Brand value in horizontal alliances: the case of twin-cars

Esteban-Bravo, Mercedes; Lado, Nora

doi:10.1057/jors.2010.112

Cited by 8 publications

(5 citation statements)

References 27 publications

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“…If they want to reap the benefits of an R&D/technological network, partners should have a high absorptive capacity and ability to learn (Colombo, ; Lee and Chang, ). Competitors can simultaneously cooperate with each other in developing horizontal networks in which the allied firms contribute similar resources in production processes or R&D to share risks or to enjoy economies of scale networks (Gnyawali and Park, ; Esteban‐Bravo and Lado, ). This practice is frequent in the automobile industry where twin (i.e., identical, only with minor differences) products are sold by different brands which have collaborated in order to develop them (Esteban‐Bravo and Lado, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Competitors can simultaneously cooperate with each other in developing horizontal networks in which the allied firms contribute similar resources in production processes or R&D to share risks or to enjoy economies of scale networks (Gnyawali and Park, ; Esteban‐Bravo and Lado, ). This practice is frequent in the automobile industry where twin (i.e., identical, only with minor differences) products are sold by different brands which have collaborated in order to develop them (Esteban‐Bravo and Lado, ). The mechanism of engaging partners in marketing networks is exactly the opposite since the collaboration takes place after products are manufactured and is frequently based on the advantages coming from the introduction of different, frequently complementary, products into the market.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Organizational and Managerial Activities in the Development Process of Successful SME Marketing Networks

Agostini

2016

European Management Review

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The aim of this paper is to investigate how the development process of small and medium-sized enterprise (SME) marketing networks is carried out, in terms of organizational and managerial activities, in successful networks compared to unsuccessful ones. In other words, this study investigates which activities are carried out in successful (compared to unsuccessful) SME marketing networks and how they are carried out. Although much attention has been focused on this phenomenon by both academics and practitioners, a high percentage of networks still fail. A qualitative approach based on multiple case studies allowed me to provide managers with a series of guidelines regarding the development process of successful SME marketing networks. The present study therefore represents a noteworthy academic contribution to marketing network theory and practice.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Organizational and Managerial Activities in the Development Process of Successful SME Marketing Networks

Agostini

2016

European Management Review

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“…To begin with, brand consultant Alexander Biel points out brand value has a close tie to Finance, reflecting the brand's value in the financial. Esteban-Bravo and Lado [2] indicated that brand value is the added value of brand in the financial. Hence, brand value is the cash flow brought to products or services by brand.…”

Section: The Dimension Of Brand Valuementioning

confidence: 99%

A Review of Brand Valuation Method

Huang¹

2015

JSSM

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The method of brand value evaluation has become an important topic as the concern of practical and theoretical circles since the 1980s. This paper analyses dimensions of brand value and sorts out the related research achievements of brand value evaluation method from asset perspective, customer perspective and a comprehensive perspective. Then the paper points out its important implications for the practice of brand valuation of Chinese enterprises.

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“…Coopetition, the simultaneous pursuit of cooperation and competition with the intent to create joint value (Bengtsson and Kock, 2000, 2014; Gnyawali and Ryan Charleton, 2018), provides firms with not only a valuable tool to create value (Gnyawali and Ryan Charleton, 2018) but also a unique strategy to capitalise on the benefits of both cooperation and competition (Bengtsson and Kock, 2000; Levy et al , 2003; Gnyawali and Park, 2009; Ritala, 2012; Iyer, 2014). The S-LCD joint venture between Sony and Samsung to develop and produce 7th-generation liquid crystal display (LCD) panels for flat-screen TVs (Gnyawali and Park, 2011), the Ford–SEAT–Volkswagen collaboration to develop a multipurpose car (Esteban-Bravo and Lado, 2011) and the Amazon coopetition-based model (Ritala et al , 2014) are all examples that illustrate the benefits from combining the advantages of cooperation and competition to reach a stronger position in the global competition (Rajala and Tidström, 2021).…”

Section: Introductionmentioning

confidence: 99%

Deceptive behaviour and coopetition: the role of heterogeneous absorptive capacities and product specialisation

Chávez-Bustamante

Troncoso-Valverde

2023

JBIM

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Purpose This paper aims to study the role of absorptive capacities in coopetitive alliances that involve leakages of sensitive private knowledge regarding firms’ production processes. Design/methodology/approach This paper uses a game theoretic approach to model a differentiated product market in which two firms asymmetrically informed about the economic value of a business opportunity must cooperate to exploit this opportunity. Under coopetition, firms gain access to their partners’ core knowledge as the result of inevitable leakages of information. Firms differ in their absorptive capacities, which affects their abilities to leverage this new knowledge outside the collaborative activity. Findings Firms with superior absorptive capacities are more likely to devise alliances whose purpose is to gain access to their partners’ core knowledge. This opportunistic behaviour does not disappear even if firms compensate their partners for the damages caused by this deceptive business practice. This paper also finds that a highly specialised product safeguards firms with limited absorptive capacities against these opportunistic behaviours. Originality/value This paper provides a theoretical analysis of the role that absorptive capacities and product specialisation play in influencing the emergence of opportunistic behaviours in coopetitive alliances. The theoretical analysis underscores the extent to which the risk of opportunism associated with the exploitation of a partner’s specific core knowledge outside the scope of the cooperative activity affects not only the nature and intensity of market competition but also the incentives to pursue coopetitive alliances.

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Brand value in horizontal alliances: the case of twin-cars

Cited by 8 publications

References 27 publications

Organizational and Managerial Activities in the Development Process of Successful SME Marketing Networks

Organizational and Managerial Activities in the Development Process of Successful SME Marketing Networks

A Review of Brand Valuation Method

Deceptive behaviour and coopetition: the role of heterogeneous absorptive capacities and product specialisation

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