Collaborating for success: managerial perspectives on co-branding strategies in the fashion industry
Oeppen Hill, Jemma
Taylor & Francis
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This article investigates the nature of co-branded relationships within the fashion industry. Existing co-branding literature focuses heavily on consumer evaluations, and many studies explore FMCG and electronics markets, within which ingredient co-branding is common. When two brands from the fashion industry collaborate, both brands exist independently and do not rely on ‘ingredients’ for developing a new product and, therefore, presenting an opportunity for exploring the drivers and types of relationships that could exist. This study adopts an interpretive method of investigation using in-depth interviews with brand managers. Findings provide empirical support for value creation through different relationship levels (such as brand/awareness co-branding, values endorsement and complementary competence co-branding) while highlighting some challenges and risks for co-branding in practice. This article discusses implications for theory development and practice and highlights avenues for future research.
Journal of Marketing Management;
Oeppen, J. and Jamal, A. (2014) 'Collaborating for success: managerial perspectives on co-branding strategies in the fashion industry', Journal of Marketing Management, 30(9-10), pp.925-948
This article was published in July 2014 (online), available at https://doi.org/10.1080/0267257X.2014.934905. Copy not available from this repository.
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