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Coopetitive branding: Definition, typology, benefits and risks

Author

Listed:
  • Paul Chiambaretto

    (MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier, i3-CRG - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Călin Gurău

    (MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier)

  • Frédéric Le Roy

    (MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier)

Abstract

Considering the increasing number of cobranding agreements (i.e., brand alliances) taking place between competing firms, we study this phenomenon by highlighting its different forms, benefits and risks. To better understand these agreements, we develop a theoretical framework in which we explore different coopetitive branding situations. Based on the literature on coopetition and co-branding, we identify two key dimensions of coopetitive branding: the nature of the agreement (hybrid vs. symbolical) and the type of partners (direct vs. indirect competitors). These dimensions structure our proposed typology of four coopetitive branding situations. We further develop our theoretical framework by presenting and discussing the specific short-term (for the joint product) and long-term (for the parent firms) benefits and risks associated with each type of coopetitive branding, which are synthesized in four research propositions and illustrated through four case studies. The findings are discussed in direct relation to the relevant literature, resulting in a series of insights relevant for both the academic and managerial communities. The limitations of our study are properly acknowledged, providing us with the opportunity to develop a set of research directions for coopetitive branding agreements and their management.

Suggested Citation

  • Paul Chiambaretto & Călin Gurău & Frédéric Le Roy, 2016. "Coopetitive branding: Definition, typology, benefits and risks," Post-Print hal-02010660, HAL.
    • Handle: RePEc:hal:journl:hal-02010660
    DOI: 10.1016/j.indmarman.2016.05.009
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    Citations

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    Cited by:

    1. Julien Granata & Katherine Gundolf & Pierre Marques, 2021. "Managing Paradoxical Tensions in a Coopetitive Context Horizontal Multiple-Firm Coopetition [Gérer les tensions paradoxales dans un contexte coopétitif : la coopétition horizontale multi-entreprise," Post-Print hal-03619371, HAL.
    2. Chiambaretto, Paul & Massé, David & Mirc, Nicola, 2019. "“All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case," Research Policy, Elsevier, vol. 48(3), pages 584-600.
    3. Le Roy, Frédéric & Robert, Frank & Hamouti, Rizlane, 2022. "Vertical vs horizontal coopetition and the market performance of product innovation: An empirical study of the video game industry," Technovation, Elsevier, vol. 112(C).
    4. Zhou, Xiaoyang & Chen, Kexin & Wen, Haoyu & Lin, Jun & Zhang, Kai & Tian, Xin & Wang, Shouyang & Lev, Benjamin, 2021. "Integration of third-party platforms: Does it really hurt them?," International Journal of Production Economics, Elsevier, vol. 234(C).

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