽  
Rabikar Chatterjee
Keyword(s):  
Consumer Awareness ◽  
Brand Alliances ◽  
Brand Alliance

scholarly journals Digital transformation in companies: Strategic analysis, drivers and models

2020 ◽  
Vol 36 (3) ◽  
pp. 390-420
Author(s):  
Maria Tsenzharik ◽  
◽  
Yulia Krylova ◽  
Valeriia Steshenko ◽  
◽  
...  
Keyword(s):  
Corporate Strategy ◽  
Complex Structure ◽  
Digital Transformation ◽  
Intensity Level ◽  
Digital Environment ◽  
Research Papers ◽  
Foreign Companies ◽  
Digital Ecosystem ◽  
Business Cases ◽  
Transformation Processes

The article provides terminology for processes of digitalization and digital transformation. For structuring digital transformation processes, the authors offer a modification of the strategic scorecard and distinguish technologies as an additional perspective. Using business cases, the authors analyzed approaches to digital transformation, revealed principal digital transformation models, and described them. The interrelations between targets, models, and strategies of digital transformation are demonstrated. The authors argue that digital transformation has to be considered to be a part of corporate strategy rather than isolated processes, with common strategizing tools and metrics applied. External and internal environment elements for digital transformation are structured. It is shown that the internal digital environment can be evaluated with the companies’ digital maturity models. The external environment has a complex structure that can be described by the digital economy and society development in a country, a region, and a city; digital intensity level in an industry; and a digital ecosystem potential. All the authors’ contributions and conclusions are based on research papers, public statistical data, and analysis of Russian and foreign companies.

Good times and bad: responsibility in brand alliances

2020 ◽  
Vol 54 (2) ◽  
pp. 448-471
Author(s):  
Casey E. Newmeyer ◽  
Julie A. Ruth
Keyword(s):  
Attribution Theory ◽  
Attribution Of Responsibility ◽  
Strategic Choices ◽  
Brand Alliances ◽  
Content Type ◽  
Attributions Of Responsibility ◽  
Form And Function ◽  
Brand Alliance ◽  
Consumer Attributions ◽  
Alliance Partners

Purpose Marketing managers have strategic choices when forming brand alliances. One such choice is integration, defined as the extent to which the offering is a fusion in the form and function of the partner brands. The paper aims to investigate how integration affects consumer attribution of responsibility to brand alliance partners. Design/methodology/approach This paper builds on the previous study on brand alliances and attribution theory. Multiple experiments are used to test three hypotheses. Findings This research shows that consumers are sensitive to the level of alliance integration, which, in turn, affects attributions of responsibility for the joint offering. Consistent with attribution theory, results show that responsibility for each brand varies systematically by integration and lead brand status vis-à-vis the alliance: while consumers perceive both brands as equally responsible for higher integration brand alliances, responsibility attributions diverge in lower integration alliances based on whether the brand is the alliance host. This pattern also holds for product-harm events. Research limitations/implications It is important to explore brand alliance characteristics and to date, the level of integration between the partners has not been considered from a consumer standpoint. Consumers are sensitive to the level of partner brand integration and this perception influences perceptions of responsibility. Practical implications Managers should be aware that the level of brand alliance integration and lead brand status lead to different attributions of responsibility, which is strategically important, as brands seek to take credit in positive contexts and avoid blame for negative events. Originality/value This paper explores brand alliances via the level of integration and leads brand status, which are key determinants of consumer attributions of responsibility.

Effects of brand alliance on brand equity

2018 ◽  
Vol 1 (1) ◽  
pp. 22-33 ◽  
Author(s):  
Baolong Ma ◽  
Feiyan Cheng ◽  
Jingjing Bu ◽  
Jiefan Jiang
Keyword(s):  
Brand Equity ◽  
Positive Impact ◽  
Spillover Effect ◽  
Spillover Effects ◽  
Brand Alliances ◽  
Content Type ◽  
Alliance Partner ◽  
Brand Alliance ◽  
A Company ◽  
Positive Effect

PurposeAlthough brand alliance has become quite ubiquitous in the marketplace and attracted considerable interest amongst researchers, little research has investigated its effects on the brand equity of partners. The purpose of this paper is to demonstrate why and how brand alliance affects the brand equity of the partners in an alliance.Design/methodology/approachThe hypotheses were tested by analysing the data of 260 participants in China, which were collected from an experiment.FindingsThis research draws five conclusions: the brand equity of a pre-alliance partner has a positive effect on brand alliance evaluation; product fit and brand fit amongst partners also have a positive effect on brand alliance evaluation; alliance brand evaluation has a positive impact on the brand equity of a post-alliance brand; the brand equity of a pre-alliance partner exerts a positive effect on the brand equity of a post-alliance partner; and the spillover effect of brand alliance for a weak brand is stronger than that of a strong brand in an asymmetrical brand alliance.Originality/valueThis research introduces brand equity into the field of brand alliance. From the perspective of consumer perception, the authors measure brand equity and provide insights for a company to effectively enhance brand equity through brand alliance. The authors explore ways to increase the brand equity of partners through brand alliance. Additionally, the authors discuss the spillover effects of the brand equity of partners in symmetric and asymmetric brand alliances.

Features of business administration in the context of global chaordic business environment

2021 ◽  
pp. 700-712
Keyword(s):  
Business Environment ◽  
Business Practice ◽  
Business Community ◽  
Effective Management ◽  
Strategic Development ◽  
Foreign Companies ◽  
The Face ◽  
Development Processes ◽  
Professional Guidelines ◽  
Flow Of Information

The purpose of the article is to create professional guidelines for politicians, managers of organizations of various profiles and levels (national, regional and municipal), who have to take into account in their business practice the presence of uncertainty, turbulence and chaos in their business environment, including its international segment. It is known that administration as a bureaucratic method of management has long been widely used in routine, repetitive processes of business practice. But when the business process becomes more complicated, communications grow, the manager drowns in the flow of information, does not have time to make decisions, when the situation is unexpectedly and constantly changing, the efficiency of administration falls catastrophically and creates new more complex problems. Moreover, the higher the level of a manager, the more time they spend on the administration process, and the more in such cases it becomes a hindrance to development processes, causes them significant harm and becomes a catalyst for the strengthening or formation of new chaotic zones in the business environment. Numerous practical problems associated with attempts of managers to work constructively in chaos zones and effective management in conditions of increased uncertainty and turbulence in the business environment gradually began to form and make it possible to generalize significant experience in this area, called chaos management. The article systematizes the author’s many years of experience as an independent consultant on organizational and strategic development in Russian and foreign companies, which was associated with the search for effective solutions to improve the manageability of a business (company) in the face of constant turbulent changes in the market. The object of systematization is the administration processes for solving problems that arise in the business environment of modern companies, which the business community did not have to deal with so often and regularly early. The essence is that there is a tendency of the need for a significant rethinking of the approach to the work of modern managers-administrators, a revision of their work technologies and the structure of management functionality in a chaordic business environment. New skills of business thinking are required that are adequate to the principles of the theory of social chaos, which describes the features of the behavior of modern nonlinear systems (events), which at first glance seem random, unpredictable and disordered. Otherwise, the administrator will be "pulled" into the chaos zones and by his unprofessional actions will only expand and deepen them, stimulating the diffusion of the zones of instability and instability, i. e. the penetration of chaos into other areas (systems), where it can be claimed or borrowed, but for other purposes.

Features of business administration in the context of global chaordic business environment (part two)

2021 ◽  
pp. 787-799
Author(s):  
Vladimir Arsenievich Burenin ◽  
Elizaveta Vladimirovna Burenina
Keyword(s):  
Business Environment ◽  
Business Practice ◽  
Business Community ◽  
Effective Management ◽  
Strategic Development ◽  
Foreign Companies ◽  
The Face ◽  
Development Processes ◽  
Professional Guidelines ◽  
Flow Of Information

The purpose of the article is to create professional guidelines for politicians, managers of organizations of various profiles and levels (national, regional and municipal), who have to take into account in their business practice the presence of uncertainty, turbulence and chaos in their business environment, including its international segment. It is known that administration as a bureaucratic method of management has long been widely used in routine, repetitive processes of business practice. But when the business process becomes more complicated, communications grow, the manager drowns in the flow of information, does not have time to make decisions, when the situation is unexpectedly and constantly changing, the efficiency of administration falls catastrophically and creates new more complex problems. Moreover, the higher the level of a manager, the more time they spend on the administration process, and the more in such cases it becomes a hindrance to development processes, causes them significant harm and becomes a catalyst for the strengthening or formation of new chaotic zones in the business environment. Numerous practical problems associated with attempts of managers to work constructively in chaos zones and effective management in conditions of increased uncertainty and turbulence in the business environment gradually began to form and make it possible to generalize significant experience in this area, called chaos management. The article systematizes the author’s many years of experience as an independent consultant on organizational and strategic development in Russian and foreign companies, which was associated with the search for effective solutions to improve the manageability of a business (company) in the face of constant turbulent changes in the market. The object of systematization is the administration processes for solving problems that arise in the business environment of modern companies, which the business community did not have to deal with so often and regularly early. The essence is that there is a tendency of the need for a significant rethinking of the approach to the work of modern managers-administrators, a revision of their work technologies and the structure of management functionality in a chaordic business environment. New skills of business thinking are required that are adequate to the principles of the theory of social chaos, which describes the features of the behavior of modern nonlinear systems (events), which at first glance seem random, unpredictable and disordered. Otherwise, the administrator will be «pulled» into the chaos zones and by his unprofessional actions will only expand and deepen them, stimulating the diffusion of the zones of instability and instability, i.e. the penetration of chaos into other areas (systems), where it can be claimed or borrowed, but for other purposes.

Target Stores: Strategic Brand Alliance Exercise

2017 ◽  
pp. 1-4
Author(s):  
Alice M. Tybout
Keyword(s):  
Strategic Alliance ◽  
Background Information ◽  
Brand Positioning ◽  
Strategic Partner ◽  
Brand Alliances ◽  
Brand Alliance

This exercise asks students to develop criteria that Target Stores should use in evaluating strategic brand alliances to support its positioning as a store where you can “Expect More. Pay Less.” Students are then charged with proposing a new strategic partner for Target that meets the criteria they identify. Background information about the Target “guest” and past strategic alliance is provided.The case is designed to help students appreciate how brand positioning both guides and is affected by a firm's strategic partners.

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