SUBMITTED TO:- SUBMITTED BY:-

[Link] ARVINDER JIT SINGH

PG DEPARTMENT OF COMMERCE & BUSINESS ADMINISTRATION

KHALSA COLLEGE AMRITSAR

 ACKNOWLEDGEMENT
I would like to express my special thanks of gratitude to my teacher
[Link] for their able guidance and support in completing my
seminar report.
I would also like to extend my gratitude to the principal sir and the vice
principal sir for providing me with all facility that was required.

With regards

Arvinderjit singh
CONTENTS
INTRODUCTION
CONTENT & DEFINATION
TYPES OF BRANDING
INTENT
FORMS
ADVANTAGES OF CO BRANDING
DISADVANTAGES OF CO BRANDING
RELATIONSHIP BETWEEN BRAND
EQUITY,BRAND ASSOCIATION&CO BRANDING
DIGITAL COBRANDING
COMMUNICATION BASED ON CO BRANDING
ADVANTAGES OF COMMUNICATION BASED ON
CO BRANDING
DISADVANTAGES OF COMMUNICATION BASED
ON COBRANDING
CASE STUDY
TYPES OF BRANDS
 INTRODUCTION
WHAT IS CO- BRANDING

Co-branding is a marketing strategy that utilizes multiple brand names on a good or service as part of a strategic alliance. Also known as a brand
partnership, co-branding (or "cobranding") encompasses several different types of branding collaborations typically involving the brands of at
least two companies. Each brand in such a strategic alliance contributes its own identity to create a melded brand with the help of unique logos,
brand identifiers and color schemes.
The point of co-branding is to combine the market strength, brand awareness, positive associations and cachet of two or more brands to compel
consumers to pay a greater premium for them. It can also make a product less susceptible to copying by private label competition.

Breaking Down Co-branding

Co-branding is a useful strategy for many businesses seeking to increase their customer bases, profitability, market share, customer loyalty, brand
image, perceived value and cost savings. Many different types of businesses, such as retailers, restaurants, car makers and electronics
manufacturers, use co-branding to create synergies based on the unique strengths of each brand. Simply put, co-branding as a strategy seeks to
gain market share, increase revenue streams, and capitalize on increased customer awareness.
Co-branding can be spurred by two (or more) parties consciously deciding to collaborate on a specialized product. It can also result from a
company merger or acquisition as a way to transfer a brand associated with a well-known manufacturer or service provider to a better-known
company and brand. Co-branding can see more than just name and brand associations; there may
also be a sharing of technologies and expertise, capitalizing on unique advantages of each co-branding partner.
A co-branded product is more limited in terms of audience than a broad, single-name corporate product. The image it conveys is more specific so
companies must consider whether co-branding can yield benefits or if it would alienate customers accustomed to a single name with a familiar
product identity.
Companies should choose co-branding partners very carefully. As much as a company can benefit from a relationship with another brand, there
can also be risks. A good strategy is to slowly roll out a co-branded product or service before publicizing and promoting it, thereby giving the
marketplace time to vet it.

Co-branding Strategies
According to branding and marketing experts there are four distinct co-branding strategies:
•Market penetration strategy: A conservative strategy that seeks to preserve the existing market share and brand names of two partnered or
merged firms.
•Global brand strategy: Seeks to serve all customers with a single, existing global co-brand.
•Brand reinforcement strategy: Exemplified by the use of a new brand name.
•Brand extension strategy: The creation of a new co-branded name to be used only in a new market.
Co-branding vs. Co-marketing
Co-branding and co-marketing are similar concepts in that both involve partnerships between brands that seek to bolster their marketing efforts,
but they differ in how they are executed. Co-
marketing aligns the marketing efforts of two partners, but does not result in the creation of a new product or service. Co-branding, by design, is
based on the creation of a new product or service.

CO-BRANDING EXAMPLES
Co-branding is all around you. Consider these examples:
•Taco Bell's Doritos Locos Tacos: Specialty food item co-developed by Yum! Brands, Inc. and PepsiCo subsidiary Frito-Lay, Inc.
•"Your favorite music, one tap away": An Uber and Pandora Media collaboration that lets Uber riders create Pandora playlists to use during trips
•Citi AAdvantage cards: Citi credit cards that earn American Airlines miles with qualifying purchases
•Supermarket foods: Pillsbury baking mixes with Hershey's chocolate; Kellogg's cereal with Smucker's Jif peanut butter
•Nike+: A Nike Inc and Apple Inc partnership that has connected activity tracking technology in athletic gear with iPhone apps and the Apple
Watch.
 Example of Co branding

A typical example of an International co branding exercise is when Dell computers or HP computers advertise with Intel (or you can count it the
other way around). Intel as a processor is known for its computing power and hence is assumed to be far above the rest. Naturally, when Dell
claims that it has “Intel Inside” this benefits the brand tremendously.
 CO-BRANDING
CO BRANDING CONCEPT & DEFINATION :•
“The term co-branding is relatively Joint venture co branding – Giving discounts on selective Debit cards being used with a brand. For
example – Snapdeal offering 5% discount on HDFC debit cardsnew to the business vocabulary and is used to encompass a wide range of
marketing activity involving the use of two (and sometimes more) brands. – Thus co-branding could be considered to include sponsorships, where
Marlboro lends it name to Ferrari or accountants Ernst and Young support the Monet exhibition.“ "Competing for Customers and Capital".
Southwest Airlines: Put a Little LUV in Your Logo!. [Link]

KOTLER DEFINES CO BRANDING AS :-

"two or more well-known brands combined in an offer" and each brand sponsors expect that the other brand name will strengthen the brand
preference or purchase intention and hope to reach a new audience Investopedia “A marketing partnership between at least two different brands of
goods or services. Co-branding encompasses several different types of branding partnerships, such as sponsorships. This strategy typically
associates the brands of at least two companies with a specific good or service
 INTENT
• There are three levels of co-branding: market share, brand
extension, and global branding.

• Level 1 includes joining with another company to penetrate

the market

• Level 2 is working to extend the brand based on the

companys current market share

• Level 3 tries to achieve a global strategy by combining the

two brandsWei-Lun Chang,.
 FORMS
Ingredient co-branding: Creating brand equity for materials, components or parts
that are contained within other products.
Examples:
 TYPES OF CO BRANDING

1. Ingredient co branding
When one brand is renowned but the other is not, yet they enter co branding. The objective of such a co branding exercise is to get
the latter brand renowned. Example If a new detergent brand is introduced with Rin or Tide which are both famous brands. This is
Ingredient co branding.
We see such Ingredient co branding occurring regularly especially in same company co branding because the company wants to
promote its other, non famous brands.

2. Composite co branding
Composite co branding is what we observed in case of Dell and Intel – where both the brands are renowned and the composite result
of combining the branding exercise is better then advertising the brand on its own.

An excellent example of Brand equities being developed due to Co branding was the recent tie up between BMW I8 and Louis
Vuitton. BMW I8 was a concept car by BMW which was developed into a final product and was an ultra premium luxury car. Because
it was ultra premium, Louis vuitton bags worth $20000 were given along with the BMW I8, thereby building brand equity for both –
BMW for its ultimate product and its service of providing premium quality hand bags, Louis vuitton for the excellent quality of hand
bags it gave .
 SOME ADVANTAGES TO A CO BRANDING EXERCISE INCLUDE
•Shared resources
•Reduced costs and hence higher margins
•Branding boost especially if both the brands are renowned
•Shared risk – All the risk is not bourne by one brand
•Better sales and better customer relations
•Financing becomes easier as two brands are intertwined.

THERE ARE SEVERAL DISADVANTAGES TO A CO BRANDING

•If anything goes wrong, both the brands are affected
•Brand alliance might be positive or negative in consumers mind and might not achieve the desired effect.
•If 1 brand enters too many co brand exercises, it dilutes itself, and hence the other brands it has associated itself with.
•Consumers may prefer the bundling above the individual offering, thereby dropping the value when the co branding exercise ends.
•Consumers may not focus on the individual brand altogether, thereby causing the co branding exercise to fail.
Thus, keeping the above disadvantages in mind, Managers have to take the right decision whenever it comes to co branding exercises. The brands
need to be aligned in the right manner to give a positive impact in the market. This can be done in the planning and tie up stage before the
implementation of the co branding exercise.
 Relationship between brand equity, brand association, and
co-branding

Brand name indicates the customer about their connection with the brand based on information or experience.
Brand equity defines the association of consumer towards a brand name. The original brand name is familiar
among the customers whereas the co-branded brand is still new. There are plenty of associations of
consumers towards co-branded products. Therefore, the customer’s use constituent brand information when
there is absence of new brand formed by co-branding. When there is a negative image caused by one of the
constituent brand, it also affects the other constituent brand. Brand equity can be damaged by pairing up with
a brand which may have negative image in future. Brand association is developed over the years by repeated
experiences and exposures. It helps customers gather information, differentiate it and come to a buying
decision. Co-branding can either improve or destroy customer’s perception of each constituent brands and
create a new perception for the co-branded product.
 DIGITAL CO-BRANDING

Digital co-branding is a digital marketing strategy which follows the basics of co-branding, but aligns advertiser's brand with
digital publisher that has the same target audience. Publishing platform would have to give up some editorial control to
activate content for advertiser's brand. Travel websites are more open to building co-branding programs. They engage their
audience in every process throughout the booking process. For example, snow update website features its ad on ski resorts
website. If the co-branding ad placed is relevant and engaging, it is more effective than a normal internet ad. It helps the
advertiser to connect and interact with more consumers.

Communications-based co-branding
Communications-based co-branding is a marketing strategy that involves linking of multiple brands from different companies
in order to jointly communicate and promote their brands.
 Advantages of communication-based co-branding
[Link] opportunities

[Link] advertising costs

[Link] sharing

[Link] awareness

Disadvantages of communication-based co-branding

[Link] of opinion

[Link] co-brand image

[Link] performance of co-brand

 Why Co-branding?
“Double Marketing Budget and Half the Cost”
Co-branding opportunities allow you to launch a brand new product and divide the
expenses together with your partner.
With this, you’ll gain visibility, and reach a new audience. When two brands come
together to form a co-branding partnership, they automatically are given the opportunity
to gain the interest of each other’s market.
It can help your startup in establishing credibility. The consumers who are already in love
with one brand will automatically trust the newly introduced product.

Benefits of Co-branding
•Create financial benefits
•Provide customers with greater value
•Improve on a property’s overall image
•Strengthen an operation’s competitive position
•Create operational advantages
 Case Studies of Co-branding Partnerships
GOPRO & REDBULL
Red Bull and GoPro have a best co-branding partnership example. Both brands not just sell products- energy drinks and portable cameras
respectively- but a lifestyle. Both have established themselves as lifestyle brands — in particular, a lifestyle that’s action-packed, adventurous,
fearless, and usually pretty extreme. Both brands are made for each other, not only because they represent the same values for their customers
but also because they both associated themselves with outdoor lifestyle and action sports.
“GoPro camera technology is allowing us to complement the programming by delivering new athlete perspectives that have never been seen
before,”- Sean Eggert, Red Bull’s director of sports marketing
The collaboration allows exclusive GoPro content to enhance both companies’ growth.
Levi’s teamed up with Google to enter the wearable technology market. Codenamed Project
Jacquard, the Levi’s Commuter-Jacquard by Google partnership manufactured a touch-and-
gesture interactive denim jacket designed to prevent cyclists having to reach for their phones
while riding.
By lightly selecting or swiping a sleeve on their jacket, cyclists can access a map or change a
song on Spotify, for example, without give in their safety on the road.
 SPOTIFY&UBER
It is another genius partnership. The ability to enter a hired car welcomed by your favorite playlist offers
added value, meaningful competitive advantage and exclusivity for Uber cars.
For Spotify, it offers a reason for users to upgrade to the premium level and a unique point of difference that
Pandora, iTunes or YouTube don’t have.
The partnership means one more additional benefit for Uber to differentiate itself from taxis and for Spotify
to give its subscribers one more avenue to use its product, it’s simple and brilliant.
 GOOGLE & LUXOTTICA
The Google and Luxottica partnership has been an excellent one. Google glasses speak to
technology but not fashion and Luxottica’s brands speak to fashion and not tech.
The partnership will result in attractive Google glasses that could be purchased based on looks
alone, and the cutting edge technology can give Luxottica brands a reason for purchase that
explains a premium price.
Luxottica’s glasses are progressively being undercut on price by retailers such as Costco, TJ
Maxx and Warby Parker.
SNAPCHAT + SQUARES’S SNAPCASH
It is also an intellect partnership. Square adds the credibility of secure
money transfers and also a young, hip, complementary brand image for
the target audience of this service.
For Square, it adds significant incremental revenue and a further boost to
its cutting-edge, hip brand image through the association with Snapchat.
 Co-branding Related To Fashion
Anyone who's designer-conscious knows Alexander Wang and H&M aren't exactly the same caliber when it comes to quality. Shoes by Alexander
Wang tend to go for around $350 a pair, whereas shoes sold by H&M tend to go for more like $35 a pair. See what I mean?
But that discrepancy in pricing is exactly why the two brands decided to partner with one another. To support their brand positioning as trendy and
fashionable, H&M has traditionally paired with high-end fashion brands to offer exclusive branded items for a limited time.
In exchange, those high-end brands -- like Alexander Wang -- can expose their brand name to "a new generation of potential consumers, who will
increasingly aspire to owning more pieces from his high end collection," writes Michelle Greenwald for Forbes.

Co-branding is a form of marketing that relies on strategic partnerships to further brand awareness in the marketplace. Commonly seen among
consumer packaged goods, fashion, automobile and electronics, co-branding is effective at strengthening brand recognition for both parties while
creating more consumer interest in the products offered.
 Consumer Packaged Goods
Co-branding commonly seen in consumer packaged goods has included partnerships such as Crest Plus
Scope, Tide Plus Febreeze and Dawn Plus Olay – all brands owned by parent company Proctor & Gamble. Co-
branded products outside of a parent-owned company have included the partnerships of Lip Smackers and Dr.
Pepper, Betty Crocker and Hershey’s and Girl Scouts and Dairy Queen. Together, these brands forged successful
co-branding relationships by creating unique, specialized products, thereby elevating brand awareness in the
marketplace. Small businesses specializing in consumer packaged goods can also capitalize on the power of co-
branding. For example, a small business specializing in locally produced yogurt can partner with a local dairy to
feature a co-branded product.

Target and Fashion

Co-branding has created a niche in the fashion industry by uniting mega-retailer Target with high-brow apparel
brands such as Isaac Mizrahi, Missoni and Marchesa. In 2012, a joint collaboration between Target and Neiman
Marcus launched famous luxury brands Marc Jacobs, Oscar de la Renta, Alice + Olivia and Tory Burch into the
mass retailer. To make the most of your small-business fashion brand, start by forging a relationship with a local
boutique, then work together to co-design a special garment for sale exclusively at the retailer. Make the most of
your co-branding efforts by creating special clothing labels that also feature the boutique name.
 Automobile
The automobile industry has forged successful, recognizable co-branding relationships with Ford and Eddie
Bauer, Lexus and Coach and even BMW and the James Bond 007 movie. Other recognizable partnerships have
included Mattel and Fiat and Ford F-150 and Harley Davidson. But co-branding in the automotive industry isn't
reserved exclusively for auto manufacturers and large national brands. Business owners of local car dealerships
can try their hand at co-branding by working with a local detail shop to create a co-branded advertising campaign.
For example, a car dealership could offer a free detail shop coupon for its customers who purchase oil changes. In
exchange, the detail shop could offer its customers an oil change coupon with the purchase of a detail.

Electronics
Sports brands Nike and Adidas have launched successful co-branding efforts in the electronics industry. Nike
partnered with Apple for its “Sports Kit,” a product that synchronized a consumer’s music and running shoes in all
within a responsive iPod. Adidas forged a co-branding relationship with Polar Electro in an effort called “Project
Fusion,” a product that integrates heart rate and other vitals into fitness apparel. Other successful co-branding
ventures in the electronics category have included Aston Martin and Nokia and Asus and Garmin. If your small
business specializes in sports gear, try partnering up with a local electronics store to create a co-branded
community event such as a 5K run or Super Bowl tailgate party.
 TYPES OF BRANDS

1. Personal brand – Otherwise known as individual brand. The brand a person builds around themselves, normally to enhance their career
opportunities. Often associated with how people portray and market themselves via media. The jury’s out on whether this should be called a form
of brand because whilst it may be a way to add value, it often lacks a business model to commercialize the strategy.

2. Product brand – Elevating the perceptions of commodities/goods so that they are associated with ideas and emotions that exceed functional
capability. Consumer packaged goods brands (CPG), otherwise known as fast moving consumer goods brands (FMCG), are a specific application.

3. Service brand – Similar to product brands, but involves adding perceived value to services. More difficult in some ways than developing a
product brand, because the offering itself is less tangible. Useful in areas like professional services. Enables marketers to avoid competing skill vs
skill (which is hard to prove and often devolves to a price argument) by associating their brand with emotions. New online models, such as
subscription brands, where people pay small amounts for ongoing access to products/services, are rapidly changing the loyalty and technology
expectations for both product and service brands – for example, increasingly products come with apps that are integral to the experience and the
perceived value.

4. Corporate brand – Otherwise known as the organizational brand. David Aaker puts it very well: “The corporate brand defines the firm that
will deliver and stand behind the offering that the customer will buy and use.” The reassurance that provides for customers comes from the fact
that “a corporate brand will potentially have a rich heritage, assets and capabilities, people, values and priorities, a local or global frame of
reference, citizenship programs, and a performance record”.

5. Investor brand – Normally applied to publicly listed brands and to the investor relations function. Positions the listed entity as an investment
and as a performance stock, blending financials and strategy with aspects such as value proposition, purpose and, increasingly, wider reputation
via CSR. As Mike Tisdall will tell you, done well, a strong investor brand delivers share price resilience and an informed understanding of value.
6. NGO (Non Governmental Organization) or Non Profit brand – An area of transition, as the sector shifts gear looking for value models
beyond just fundraising to drive social missions. Not accepted by some in the non profit community because it’s seen as selling out. Necessary in
my view because of the sheer volume of competition for the philanthropic dollar. This paper is worth reading.

7. Public brand – Otherwise known as government branding. Contentious. Many, including myself, would argue that you can’t brand something
that doesn’t have consumer choice and a competitive model attached to it. That’s not to say that you can’t use the disciplines and methodologies
of brand strategy to add to stakeholders’ understanding and trust of government entities. That’s why I talk about the need for public entities to
develop trustmarks rather than brands. Jill Caldwell takes this idea of how we consider and discuss infrastructure further and says we now have
private-sector brands that are so much a part of our lives that we assume their presence in much the same way as we assume public services.
Caldwell refers to brands like Google and Facebook as “embedded brands”.

8. Activist brand – Also known as a purpose brand. The brand is synonymous with a cause or purpose to the point where that alignment defines
its distinctiveness in the minds of consumers. Classic examples: Body Shop, which has been heavily defined by its anti-animal-cruelty stance;
and Benetton, which confronts bigotry and global issues with a vehemence that has made it both hated and admired.

9. Place brand – Also known as destination or city brands. This is the brand that a region or city builds around itself in order to associate its
location with ideas rather than facilities. Often used to attract tourists, investors, businesses and residents. Recognizes that these groups all have
significant choices as to where they choose to locate. A critical success factor is getting both citizens and service providers on board, since they in
effect become responsible for the experiences delivered. Most famous example is probably “What happens in Vegas stays in Vegas”. Other place
brand examples here.

10. Nation brand – Whereas place brands are about specific areas, nation brands relate, as per their name, to the perceptions and reputations of
countries. Simon Anholt is a pioneer in this area. Some good models comparing nation and place branding here.

11. Ethical brand – Used in two ways. The first is as a description of how brands work, specifically the practices they use and the commitments
they demonstrate in areas such as worker safety, CSR and more – i.e. a brand is ethical or it is not?. Secondly, denotes the quality marques that
consumers look for in terms of reassurance that the brands they choose are responsible. Perhaps the most successful and well known example of
such a brand is Fairtrade. These types of ethical brands are often run by NGOs – e.g. WWF’s Global Forest and Trade Network.
12. Celebrity brand – How the famous commercialize their high profile using combinations of social media delivered content,
appearances, products and gossip/notoriety to retain interest and followers. The business model for this has evolved from
appearances in ads and now takes a range of forms: licensing; endorsements; brand ambassador roles; and increasingly brand
association through placement (think red carpet).

13. Ingredient brand – The component brand that adds to the value of another brand because of what it brings. Well known
examples include Intel, Gore-Tex and Teflon. Compared with OEM offerings in manufacturing, where componentry is white label and
simply forms part of the supply chain, ingredient brands are the featured elements that add to the overall value proposition. A key
reason for this is that they market themselves to consumers as elements to look for and consider when purchasing. In this interesting
piece, Jason Cieslak wonders though whether the days of the ingredient brand are drawing to a close. His reasons? Increased
fragmentation in the manufacturing sector, lack of space as devices shrink, stronger need for integration and lack of interest amongst
consumers in what goes into what they buy.

14. Global brand – The behemoths. These brands are easily recognized and widely dispersed. They epitomize “household names”.
Their business model is based on familiarity, availability and stability – although the consistency that once characterized their
offerings, and ruled their operating models, is increasingly under threat as they find themselves making changes, subtle and
otherwise, to meet the cultural tastes and expectations of people in different regions.

15. Challenger brand – The change makers, the brands that are determined to upset the dominant player. While these brands tend
to face off against the incumbents and to do so in specific markets, “Being a challenger is not about a state of market; being number
two or three or four doesn’t in itself make you a challenger,” says Adam Morgan of Eat Big Fish. “ … It is a brand, and a group of
people behind that brand, whose business ambitions exceed its conventional marketing resources, and needs to change the category
decision making criteria in its favor to close the implications of that gap.”
16. Generic brand – The brand you become when you lose distinctiveness. Takes three forms. The first is specific to healthcare and
alludes to those brands that have fallen out of patent protection and now face competition from a raft of same-ingredient imitators
known as generics. The second form of generic brand is the brand where the name has become ubiquitous and in so doing has
passed into common language as a verb – Google, Xerox, Sellotape. The third form is the unbranded, unlabelled product that has a
functional description for a name but no brand value at all. This last form is the ultimate in commoditization.

17. Luxury brand – Prestige brands that deliver social status and endorsement to the consumer. Luxury brands must negotiate the
fine line between exclusivity and reality. They do this through quality, association and story. These brands have perfected the delivery
of image and aspiration to their markets, yet they remain vulnerable to shifts in perception and consumer confidence and they are
under increasing pressure from “affordable luxury” brands. Coach for example struggled with revenues in 2014 because of declining
sales growth in China and Japan, two of the world’s key luxury markets.

18. Cult brand – The brands that revolve around communities of fierce advocates. Like the challenger brands, these brands often
pick fights with “enemies” that can range from other companies to ideas, but pure-play cult brands take their cues from their own
passions and obsessions rather than the market or their rivals. They tend to have followers rather than customers, set the rules and
ask people to comply and, if they market at all, do so in ways where people come to them rather than the other way around.

19. Clean slate brand – The pop-ups of brand. Fast moving, unproven, even unknown brands that don’t rely on the heritage and
history that are so much a part of mainstream brand strategy. These brands feed consumers’ wish for the new and the timely. Read
more about them here.

20. Private brand – Otherwise known as private label. Traditionally, these are value-based, OEM-sourced retail offerings that seek to
under-cut the asking price of name brands. They focus on price. There is significant potential though in my view for these brands to
become more valuable and to play a more significant role at the ‘affordable premium’ end of the market. For that to happen, private
brands will need to broaden their appeal and loyalty through a wider range of consideration factors.
21. Employer brand – The ability of a company to attract high quality staff in much-touted competitive markets. Often tied to an Employee Value
Proposition. Focuses on the recruiting process though it is sometimes expanded to include the development of a healthy and productive culture.
Sadly, given the process obsession of too many HR staff and the lack of interest from a lot of marketing people to venture into people-issues, this
tends to be a brand in name rather than a brand by nature. Great potential – but, given the very low satisfaction rates across corporate cultures
globally, a lot more work is needed to realize the full potential of this idea.