A shared identity: Brand alliances and anti-crisis strategies

Luigi Gentili

Abstract


Il seguente articolo si prefigge di analizzare il fenomeno delle alleanze di brand e il loro sviluppo nell’attuale contesto economico. Con l’ampliarsi del lavoro di rete, e la creazione di valore che ne deriva, i legami di partnership tra le imprese evidenziano un salto prestazionale. Ciò avviene anche attraverso la creazione di un’identità condivisa, che ne rafforza la competitività. Dopo la definizione di co-branding, e l’esposizione dei benefici e dei rischi, vengono considerate le opportunità di crescita che ne derivano. Queste alleanze consentono alle reti tra imprese di riposizionarsi nel proprio contesto di appartenenza, migliorando la governance e le strategie di mercato. Anche la relazione con l’attuale crisi economica evidenzia la capacità del co-branding di fronteggiare con maggiore efficacia i momenti di emergenza. Come evidenziato in numerose ricerche, la gestione della crisi trova nelle alleanze di brand uno strumento strategico essenziale per crescere anche se l’instabilità e l’incertezza dell’economia sono elevate. Attraverso l’esame di alcuni case-histories, viene elaborato un modello di co-branding. Si tratta di un prisma dove sono evidenziati sei asset strategici: velocità, personalizzazione, flessibilità, facilità, dialogo e convergenza. Sono questi i fattori che hanno determinato una performance di successo durante la crisi. I risvolti positivi che ne derivano avranno un impatto evidente anche dopo il periodo di emergenza.

Keywords


co-branding; brand identity; gestione della crisi; reti d’impresa; sviluppo economico.

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DOI: http://dx.doi.org/10.23756/sp.v10i1.766

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