Generic, genuine, or completely new? Branding strategies to leverage new products

Rahman, Kaleel; Areni, Charles S.

doi:10.1080/0965254x.2013.817475

Cited by 12 publications

(13 citation statements)

References 29 publications

(25 reference statements)

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“…The current study is motivated by the desire to better understand the risks associated with the launch of line extensions in the luxury sector by testing the impact of different types of branding strategies on luxury consumer purchase intentions. Scholars have addressed direct brands vs sub-brands (Boisvert and Burton, 2011;Jo, 2007;Kim et al, 2001;Milberg et al, 1997;Rahman and Areni, 2014) or new independent brands (Aaker and Joachimsthaler, 2000;Rahman and Areni, 2014). A direct brand extension predominantly maintains the parent brand name with an additional name or label (e.g.…”

Section: Introductionmentioning

confidence: 99%

The impact of branding strategies on horizontal and downward line extension of luxury brands

Boisvert

Ashill

2018

IMR

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Purpose The purpose of this paper is to empirically assess the impact of branding strategies on horizontal and downward line extensions of French luxury brands in a cross-national context (France vs USA). Design/methodology/approach This study is based on a two line extensions (horizontal/downward) × three branding strategies (direct brand/sub-brand/standalone brand) x two country (France/USA) between-subjects ANOVA design. Findings The study shows that the subtyping effect created by a sub-branded luxury downward line extension tends to be rated similarly to a direct branded extension which oppose previous beliefs put forward in non-luxury settings. In contrast, a new independent/standalone extension fully uses the subtyping effect which helps attenuate this risk related to luxury downward stretches. The study also found that the effect of gender in cross-national settings must always be taken into consideration as significant variations occur in the process. Research limitations/implications The study covers two countries but should be replicated in other cross-national contexts. Practical implications This study helps marketing managers of luxury brands make a better decision when it comes to launching vertical line extensions (upscale/downward) by carefully using types of branding strategies and relevant communications whether women and/or men are targeted in cross-national contexts. Originality/value This study breaks new ground in the international luxury literature by providing key theoretical and managerial insights in terms of launching new downward line extensions with the proper use of branding strategies when targeting specific genders.

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Section: Introductionmentioning

confidence: 99%

The impact of branding strategies on horizontal and downward line extension of luxury brands

Boisvert

Ashill

2018

IMR

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“…The most common forms of brand architecture includes a mix of the two approaches described above (Rajagopal and Sanchez, 2004;Laforet and Saunders, 2007;Laforet and Saunders, 1994). Examples include endorsement strategy (Olins, 1989), subbrands/ endorsement (Aaker and Joachimstahler, 2000;Rahman and Areni, 2014), mixed branding (Rao et al, 2004), range/umbrella branding (Kapferer, 1992) and business branding (Muzellec and Lambkin, 2009), all of which contain the presence of a corporate brand but with varying degrees of product brand dependency based on how the corporate brand is positioned alongside a subbrand (Rahman and Areni, 2014) such as Toyota Corolla, a co-brand (Simonin and Ruth, 1998) such as the Adidas Porsche sneaker or an endorsed brand such as Park Inn by Radisson. This architecture provides marketers with an "in between" option of attaining broad market coverage and some synergy (Barwise and Robertson, 1992) while maintaining the freedom to extend or modify the brand positioning in relation to the corporate brand.…”

Section: Different Types Of Brand Architecturementioning

confidence: 99%

Perceived brand portfolios: how individual views hamper efficiency

Åsberg

2015

Journal of Product &Amp; Brand Management

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Purpose – The purpose of this paper is to investigate the perceived content and structure of a brand portfolio, which may differ between individuals, by mapping the brand portfolio of two multi-national companies from the perspective of the marketing team. The discrepant views between individuals are analyzed and an aggregated brand portfolio is presented. Design/methodology/approach – Semi-structured interviews with nine marketing professionals were used to map their individual perceived brand portfolios and structure, based on the Brand Concept Map methodology. Findings – The study finds that there is a consistent difference in the individual perceived brand portfolio between marketing professionals. Brands that are not supported by all stakeholders may be suffering from an unclear positioning or undesired associations, and should receive management attention. Research limitations/implications – Explanations for the results are offered and future research is suggested to determine the generalizability of the findings and the economic implications of discrepant views on the company’s brand portfolio. Practical implications – Marketing practitioners should consider the possible effects of conflicting views within their marketing teams on business performance. Identifying brands that are not supported by all stakeholders could be a way to discover under-performing brands with problematic brand positions in need of immediate attention. Originality/value – This study is the first to compare and fully map the differences in perception of a company’s brand portfolio among internal stakeholders and the possible implications of this discrepancy.

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“…One of the biggest predictors of the market reaction to product recalls has been the reputation of the firm; firms with a positive reputation suffer the most because their expectations are violated by a product recall (Rhee and Haunschild, 2006). However, new products represent a new challenge because they contain more novel elements than established products and they are developing their own reputation which may be different from the reputation of the firm (Rahman and Areni, 2014). Our paper takes a novel approach by examining the rate of recall for new products and how reputation of the firm and the product may impact the market response to the product recall.…”

Section: Introductionmentioning

confidence: 99%

Firm/product reputation and new-product recalls

Majid

Rhee²

2018

MIP

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Purpose The purpose of this paper is to identify the rate of recall for new products vs established products and to explore the simultaneous impact of a firm’s reputation and a product’s reputation on the market response to a product recall. Design/methodology/approach The authors first use an accelerated hazard model to establish that new products are more vulnerable to damage than established products. Once this is established, the authors use a hierarchical linear model to explore the simultaneous impact of the firm and product reputation on the market response to a product recall. Findings The findings indicate that new products have a greater probability of recall over time than existing products and after a product recall a positive firm reputation can negatively impact the firm and hence becomes a liability. However, when the product is first introduced, the product reputation can help offset any negative market response; the product reputation can therefore be an asset. Research limitations/implications New products are more flawed than their established counterparts. A positive reputation can be a liability but a positive product reputation can offset the negative impact of the firm reputation and this is especially pertinent to new products. Originality/value The majority of prior research has focused on the reputation and assumed that the firm represented the product as well; the findings of this study reveal that the reputation of the product can have contrasting effects to the reputation of the firm.

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Generic, genuine, or completely new? Branding strategies to leverage new products

Cited by 12 publications

References 29 publications

The impact of branding strategies on horizontal and downward line extension of luxury brands

The impact of branding strategies on horizontal and downward line extension of luxury brands

Perceived brand portfolios: how individual views hamper efficiency

Firm/product reputation and new-product recalls

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