- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This study explores mechanisms that lead to the creation of durable competitive territorial brands. An examination of research on origin-specific firms, umbrella branding, resource-based theory and co-opetition theory leads to questions regarding how firms that have strategically attached themselves to a place of origin add value to their own brands and obtain advantages for their firm. How can a co-created, non-proprietary territorial brand become a valuable marketing resource? Eight wine brands in the Champagne area of France are studied and the results show how ‘communal leverage’ occurs: a firm and its local co-opetitors engage in the ‘give and take’ of valuable marketing resources. Through communal leverage, multiple individual brands interact with an overarching territorial brand in order to sustain both territorial and individual brands. The research reveals a territorial brand to be a form of regional umbrella branding that is underpinned not by a top-down process as previous research would suggest but a bottom-up process. A territory's physical resources and capabilities are precursors of symbiotic marketing relationships for origin-specific firms.
In this article, the nature of the relationship between origin-specific firms (OSFs) and territorial brands is explored, seeking an understanding of how a territorial brand becomes a valuable marketing resource for an OSF, and how territorial brands themselves are sustained by OSFs. The findings suggest that OSFs are a particular type of firm that relies heavily on origin-specific resources and capabilities (i.e., raw materials and workmanship) for competitive advantage. Furthermore, that when firm resources are origin-specific, they can be collectively developed into a shared yet competitive marketing resource: the territorial brand. As such, intra-origin co-opetition induces an overarching and powerful brand, which in turn interacts with an OSF's individual brand to provide a marketing advantage. The findings contradict the rival theory, which is that the firm brand is the sole marketing resource. This is a unique perspective on resource identification, as well as on the sources of value available to firms. The findings suggest that for OSFs, value comes not just from owned resources, as previously outlined (Srivastava et al., 2001) but also from shared resources.