View
11
Download
0
Tags:
Embed Size (px)
DESCRIPTION
Assessing the Spillover Effects of Brand Alliances on Consumer Brand Attitudes Presentation of the article by Bernard L. Simonin & Julie A. Ruth (1998). This presentation looks at the effects of brand alliances on the individual brands.
Citation preview
Bran
d M
anag
emen
t
Is a Company Known by the Company It Keeps?Assessing the Spillover Effects of Brand Alliances on Consumer Brand Attitudes
Bernard L. Simonin & Julie A. Ruth (1998)
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Basic Constructs
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
3Effects of Brand Alliances
1. Consumer attitudes toward the brand alliance influence subsequent impressions of each partner’s brand
2. Brand familiarity moderates the strength of relations between constructs in a manner consistent with information integration and attitude accessibility theories
3. Each partner brand is not necessarily affected equally by its participation in a particular alliance
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
4Background Information
1990s: co-marketing (joint branding): two or more brands are presented simultaneously to consumers
40% growth (Spethmann & Benezra, 1994)
Complex, potential negative consequences
How does it affect evaluations of the affiliate brands?
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
5Background Information
What is a brand alliance?
A brand alliance is a short- or long-term association or combination of two or more individual brands, products, and/or other distinctive proprietary assets
Physical vs. symbolical representations
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Brand Management – Group 4 - E.L. Mulder, C. Neghina, I.A. Nicoara, D. Oosterveer, L. Partouns, S. Voet
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Research Questions
Research Questions
1. Do brand alliance evaluations “spill over” on subsequent evaluations of the individual partner brands?
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
10
How do these brands influence one another?
How many of you know(a) PUMA(b) Sergio Rossi?(c) PUMA by Sergio Rossi?
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
2. What effect does brand familiarity have on the system of relationships, including the possible spillover effects of the alliance on each partner’s brand?
Research Questions
Background Literature
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
13Background Literature
Consumers generally indicate more favorable evaluations of brand extensions offered by relatively well-liked high-equality brands. (Aaker & Keller, 1990)
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
14Information Integration Theory Attitudes and beliefs are formed and modified as people
receive, interpret, evaluate and then integrate stimulus information with existing beliefs or attitudes
[Context Effects] Judgments of a product or service are influenced by the perceptual or evaluative characteristics of material in close proximity (Lynch, Chakravarti, Mitra, 1991)
Judgments about the brand alliance are likely to be affected by prior attitudes toward each brand, and subsequent judgments about each brand are likely to be affected by the context of the other brand
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
15
Evaluations of Marketing Alliances & Their Impact on Brand Attitudes
Factors that influence the favorableness of attitudes towards brand alliances: Preexisting attitudes towards the brands Perceived fit of products Perceived fit of the brands
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Hypotheses
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
17
Effects of Brand Alliance on Post-exposure Brand Evaluation
H1: Attitudes towards the brand alliance are related positively to postexposure attitudes towards the partner brands.
brand enhancement
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
18
Effects of Brand Alliance on Post-exposure Brand Evaluation
H2: Prior attitudes toward a partner brand are related positively to postexposure attitudes towards the same brand.
process information
attitudes are stable
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
19
Antecedents of Attitudes Towards the Brand Alliance
Prior Attitudes
Product Fit
Brand Fit
Brand Alliance Attitudes
H3
H4
H5
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
20Moderating Impact of Brand Familiarity
Types of comparisons
Between PartnersGiven Partner
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
21
Moderating Impact of Brand Familiarity for a Given Partner
Brand Alliance Attitude
Post-Brand Attitudes
Pre-Brand Attitudes
Post-Brand Attitudes
Brand Fit Brand Alliance Attitude
low
high
low
high
low
high
Pre-Brand Attitudes
low
high
Brand Alliance Attitude
Brand Familiarity
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
22Moderating Impact of Brand Familiarity Between Partners
Contribution to brand alliance
Smaller for brand less familiar
Same for equally familiar brands
Spillover effects
Stronger for brand less familiar
Same for equally familiar brands
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Methodology
24
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Conceptual Model
Prior Attitude A
Product Fit
Brand Fit
Brand Alliance Attitudes
Prior Attitude B
Post Attitude A
Post Attitude BModerating
Effect:Brand Familiarity
H2a (+)
H3a (+)
H4 (+)
H5 (+)
H3b (+)
H2b (+)
H1a (+)
H1b (+)
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
25Pre-test Automobile and microprocessor partners Expectations
Higher familiarity for the automobile brands Sample: 183 – university recruitment Seven alliance pairs
Ford and Motorola are the Right Partners for You !
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
27Main Study 16 versions of the brand alliance 350 respondents
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
28
Brand Familiarity
Filler Material
Evaluation of Alliance
Post Brand Attitudes End
Main Study
Prior Brand
Attitudes 15 minutes
Brand Alliance Stimulus
Brand Fit
Product Fit
30 minutes60 minutes
T0 T1
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
29Study Measures 7-point bipolar semantic differential scales
Cronbach’s alpha: .80, .94 for familiarity with the car and the microprocessor brands
Familiarity Standard Deviation
6.56
0.77
3.85
2.21
Two-group comparison: media split based on chip familiarity
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
30Study Analysis LISREL8 (covariance matrixes)
Longitudinal questionnaire: T0, T1
Controlling for prior attitudes’ effects on postexposure attitudes increases the reliability and discriminant validity of the study (Peter, Churchill & Brown, 1993)
Findings
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
32Results for the Full Sample
Reliability: satisfactory (.87,.98)
Discriminant validity among all constructs (chi-squares) Attitudes towards the brand alliance, perceptions of brand fit &
perceptions of product fit: not perfectly correlated
Substantial amount of variance is accounted for in the model
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
33Effects on Postexposure Brand Attitudes Brand alliances measurably affect perceptions of partner
brands
When consumers hold more favorable assessments of the brand alliance, the spillover effects on the partner brands will be more favorable.
brand enhancement
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
34
Antecedents of Attitudes Toward the Brand Alliance
Brand image fit as well as attitudes toward each brand are related strongly to brand alliance evaluations No other moderating effects were found
Prior Attitudes
Product Fit
Brand Fit
Brand Alliance Attitudes
H3
H5
H4
Cars: .270Chips: .192
.217
.394
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
35
Familiarity Effects for Given Partners
Brand Familiarity
Brand Alliance Attitude
Brand Alliance Attitude
=Post-Chip Brand Attitude
Brand Fit
Post-Chip Brand AttitudePre-Chip Brand Attitude >
>
Pre-Chip Brand Attitude > Brand Alliance Attitude
lowhigh
n.s.H6a
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
36
Familiarity Effects for Given Partners
Brand Familiarity
Brand Alliance Attitude
Brand Alliance Attitude
=Post-Chip Brand Attitude
Brand Fit
Post-Chip Brand AttitudePre-Chip Brand Attitude >
>
Pre-Chip Brand Attitude > Brand Alliance Attitude
lowhigh
ß=.732ß=.145 H6b
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
37
Familiarity Effects for Given Partners
Brand Familiarity
Brand Alliance Attitude
Brand Alliance Attitude
=Post-Chip Brand Attitude
Brand Fit
Post-Chip Brand AttitudePre-Chip Brand Attitude >
>
Pre-Chip Brand Attitude > Brand Alliance Attitude
lowhigh
ß=.235ß=.024 H6c
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
38
Familiarity Effects for Given Partners
Brand Familiarity
Brand Alliance Attitude
Brand Alliance Attitude
=Post-Chip Brand Attitude
Brand Fit
Post-Chip Brand AttitudePre-Chip Brand Attitude >
>
Pre-Chip Brand Attitude > Brand Alliance Attitude
lowhigh
ß=.481ß=.265 H6d
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
39
Contributions of Brand Attitudes Between Partners
Contribution to brand alliance
Smaller for brand less familiar (H7a)
Same for highly familiar brands (H8a)
Spillover effects
Stronger for brand less familiar (H7b)
Same for highly familiar brands (H8b)
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
40Generalizability of the Model Replicated in two distinct brand alliance
contexts:
The results cross-validate the original results and provide further support for the hypothesized model
S = 150Familiarity:
MNW = 6.46
MVISA= 6.85S = 210Familiarity:
MDisney = 6.55
MKmart= 6.28
MSears= 6.24
MNS= 6.67
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Implications
41
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
42Findings Brand alliances have an effect on the partnering brands
Brand alliances can add to / alter a brand’s specific associations
Product & brand fit do not moderate spillover effects or the contribution of the brands in the alliance
Alliances might exist in the mind of the consumer even if managers did not plan for them.
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
43Tips for Managers When choosing a partner
“combines” to produce favorable perceptions of product & brand fit [not just a highly regarded brand]
Do extensive research to identify potential risks that could decrease their brand value / hurt their image (finances, publicity, scandals, operations)
A retailer’s branded merchandise assortment might influence your brand [context effects]
If you are the more familiar brand, you will add more to the co-branded product What is the value of your partner? Is the partner adding enough value to the end product?
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
44Tips for Managers
If you are a new brand, you can use a stronger brand to gain familiarity [free rider] In this case, careful about the level of brand fit !!
If you are a big brand, you can ally with new / unfamiliar brands if Product fit & attitudes toward the alliance are positive
It is not always beneficial to engage in affiliate branding [ceiling effects]
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet
Any Questions?
Thank You For Your Attention!
Brand Management – Group 4 - E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet