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dc.contributor.authorWright, Owenen_US
dc.contributor.authorFrazer, Lorelleen_US
dc.contributor.authorMerrilees, Billen_US
dc.contributor.editorBrenda Rouseen_US
dc.date.accessioned2017-04-24T08:58:03Z
dc.date.available2017-04-24T08:58:03Z
dc.date.issued2007en_US
dc.date.modified2008-02-14T23:12:47Z
dc.identifier.issn1350231Xen_US
dc.identifier.urihttp://hdl.handle.net/10072/17003
dc.description.abstractThis paper explores the use of co-branding in franchising as a strategy to stimulate and rejuvenate growth in a mature franchising sector. It is proposed that development trends such as multiple unit franchising, mobile franchising and co-branding, occur because of the sector's need to find new means of expansion beyond the standard model of franchising. The specific phenomenon of co-branding is examined in the form of a case study. The McDonald's/McCafe co-branded arrangement, which evolved in Australia, is analysed to determine the incentives and benefits associated with this successful co-branding initiative. A tentative theoretical model has been formulated giving rise to a complex structure of motivational facets that are intrinsically linked and appear to work synergistically to achieve a co-branded arrangement.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherPalgrave Macmillan Ltden_US
dc.publisher.placeIndiaen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom442en_US
dc.relation.ispartofpageto457en_US
dc.relation.ispartofissue6en_US
dc.relation.ispartofjournalThe Journal of Brand Managementen_US
dc.relation.ispartofvolume14en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode350204en_US
dc.titleMcCafe: The McDonald's Co-branding Experienceen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Marketingen_US
gro.date.issued2007
gro.hasfulltextNo Full Text


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