Chapter

From Track Stars to Major Commercial Players

January 2001

DOI:10.1057/9780230508224_9

In book: Sports Sponsorship and Brand Development (pp.113-125)

Authors:

In utilising the expertise and experience of the TWR organization, Jaguar, as with Prodrive and Subaru, were determined not to simply seek immediate and short term media coverage. In exploring how the relationship between Jaguar and its racing partners was utilized to translate the partnership into a longer term marketing alliance with Tom Walkinshaw Racing (TWR) it is important to understand the similarities that emerge from the two experiences. As with the Subaru case, the profile of TWR’s strategies and activities in the Jaguar campaign provides an interesting and illustrative set of lessons as to the necessary conditions of success in such brand development strategies. The evidence is in the impact that the 1982–85 racing programme for the XJ-S had on the marque’s worldwide sales, which is followed by a chapter exploring the partnership’s 1985–91 sports car programme.

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Article

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April 2017 · Journal of Product & Brand Management

Purpose Co-branding is popular with partnerships between well-known and new brands. In a laboratory study, this paper aims to examine the effects of a single ally and multiple allies on quality perception of a brand. The results suggest that the quality perception of the new brand depends on the co-branding strategy. Design/methodology/approach For dual-brand alliances, a single-factor design ... [Show full abstract] was used, with secondary brand quality level (high, medium and low) as the independent variable. Three advertisements were created by manipulating quality levels of the single partner. For multiple-brand alliances, a 2 × 3 between-subjects factorial design was used in the experiment. The two factors were diversification (homogeneous vs heterogeneous) and quality levels of the alliance (high-end, mixed and low-end). Findings The results suggest that the number of brand partners significantly affected the perceived quality of the primary brand. For both dual- and multi-brand alliances, the quality level of the secondary brand positively influenced the perceived quality of the primary brand. For multiple-brand alliances, even though the highest quality perceptions of the primary brand are in the heterogeneous conditions, the heterogeneity of partners (partners across different product categories) did not affect the quality perception of the primary brand. Research limitations/implications One limitation of the current study is that it only addresses one type of brand alliance: co-promotion. The generalization of these findings to other forms of brand alliances (e.g. ingredient branding: Intel with IBM, Dell and HP) merits further investigation. Also, in this study, respondents processed the information in a relatively low-involvement condition (note that the target ad was presented along with filler ads). They were more likely to use brand names as heuristic cues to form their judgments. Because an alliance partner also assumes risks, future research should consider the effect of the alliances on the secondary brand. Practical implications Understanding brand alliances (especially multiple-brand alliances) is critical for new product managers and marketers. Introducing a new brand has higher risk and failure rates. Companies may lower these risks by co-branding with established brands. However, they should carefully consider the diversification and quality level of the partners. If brand managers position their product as “high quality (luxury)” or “low quality (budget)”, they should choose high- (or low-) quality partners from different product categories (heterogeneous high-end or low-end alliances) because diversification strengthens the primary brand. For a single-partner alliance, the secondary brand should be of high quality. Originality/value This paper extends the brand alliance literature beyond single-partner to multiple-partner alliances. With multiple partners, one can explore several critical aspects of an alliance, e.g. quality variance and product class diversity across the partners.

Conference Paper

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July 2007

Amanda Tattersall

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July 1995 · History Reviews of New Books

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Fiat-Chrysler Alliance: Launching the Cinquecento in North America

July 2011

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February 2017 · Educational Research for Policy and Practice

Giovanni Crisonà

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April 2005 · The Journal of Marketing Theory and Practice

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November 2002

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January 2016 · Asian Politics & Policy

Thitinan Pongsudhirak

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April 2005 · Journal of Business Research

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December 2004 · California Management Review

Michael W. Toffel

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Clean Energy Partnership develops fuel of the future for hydrogen mobility in Germany

June 2011 · Fuel Cells Bulletin

Claudia Fried

The Clean Energy Partnership (CEP) – a German alliance of currently 15 leading companies – has set itself the goal of establishing hydrogen as the ‘fuel of the future’. With Air Liquide, Berliner Verkehrsbetriebe (BVG), BMW, Daimler, Ford, General Motors/Opel, Hamburger Hochbahn, Honda, Linde, Shell, Statoil, Total, Toyota, Vattenfall Europe, and Volkswagen, the ground-breaking futuristic project ... [Show full abstract] includes technology, oil and utility companies, as well as most of the major car manufacturers and two leading public transport companies. The CEP is devoted to testing hydrogen and fuel cell technology for everyday use in transport and traffic.

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The Evolution of the U.S.-Japan Alliance

March 1985 · SAIS Review

William C. Sherman

William C. Sherman is deputy assistant secretary of state for East Asian and Pacific affairs. Ambassador Sherman has been a foreign service officer for more than thirty years and has served overseas in Japan and Italy. 1. GHQ, SCAP, Press Release, "Text of Speech by the Supreme Commander for the Allied Powers Broadcast to the American People on V-J Day," 2 September 1945, as cited in Reports of ... [Show full abstract] General MacArthur, The Campaigns of MacArthur in the Pacific, vol. 1, prepared by his General Staff. (Washington, D.C.: Government Printing Office, 1966), 455, 458. 2. "Japan and America: International Partnership for the 1980s." An address by Secretary of State George P. Shultz before the sixth Shimoda Conference, 2 September 1983, or Current Policy 506. 3. Anne B. Fisher, "Can Detroit Live without Quotas," in Fortune, 25 June 1984, 24. * It is interesting to note that in the same poll of elite attitudes, the respondents believed quite strongly that their generally favorable views of Japan were not shared by their fellow Americans. An overwhelming 84 percent of the respondents said that the U.S. public was "not well-informed" about Japan. As for the U.S. public's attitude toward Japan and its international role, only 43 percent felt that the American citizenry was friendly, while 33 percent believed that they were "suspicious." 4. John Whitney Hall, Japan from Prehistory to Modern Times (New York: Delacorte Press, 1970), 3-4. 5. John F. Kennedy, The Strategy of Peace (New York: Harper and Brothers 1960), 141-2. 6. "Challenges and Opportunities in United States-Japan Relations: A Report Submitted to the President ot the United States and the Prime Minister of Japan by the United States-Japan Advisory Commission, September 1984." (Washington, D.C.: U.S. Government Printing Office 1984), 17-24. 7. Ibid., 20-21. 8. Ibid., 3. 9. Ibid., 21. 10. Ibid., 21-22. 11. Ibid., 23-24. 12. Ibid., 24.

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