How  Will  Be  Self-­‐Brand  Connec3on  to  High-­‐Priced  Brands  Changed  by  Brand  Collabora3ons?

Kansai  University  　 Chiba  Seminar  Group  C  

Makoto  Okazaki  Hikaru  Nozaki  Hitomi  Fukui

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Company  A Company  B

Knowledge,  Technology  

Brand  strength,  High  recogni3on  

Acquisi0on  of  new  clients

Brand  strength　enhancement

Acquisi0on  of  new  

technique

Differen0a0on    from  other  companies

What’s  the  “collabora0on”?  ・The  ac3on  of  working  with  someone  to  produce  something.  ・Something  produced  in  collabora3on  with  someone.

Introduc3on

Case  2

Case  3

Case  1  Conclusion

SBC  =  Self-­‐Brand  Connec0on  

 

 

Introduc3on

Case  2

Case  3

Case  1  Conclusion

   

I  want  bigger  black  bag….  

i I  want  a  new  lips3ck…

I  got  my  salary…  I  want  new  shoes….

Tomorrow  is  a  special  day.  I  need  gorgeous    accessories….

Example  :  People  Who  Have  a  High  SBC  to  CHANEL

 

Introduc3on

Case  2

Case  3

Case  1  Conclusion

   

i

Example  :  People  who  have  a  high  SBC  to  CHANEL

Introduc3on

Case  2

Case  3

Case  1  Conclusion

The  View  From  CHANEL　(high-­‐priced  brand)

× =

・Improving  brand  value  ・Differen3a3on    from  other                                      companies ・Newsworthy

・Improving  awareness ・Acquisi3on  of  new  clients  ・Newsworthy

《Advantage  for  UNIQLO》 《Advantage  for  CHANEL》

Easy  to  get!

The  Nega0ve  Aspect  of  Collabora0on   Introduc3on

Case  2

Case  3

Case  1  

Conclusion

It  had  meaning　  when  it  was  

expensive.  But  now…

My  superiority  complex    has  disappeared..

It  is  disgus0ng  that  many  people  have  my  favorite  brand…

I  feel  brand　　　value  became  

weak…

 

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Result  of  ANOVA

361  

190.727  

0  

50  

100  

150  

200  

250  

300  

350  

400  

BEFORE  COLLABORATION   AFTER  COLLABORATION  

SELF-­‐BRA

ND    CONNEC

TION    

TO  HIGH-­‐PR

ICED

 BRA

ND  

p < 0.01 n = 22 F = 32.316

Simple  effect  of  collabora0on  with  non  moderator

Introduc3on

Case  2

Case  3

Case  1  Conclusion

 Limited  quan3ty

Case  1 Case  2

Case  3

3  Moderators  ｆor  Maintaining  Customer’s  SBC

 Collabora3on  with    

high-­‐priced  brand

   

Establishing    new  brand      

First  moderator Second  moderator Third  moderator

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Limited  quan3ty

 Establishing    new  brand    

Collabora3on  with    

high-­‐priced  brand

Case  2

Case  3

First  Moderator

Case  1

Does  limited  quan3ty  moderate  nega3ve  effect  of  collabora3on  ?

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Case  1　Result  of  ANOVA

361  

190.727  

287.118   277.941  

0  

50  

100  

150  

200  

250  

300  

350  

400  

BEFORE  COLLABORATION   AFTER  COLLABORATION  

SELF-­‐BRA

ND    CONNEC

TION    

TO  HIGH-­‐PR

ICED

 BRA

ND   Non-­‐Limited  

Quan3ty  

Limited  Quan3ty  

p < 0.01

n = 22

F = 9.258

n = 17

Non  moderator

Discussion  for  case  1 Introduc3on

Case  2

Case  3

Case  1  

Conclusion

Limited  quan3ty

With  “Limited  quan3ty,”  it  has  high  scarcity.  Only  just  a  few  people  can  get  the  product.  Limited  quan3ty  moderates  nega3ve  effect  of  collabora3on.  

SBC  goes    down

SBC  is  maintained

Second  Moderator

Collabora3on  with  

high-­‐priced  brand

Case  1 Case  2 Case  3

Limited  quan3ty CC Establishing    new  brand    

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Does  Collabora3on  with  high-­‐priced  brand  moderate    the  nega3ve  effect  of  collabora3on  ?

Case  2　Result  of  ANOVA

Introduc3on

Case  2

Case  3

Case  1  Conclusion

361  

190.727  

258.699   269.286  

0  

50  

100  

150  

200  

250  

300  

350  

400  

BEFORE  COLLABORATION   AFTER  COLLABORATION  

SEL-­‐BR

AND    CONNEC

TION  

TO  HIGH-­‐PR

ICED

 BRA

ND  

With  Low  Priced  Brand  

With  High  Priced  Brand  

p < 0.01

n = 21

n = 22

F = 15.567

Brand  image  will  stay  high  in  collabora3on  if  the  product  is  marketed  as  a  high-­‐priced  brand.  Also,  the  brand  can  maintain  its  brand  value.  Collabora3on  with  a  high-­‐priced  brand  moderates  nega3ve  effect.  

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Collabora3on  with  

high-­‐priced  brand Non  moderator

Discussion  for  Case  2

SBC  goes    down

SBC  is  maintained

Case  1 Case  2 Case  3

Limited  quan3ty CC Establishing    new  brand    

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Third  Moderator

Collabora3on  with    

high-­‐priced  brand

Does  Establishing  new  brand  moderate    the  nega3ve  effect  of  collabora3on?

Case  3　Result  of  ANOVA Introduc3on

Case  2

Case  3

Case  1  

Conclusion

361  

190.727  

250.765  

309.529  

0  

50  

100  

150  

200  

250  

300  

350  

400  

BEFORE  COLLABORATION   AFTER  COLLABORATION  

SELF-­‐BRA

ND    CONNEC

TION  

TO  HIGH-­‐PR

ICED

 BRA

ND  

With  Original  Brand  

From  New  Brand  

p < 0.01

n = 22

n = 21

F = 23.681

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Customers  will  dis3nguish  their  favorite  brand  from  the  new  brand.  So  they  won’t　dislike  the  new  collabora3on.  Establishing  a  new  brand  moderates  the  nega3ve  effect  of  collabora3on.  

Establishing  new    brand

Non  moderator

Discussion  for  Case  3

SBC  goes    down

SBC  goes  up

Introduc3on

Case  2

Case  3

Case  1  Conclusion

Limited  quan0ty  Collabora0on  with  high  priced  brand

Establishing    new  brand

Conclusion

＞ ＞•  Maintaining  a  rela3onship  between  customers  and  brand  image  

•  Acquiring  new  clients  •  Brand  image  isn’t  hurt  

•  Keeping  original  customers  

•  Maintaining  a  rela3onship  between  customers  and  brand  

•  Crea3ng  word  of  mouth  

•  Modera3ng  customer’s  nega3ve  feelings  

•  Newsworthy  

•  Maintaining  a  rela3onship  between  customers  and  brand  

•  Maintaining  high  scarcity    

•  Superiority  complex  is  maintained.