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CUSTOMER REACTIONS TO BRAND NAME REDEPLOYMENT AFTER M&A - THE MODERATING EFFECT OF M&A TYPE
Horng-Der Leu,Hsiao-Fang Hsu 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.5
In the context of M&A, how to redeploy two corporate assets is one of important organizational tasks. Among tasks, the management of intangible assets - in particular of corporate brand name is a critical element reflects consumers’ response. There has been increasing interest in the role of corporate names in academic fields. However, little attention has been paid to the different name and symbol options on M&A types. No empirical research has yet addressed branding strategies between in-market and cross-market M&A from the individual customers’ perspectives of acquired company. This paper seeks to address the research gap, by exploring acquired company customer on brand identity options in the context of post merger. Specifically, it considers the degree to which name and symbol influence acquired consumer responses. Thus, 5(brand strategy: target-dominant brand name A, acquirer-dominant brand name B, acquirer-dominant synergistic brand name BA, target-dominant synergistic brand name AB or create new brand name C) x 2(M & A types: in market or cross-market) between subject experiment design was conducted. 494 undergraduate or graduate students are the subjects from a college. Questionnaires were collected by convenience sampling. The results show that: (1). Brand name redeployment strategy has significant effect on customers’ sovereignty deprivation and brand switching intention. (2). In in-market M&A type situation, target-dominant brand tend to outperform acquirer-dominant brand strategy in decreasing the degree of acquired company customers’ perceived sovereignty deprivation and brand switching intention when compared with cross-market M&A type. (3). In in-market M&A type situation, new brand tend to outperform acquirer-dominant brand strategy in decreasing the degree of acquired company customers’ perceived sovereignty deprivation and brand switching intention when compared with cross-market M&A type. (4). In in-market M&A type situation, acquirer-dominant synergistic brand strategy tend to outperform new brand strategy in decreasing the degree of acquired company customers’ perceived sovereignty deprivation when compared with cross-market M&A type. In summary, in in-market M&A type situation, acquirer-dominant synergistic brand is the best strategy and new brand name is the second best option in decreasing the degree of acquired company customers’ perceived sovereignty deprivation when compared with cross-market type situation. The results should guide managers regarding post-M&A branding strategies.
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CUSTOMER REACTIONS TO BRAND NAME REDEPLOYMENT AFTER M&A – THE MODERATING EFFECT OF M&A TYPE
Horng-Der Leu,Hsiao-Fang Hsu 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.7
In the context of M&A, how to redeploy two corporate assets is one of important organizational tasks. Among tasks, the management of intangible assets – in particular of corporate brand name is a critical element reflects consumers’ response. There has been increasing interest in the role of corporate names in academic fields. However, little attention has been paid to the different name and symbol options on M&A types. No empirical research has yet addressed branding strategies between in-market and cross-market M&A from the individual customers’ perspectives of acquired company. This paper seeks to address the research gap, by exploring acquired company customer on brand identity options in the context of post merger. Specifically, it considers the degree to which name and symbol influence acquired consumer responses. Thus, 5(brand strategy: target-dominant brand name A, acquirer-dominant brand name B, acquirer-dominant synergistic brand name BA, target-dominant synergistic brand name AB or create new brand name C) × 2(M & A types: in market or cross-market) between subject experiment design was conducted. 494 undergraduate or graduate students are the subjects from a college. Questionnaires were collected by convenience sampling. The results show that: (1). Brand name redeployment strategy has significant effect on customers’ sovereignty deprivation and brand switching intention. (2). In in-market M&A type situation, target-dominant brand tend to outperform acquirer-dominant brand strategy in decreasing the degree of acquired company customers’ perceived sovereignty deprivation and brand switching intention when compared with cross-market M&A type. (3). In in-market M&A type situation, new brand tend to outperform acquirer-dominant brand strategy in decreasing the degree of acquired company customers’ perceived sovereignty deprivation and brand switching intention when compared with cross-market M&A type. (4). In in-market M&A type situation, acquirer-dominant synergistic brand strategy tend to outperform new brand strategy in decreasing the degree of acquired company customers’ perceived sovereignty deprivation when compared with cross-market M&A type. In summary, in in-market M&A type situation, acquirer-dominant synergistic brand is the best strategy and new brand name is the second best option in decreasing the degree of acquired company customers’ perceived sovereignty deprivation when compared with cross-market type situation. The results should guide managers regarding post-M&A branding strategies.
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