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dc.contributor.authorOeppen Hill, Jemma
dc.contributor.authorJamal, Ahmad
dc.date.accessioned2018-03-05T10:55:51Z
dc.date.available2018-03-05T10:55:51Z
dc.date.issued2014-07-17
dc.identifier.citationOeppen, 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.925-948en_US
dc.identifier.urihttp://hdl.handle.net/10369/9320
dc.descriptionThis article was published in July 2014 (online), available at https://doi.org/10.1080/0267257X.2014.934905. Copy not available from this repository.en_US
dc.description.abstractThis 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.en_US
dc.language.isoenen_US
dc.publisherTaylor & Francisen_US
dc.relation.ispartofseriesJournal of Marketing Management;
dc.titleCollaborating for success: managerial perspectives on co-branding strategies in the fashion industryen_US
dc.typeArticleen_US
dc.identifier.doihttps://doi.org/10.1080/0267257X.2014.934905
dcterms.dateAccepted2013-10-01
rioxxterms.versionNAen_US


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