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Coopetitive Branding Agreements

We give four different types of cooperative cooperative cooperative cooping co-opting co-branding typology benefits and risks Keller, K.L. 2009. Facing the trade-off of growth: challenges and opportunities in the luxury brand. Journal of Brand Management 16 (5-6): 290-301. We discuss the specific short- and long-term benefits and risks for each type of coopebranding. Dr. Paul Chiambaretto is assistant professor of strategy and marketing at the Montpellier School of Business and associate researcher at the Polytechnic. Its research priorities are inter-organizational relationships (such as alliances, alliances and co-optition) and branding strategies. He has developed a solid know-how in the air and rail industry. His research has been published in specialized journals such as Industrial Marketing Management, International Studies of Management and Organization, [email protected]@gement, Management International, Annals of Regional Science, Journal of Air Transport Management, etc.

Chiambaretto P, guru C, Le Roy F. in the press. The effectiveness of innovation is definition, typology, benefits and risks. Industrial marketing management. This article presents and analyzes the concept of cooperative branding, i.e. cobranding agreements between competitors. The growth and globalization of the luxury market has led to a profound change in mentality in economic models. In traditional luxury markets such as France, it has become more difficult for suppliers to have complete discretion of their strategies, in addition to large conglomerates. To meet this challenge, some suppliers have decided to move to co-optition, i.e. to develop their own brand (competition) and to continue working as a supplier of other luxury brands (cooperation).

The purpose of this document is twofold. First, a preliminary analysis is intended to provide an overview of the different copetitive situations in the luxury industry and to identify five triggers: the first three relate to situations in which cooperation is added to a competitive situation (horizontal cooperation, internal cooperation and third-party cooperation); the latter two occur when competition is added to a cooperative situation (by upstream or downstream integration).


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