Frequently Asked Marketing Question

What is co-branding, and what are some examples?


Answer: Co-branding occurs when two or more brand names function together in creating a new product. Examples of co-branding range from credit cards to cereal to automobiles:

· AT&T Universal Master Card
· Citibank/American Airlines/Visa Card
· Healthy Choice Cereal by Kellogg’s
· Coach edition of the Lexus ES series
· Eddie Bauer edition of the Ford Explorer
· Water by Culligan GE Profile Refrigerator
· Pillsbury Brownies with Nestlé Chocolate
· Braun/Oral-B Plaque Remover

A genuine co-branding campaign has each company that is involved consistently focused on achieving the following goals:

· Respond to the marketplace’s expressed and latent needs.
· Leverage one’s own core competencies.
· Create a new product to increase corporate revenues.
· Increase product salience to the consumer.

In the online world there have been fewer co-branding successes. Furthermore, many online companies think they are pursuing co-branding when in fact they are pursuing strategic partnerships. Partnerships, which have different goals than co-brands, are a way of leveraging a corporation’s own strengths and softening its weaknesses via a joint effort with another firm.

More resources related to Branding and Positioning

  • Lawson Abinanti, B2B marketing and messaging strategy consultant, offers tips for positioning a B2B brand, and urges marketers to be "ruthless" by focusing on ideal buyers instead of diverting resources to one-off sales.

  • With the right strategy in place, webinars can generate high-quality leads and drastically increase revenue. But they—and you—can't do any of that if you can't get people to register and attend.

  • Too many executives pursue a branding campaign when it is positioning that is required.

  • Everyone has a website stuffed with content ranging from the important to the useless. But marketing initiatives aimed at a highly targeted audience require their own space and identity if they are to succeed. When you use the Web as your vehicle for your campaign, the obvious solution is a video-campaign microsite.

  • Does the hype of the iPhone equal runaway success? Is the game already won? Or will there be an equal and opposite reaction when possibility and excitement about the future gives way to reality, and inevitable issues arise with service, availability, bugs in functionality and unfulfilled expectations?

  • Consumers are beginning to take environmental impact into consideration in purchase decisions. Businesses that demonstrate environmental responsibility have the opportunity to contribute favorably to their images while aligning themselves with the preferences of their customers. To get the full value out of green practices over time, companies need to let the public know what they are doing and why it matters.

  • Eigen values are what marketers use when we're doing our best work. Once we view everything that our brand does through the prism of eigen-value standards, it changes how we launch our websites, train our customer-service people, and hire our employees. Want to see how an eigen value plays out in real life? Look at Vibram and its FiveFingers shoe.

  • Corporate rebranding is intricate and time-consuming; but with the mergers, acquisitions, and ownership changes of the current dynamic business environment, it's a necessary endeavor. Avoid these pitfalls and use this checklist to ensure uniform, integrated distribution of your new brand/name.

  • Behind every successful product, service, or brand lies a powerful concept. Do you have one? Learn what it takes to craft a winning marketing concept, and why having one is critical to the success of your business.

  • A rebrand requires a compelling vision that can be understood and articulated by all—starting with your company's leadership and employees. After all, if they haven't bought into the rebrand and the philosophy behind it, why in the world would anyone else?

  • You bit the bullet and decided to hire a naming firm for your next branding initiative. You researched and you vetted, and you picked a firm that feels like a good match. A lot is riding on this. So now what?

  • In this day of celebrity brands, and branded cities, it is not only becoming common, it is becoming essential, for senior executives to build and communicate their personal brands to expand both individual and corporate success. Here's how.

  • Are you a B2B company, putting (or considering putting) significant effort and significant resources into developing a coherent brand for your product? Researching the marketplace and analyzing competing brands? Establishing strategy sessions to review and select the best brand identity? If you are, you're probably wasting a lot of time and a lot of money. For the majority of B2B companies, branding is very likely of little or no value.

  • n 2003, it's time to jump into the trenches with the great unwashed: your sales people and your company's prospects.

  • Increasingly, a company’s branding success depends less on what they sell, and more on how they sell it. In a highly competitive market, with near parity products and barely discernible branding campaigns, sales channel effectiveness is the new key to branding success.

  • Sun Tzu lived in northeastern China about 2500 years ago and was considered an expert in military strategy. Many successful leaders (like General Patton and GE's Jack Welch) follow his principles. Sun Tzu wrote about four areas that we could apply to the testing of marketing strategy: speed, strengths and weaknesses, alliances, and successful market capture.

  • ow do you salvage your investment in CRM and realize real improvements in customer relations? Also: When the leadership team disagrees on the best approach to marketing.

  • We should always keep striving to improve and enhance the brand called Me. But we should always be aware of the brand called We, which reflects the uncontrollable, omnipresent ability of others to build, enhance or even destroy our personal brands.

  • Times have changed for the account service department. Our role as account executives is to lend expertise and insight as we hack the path for our clients through a post 9-11 marketing jungle.

  • For those who don't have a product to push, but do want to get across a way of thinking or the thought leadership that differentiates them, an effective approach is to position that expertise via bylined articles. But first, you have to understand the five Ws.