Co-Branding as a Market-Driven Strategic Financial Investment Option in the Hospitality Industry

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dc.contributor.authorHahm, Sung-Pilen
dc.contributor.committeechairKhan, Mahmood A.en
dc.contributor.committeememberSchneller, Meir I.en
dc.contributor.committeememberMurrmann, Suzanne K.en
dc.contributor.committeememberWeaver, Pamela A.en
dc.contributor.committeememberHuo, Yang-Hwaeen
dc.contributor.departmentHospitality and Tourism Managementen
dc.date.accessioned2014-03-14T21:10:36Zen
dc.date.adate2001-04-27en
dc.date.available2014-03-14T21:10:36Zen
dc.date.issued2001-04-20en
dc.date.rdate2002-04-27en
dc.date.sdate2001-04-27en
dc.description.abstractThe purpose of this study was to examine the trends in co-branding, especially when one brand is linked with another brand through a business strategy, in order to investigate the factors that lead to co-branding as a strategic investment option in the hospitality industry. Of primary interest was whether co-branding strategies are significant issues in the hospitality industry. This study also investigated the relationship between explicit and implicit requirements and timing of entry for co-branding investment. The co-branding investment model developed for this study could be a valuable asset for the hospitality industry. The results of this study indicated that there were some relationships among implicit and explicit requirements and the timing of co-branding entry, especially the finding that restaurateurs who had a strong market share emphasis and long franchising experience were more willing to invest in co-branding. Also restaurateurs who were not satisfied with prior sales performance were more likely to invest in the co-branding concept. We also discovered that investors in co-branding, no matter whether early or late movers, are usually satisfied with the performance of their co-branded stores. This study clearly showed that co-branding investment activities were widely practiced among franchisees, regardless of how many years of experience they had, or if they were large, or small local companies.en
dc.description.degreePh. D.en
dc.identifier.otheretd-04272001-131638en
dc.identifier.sourceurlhttp://scholar.lib.vt.edu/theses/available/etd-04272001-131638/en
dc.identifier.urihttp://hdl.handle.net/10919/37666en
dc.publisherVirginia Techen
dc.relation.haspartch3.PDFen
dc.relation.haspartch2.PDFen
dc.relation.haspartabstract&Contents.PDFen
dc.relation.haspartch1.PDFen
dc.relation.haspartch4-ch7.PDFen
dc.relation.haspartreferences.PDFen
dc.relation.haspartappendix&vita.PDFen
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subjectStrategyen
dc.subjectFranchisingen
dc.subjectFinanceen
dc.subjectCo-brandingen
dc.subjectHospitalityen
dc.titleCo-Branding as a Market-Driven Strategic Financial Investment Option in the Hospitality Industryen
dc.typeDissertationen
thesis.degree.disciplineHospitality and Tourism Managementen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.leveldoctoralen
thesis.degree.namePh. D.en

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Doctoral Dissertations
Theses and Dissertations, Hospitality and Tourism Management (HTM)