| dc.description.abstract | Consumer product developers are increasingly interested in co-branding strategies as a means of gaining more market exposure, fend off the threat of private label brands, and share expensive promotional costs with a partner. This research looked at the effectiveness of cobranding strategies by addressing various objectives, The objectives were aimed at determination of the contribution of co-branding in market penetration, product usage and brand equity enhancement. The research also looked at the consumer perception towards cobranded credit cards in the market place. '
There were two sets of target population chosen for the study. The first population included product managers within the banking sector while the second population was consumers who have credit cards within the Kenyan market. Semi structured and structured questionnaires were used for data collection. Responses from the target population was analyzed and presented in frequencies and percentages.
Findings from the research suggested that co-branding has positive effect to both the market share of the organization and card usage. Co-branding contributes to market penetration as the credit card issuer has access to customer list from which new customers can be acquired.
The usage of the card increases as a result of co-branding as compared to credit cards which are not co-branded. It was observed that consumers perceive co-branded credit cards to be more appealing and in terms of the quality of service. The overall effect of co-branding on the brand equity of the product is therefore improved. Co-branding appears to be a win/win proposition for compatible product proposition. The message to the marketing manager is to use co-branding strategies to further exploit a product performance advantage | en_US |
