The Impact of Co-branding Strategy with Value-added channel and Brand of Country-of-origin on Consumer Evaluation─ With Value-added channel brand familiarity as Moderating variables

碩士 === 東吳大學 === 國際經營與貿易學系 === 104 === Co-branding strategy increases brand equity and enhances market competitiveness. For years, researches on co-branding strategy field have focused primarily on collaborations among different products and brands, seldom on combination with channel members. This re...

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Bibliographic Details
Main Authors: Li-Hao,Chen, 陳力豪
Other Authors: Wen -Chueh,Hsieh
Format: Others
Language:zh-TW
Published: 2015
Online Access:http://ndltd.ncl.edu.tw/handle/f2eh5d
Description
Summary:碩士 === 東吳大學 === 國際經營與貿易學系 === 104 === Co-branding strategy increases brand equity and enhances market competitiveness. For years, researches on co-branding strategy field have focused primarily on collaborations among different products and brands, seldom on combination with channel members. This research tried to explore the co-branding strategy between product and value-added channel member, and discuss its impact on consumer evaluation. Value-added channel is sales channel member that consumer purchased the specific product within order to enhance consumers’ perceived value and their evaluation. This kind of new type channel included high speed rail operation companies or airway companies. In addition, country-of-origin channel brand and its brand familiarity may have impact on customers’ evaluation, too. So the researcher reasoned the research framework, selected co-branding strategy with value-added channel and country-of-origin channel brand as independent variables, consumer evaluation as dependent variable; the relationship is moderated by channel brand familiarity. 320 valid questionnaires from age 15 to 65 consumers were collected. Data were put into analysis with ANOVA and multiple comparison test analysis etc. According to the result, co-branding strategy with value-added channel do have better effect on consumer evaluation than traditional channel. Channel brand from developed countries and home country have better consumer evaluation than from emerging countries. And value-added channel brand familiarity weaken the relationship. The research suggests that firms should use not only traditional channels but also value-added channels to enhance brand value and increase sales opportunity. The manufacturing companies also can develop related products with value-added channel members. Value-added channel members executive experiential marketing to increase brand or company identification. The manufacturing firms and value-added channel members both need to enhance its own brand familiarity to create a win-win outcome.