Assessing the Spillover Effects of Strategic Brand Alliances. Is a company known by the company it keeps? »
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| Speaker | Joel Van Durme, BCom Marketing and International Business, MCom Marketing |
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Strategic Brand Alliances have been increasing at a rate of 40% per year throughout the 1990s. Global competitive pressures have resulted in firms forcing multiple brand alliances in many different industries, eg Star Alliance in the air travel industry and BP-Woolworths in the Petroleum Supermarket industry. However, very few studies to date have examined the impact of forming an alliance on the value of the brand. The findings of the study raise a number of interesting issues, such as whether the inclusion of a superior brand (eg Singapore Airlines) adds to the value of other brands in the alliance (eg Air New Zealand). Alternatively, can a brand with unfavourable consumer perceptions detract from other brands when engaged in an alliance? The results highlight practical implications for practitioners with respect to effective brand management. Joel Van Durme is a full-time lecturer in the Marketing Department at the University of Auckland. His main areas of research interest include measuring brand equity and assessing the changing importance of the brand in both the New Zealand and global marketplace. What Members Had To Say ... Three Mcom graduates from the University of Auckland shared their findings from research conducted for their masters theses. Joel Van Durme - Assessing the Spillover Effects of Strategic Brand Alliances; Katherina Wong Ming - Investigating the Impact of a Corporate Intranet on Communication and Internal Relationship Building; Rachel Hedge - An Investigation into Customer Defection in Retail Banking Services. This presentation was interesting and informative. The importance of product and brand fit for strategic brand alliances was highlighted by Joel who identified spillover effects as potentially having both positive and negative outcomes on the brands involved. Katherina's findings show a corporate intranet assists in building internal relationships through the sharing of organisational information. Rachel's results showed an alarming 86% of customers who left banks were not asked why the defection took place. The presentation encourages academic research partnerships between the University and the business world, ideally providing new insights, a framework for solving problems, and confirmation (or disconfirmation) about what is known already within the business organisation. And, the opportunity to listen to young graduates encourages renewed intellectual stimulation across various topics. I recommend making the most of these opportunities to hear graduates from the University. | |