This article examines the effects of co-branding on the brand equity of partner brands and the resultant co-brand (brand alliance), taking the Disney-McDonald's alliance as a real life example. The issue is examined from the perspectives of different geographies and cultures by surveying Western, Asia-Pacific, and Chinese consumers. Findings indicate that co-branding is not always a win-win strategy for all partners regardless of how powerful each brand is separately. Results also show that respondents' attitudes toward individual brands also affect their attitudes toward the co-brand; however, these attitudes vary from one market to another.
- Brand equity
- Consumer perception
- Disney-McDonald's alliance
ASJC Scopus subject areas
- Tourism, Leisure and Hospitality Management