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Homepage > Katalog > Betriebswirtschaftslehre > Offline-Marketing und Online-Marketing
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Co-Branding: Fit Factors between Partner Brands
Masterarbeit, 2012
93 Seiten, Note: 1,0
BWL - Offline-Marketing und Online-Marketing
Format: PDF – für PC, Kindle, Tablet, Handy (ohne DRM)
1.1 Research Purpose, Research Question and Managerial Relevance
1.2 Delimitations
1.3 Structure of this Master's Thesis
2. Foundations of Co-Branding
2.1 Brand, Co-Branding and Brand Leverage
2.1.1 Brand
2.1.2 Definition ofCo-Branding
2.1.3 Brand Leverage Strategies: Co-Branding, Brand and Line Extension
2.2 Types and related types of Co-Branding
2.2.1 Types of Co-Branding
2.2.2 Related types of Co-Branding
2.3 Benefits, Drawbacks and Success Factors of Co-Branding
2.3.1 Benefits of Co-Branding
2.3.2 Drawbacks of Co-Branding
2.3.3 Success factors of a со-branded offering
2.4 Literature Review of Co-Branding and Research Gap
3 Theory
3.1 Cognitive Theories
3.1.1 Perception and Attitude
3.1.2 Associative Network Memory Model
3.1.3 Categorization Theory
3.2 Fit Factors
3.2.1 Brand Fit
3.2.2 Category Fit
3.2.3 Theoretical Framework
4.. Methodology & Research Design
4.1 Type ofdata: Primary vs. Secondary data
4.2 Type of research: Qualitative vs. Quantitative research
4.3 Questionnaire Design
4.3.1 Brand Selection
4.3.2 Questionnaire structure and questions
4.3.3 Number of questionnaires
4.4 Sample and Sample Size
4.4.1 Sample vs. Census
4.4.2 Sample Type
4.4.3 Sample Size
4.5 Data Collection
4.5.1 Method
4.5.2 Time Horizon
4.5.3. Techniques for increasing the Response Rate
4.6 Validity, Reliability and Generalisability
4.6.1 Validity
4.6.2 Reliability
4.6.3 Generalisability
5. Data Analysis
5.1.1 Method for Demographic (Classification) questions
5.1.2 Method for Target questions
5.2 General and demographic statistics of the survey
5.3 Analysis of the Target questions
6. Conclusions, Limitations and Future Research
6.1 Conclusions
6.1.1 Conclusions from the Data Analysis
6.1.2 Answering the Research Question
6.1.3 Managerial Implications
6.1.4 Academic Implications
6.2 Limitations and Future Research
This thesis is about the perception of "fit" between two partner brands in a co-branding venture. Previous studies have already identified that a perceived fit between partner brands leads to a positive evaluation of the со-branded offering by consumers. Despite the great importance of fit between brands, it has not been investigated yet which factors (e.g. similar price level, target group, product category) lead to a perceived fit between partner brands by consumers.
For closing this research gap, a theoretical framework is developed in order to identify potential "fit factors" that have an influence on the perceived fit. Based on the categorization theory and different brand association classifications the following potential fit factors between two brands are identified: price fit, user fit, usage fit, quality fit, brand personality fit, and category fit.
To find out if these fit factors have an impact on the perceived overall (global) fit of two partner brands, an empirical study of 9 real co-brands is conducted. 180 students are asked in an online questionnaire to state their perception of the 9 co-brands, regarding the different fit factors.
Findings of the empirical study show that similarities in the price level (price fit), users (user fit), usage situation (usage fit), quality (quality fit) and brand personality (brand personality fit) seem to have a positive relationship to the overall (global) fit of two partner brands, whereas a category fit has no clear relationship to the global fit of two brands.
On the one hand, these findings help brand managers to select the right partner brand. On the other hand, it delivers first indications for academics why consumers perceive some cobrands as fitting together and others not.
The findings of this research, as well as the developed theoretical framework, can be used for future research in this area
Table of Figures
Figure 1: Structure of the Master's Thesis
Figure 2: Brand Leverage Strategies based on Aaker (1996, p.275)
Figure 3: Benefits of Co-Branding
Figure 4: Drawbacks of Co-Branding
Figure 5: Success factors for a positive evaluation of a со-branded offering
Figure 6: Overview of the perceptual process
Figure 7: Tri-component attitude model / АВС-model of attitudes
Figure 8: Example of a schema
Figure 9: Types of Brand Associations based on Keller (1993)
Figure 10: Brand Personality dimensions and traits based on Aaker (1997)
Figure 11: Dimensions of Category Fit based on Simonin & Ruth (1998)
Figure 12: Theoretical Framework for the empirical study
Table of Tables
Table 1 : Overview of the different views in the categorization theory
Table 2: Selected 9 co-brands for this study (product categories in brackets)
Table 3: Cover Letter of the questionnaire
Table 4: Rating scale of the target questions (six-point Likert scale)
Table 5: Targetquestion regarding the Global Fit of thetwo partner brands
Table 6: Targetquestion regarding the Price Fitofthetwo partner brands
Table 7: Target questions regarding the User Fit of the two partner brands
Table 8: Targetquestion regarding the Usage Fitofthetwo partner brands
Table 9: Target questions regarding the Quality Fit ofthe two partner brands
Table 10: Targetquestions regarding the Brand Personality Fit ofthe two partner brands..
Table 11: Target questions regarding the Category Fit ofthe two partner brands
Table 12: Text regarding the Raffle (Lottery) ofthe questionnaire
Table 13: Questionnaires and the containing co-brands
Table 14: Samples ofsimilarstudies
Table 15: Characteristics ofthe different data collection methods (based on Schiffman & Kanuk 2009)
Table 16: General statistics ofthe study
Table 17: Demographic statistics ofthe study
Table 18: Statistics about the raffle (lottery)
Table 19: Rating scale ofthe target questions (six-point Likert scale)
Table 20: Example of how respondents rated the Global Fit (here btw. Apple and Nike)
Table 21 : Example of how the analysis calculates the Quality Fit (here btw. Apple and Nike)
Table 22: Questionnaire 1 - Mean values of the global fit and the single fit factors
Table25: Brand fit vs. Category fit
Firms are continuously looking for new opportunities to exploit and leverage their existing brands for achieving business growth. In the past, companies have leveraged their "most important asset" (brands) through brand and line extensions (Aaker 1990, James, Lyman & Foreman 2006). Nowadays, the most recent trend for capitalising on brands is called "CoBranding", in which two or more brands are presented jointly to the consumer, forming a new product or service offering (Dickinson & Heath 2008). This new branding strategy promises many benefits, especially for international operating companies with strong global brands (James 2006, Dickinson & Heath 2006). Because of the high rate of product failures, the intense competition among companies and the high costs to enter new markets, the use of со-branded products has become increasingly important for brand managers: Because they provide a way to take advantage of existing brand name recognition and associations (Helmig, Huber & Leeflang 2008, Besharat 2010). Co-branding came up in the early 90's and has recently reached an all-time high with annual growth rates estimated at 40 percentage (Dickinson & Heath 2006).
Any form of co-branding is conducted in an attempt to transfer positive associations from brand partners to the new со-branded offering (Spethman and Benezra 1994). Examples are Sony and Ericsson offering mobile phones together, Nike and Apple manufacturing a collaborative shoe together or Häagen Dazs and Baileys creating a new kind of ice cream together. By providing consumers the familiarity of, and knowledge about, an established brand, reduces the financial risk of introducing a new product to the market is substantially. Further benefits are easier access to new markets, additional marketplace exposure and shared expenses (Dickinson & Heath 2008). But co-branding is not without risks. If the consumer evaluation of the co-brand/co-branded offering is not favourable, it results in a product failure (linked with high costs and wasted resources) and may also damage the brand image of the partner brands (Roedder, Loken & Joiner 1998, Leuthesser, Kohli & Suri 2003). Consequently, a poor co-branding venture can create damaging associations, which affect the brands involved negatively. Therefore, a positive evaluation by the consumer is crucial. A positive evaluation improves the likelihood of purchasing the со-branded product and is thus essential for the success of any co-branding activity (James 2006). Previous studies have already identified three main factors that have a positive influence towards the evaluation of a со-branded offering by consumers: Positive attitudes toward the partner brands, perceived "fit" between the partner brands, and a high difficulty of making the cobranded offering (James 2006, Dickinson & Heath 2006, Dickinson & Heath 2008). These studies have also revealed that consumers look first for a fit between partner brands when they evaluate a со-branded offering (Dickinson & Heat 2006). Once fit is present, consumers evaluate a со-branded offering more positive and are more intent to buy the co-branded product or service (Dickinson & Heat 2006). Therefore, the factor "fit", which refers to the compatibility of two brands, plays a superior role in the evaluation of a со-branded offering.
Despite the great importance of fit in the evaluation of a co-branding offering, there is still no, or no holistic, answer under which conditions (e.g. similar price level, target group, product category) two partner brands are perceived as compatible by consumers. The objective of this Master's Thesis is to identify, based on an empirical study of international well-known brands, factors that are important for two brands to be perceived as fitting together.
As mentioned in the introduction, it is already known that the perception of fit between partner brands is very important for the evaluation and the likelihood of purchasing the cobranded offering by the consumer (James 2006, Dickinson & Heath 2006, Dickinson & Heath 2008). Given the importance of perceived fit between partner brands, it prompts the need for academic research that investigates under which conditions consumers perceive two brands as fitting together. Up to now, not much research has been conducted in this area. Academics have examined the factor "perceived fit" in a general manner, without specifying and examining which dimensions it consist of (Washburn, Till & Priluck 2000, James 2006). All of their studies have focused mainly on identifying factors, which influence the evaluation of a со-branded offering rather than investigating the concept of fit itself. That means "fit" has never been investigated alone and in more detail.
This thesis investigates "fit" in more detail and tries to find out, which factors lead to a perceived fit between two brands by consumers. Given this research purpose the research question of this Master's Thesis can be formulated as follows:
"Which factors lead to a perceived fit between two partner brands by consumers?"
The following sub-questions arise within the attempt to answer the research question:
"Are there any clear factors that lead to a "fit" between partner brands ?", "Are some factors more important than others?", "If yes, which?".
First, this study develops a theoretical framework, which includes possible factors that influence the perception of "fit" between partner brands. Afterwards, in a second step, these factors are tested in an empirical study. Therefore, the research approach of this study is deductive, because data is gathered to test the theory. The opposite approach would be inductive, in which data is gathered to develop a theory (Saunders, Lewis & Thornhill 2003).
This research is important to academics as well as to brand managers. Given that managers spend large amounts of money investing in co-branding alliances and are at the risk of diminishing their original brand image from a failed co-branding activity, the importance of the right partner selection is evident. The wrong co-brand partner could create damaging associations that may be expensive, or even impossible to change (James 2006).
If brand managers would know which factors are important for two brands as being perceived as fitting together, it will be easier for them to select the right partner brand. The risk of having a negative evaluation by consumers and the likelihood of a product failure as a resulting consequence, would be drastically reduced. The results of this study have significant impact on the choice of the co-branding partner as well as on the brands to be used. This study is also important for academics, because it gives new insights for them why people perceive some brands as fitting together and others not.
This thesis examines fit between brands from the angle and the perception of the consumer and neglects possible synergies and factors from a company's point of view (e.g. financial, managerial factors) that might also lead to a certain kind of "fit" between brands. Fits between brands in financial, strategically or managerial terms are not under investigation and not subject of this thesis.
As mentioned in the introduction, co-branding is a branding strategy in which two or more brands are presented jointly to consumers. This thesis focuses on two brands and thus investigates the fit between two brands and not between more than two brands.
Furthermore, this research does not look inside a person and examines which personal feelings, backgrounds or values lead to a specific attitude towards a brand. That means, this study does not consider any personal and/or cultural factors that might affect people's perception of fit.
In summary, this thesis investigates the fit between two brands from a consumer's perspective withouttaking personal and cultural influences into account.
In chapter 2, foundations of co-branding will be explained for giving the reader profound background knowledge. The term "Co-Branding" will be defined, different forms of cobranding explained, and benefits and risks demonstrated. At the end of that chapter a literature review of co-branding will be given to the reader. Chapter 3 is all about the theoretical framework for the empirical study. During a theoretical discussion, that chapter identifies factors, which might influence the perceived fit between two brands by the consumer. Basic cognitive theories, categorization theory as well as different factors of fit will be presented. The theoretical framework of that chapter acts as a foundation for the empirical study. In chapter 4 the methodology and research design of the empirical study (type of research, sample, data collection method etc.) will be explained in more detail. Furthermore, the validity, reliability and generalisation of the study will be discussed. In chapter 5 the data from the empirical study will be analysed with the help of descriptive statistical techniques. Results will be presented and conclusions will be drawn. In the last chapter (chapter 6) findings from the empirical study will be summarized and managerial as well as academic implications are discussed. At the end, limitations of the study and suggestions for future research will be pointed out.
illustration not visible in this excerpt
A brand can be defined as "a name, term, sign, symbol, or design, or combination of them which is intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competitors" (Kotier 1991, p.442). A brand is a cue that evokes specific images and associations in the mind of the consumer, based on his past experience with that brand (Swait et al., 1993). Therefore, it signals a particular level of quality and represents a certain set of attributes (Park, Jun & Shocker 1996). Consumers have more trust in well-known brands than in unknown brands (Lasser, Mittal & Sharma 1995). This is because they have a clear expectation of the underlying performance of a familiar brand, whereas an unknown brand provides no information about its performance. Therefore, the latter case is more risky for the consumer (Park, Jun & Shocker 1996). Due to the reduced risk, consumers tend to favor a branded over an unbranded product and are even willing to pay a price premium for a branded product (Aaker 1992). Thus, brands are not just a supplement of the marketing-mix, but have a notable strategic impact on the longterm performance of a company (Park, Jaworski, and Maclnnis 1986). For some academics, a brand is the most powerful and important asset of a firm (Aaker 1992, Keller 2003, Dickinson & Heath 2008).
2.1.2 Definition of Co-Branding
The term "Co-Branding" derives from the words "Cooperation" (Co) and "Brand" (Branding) (Baumgarth 2003). For the reason that no global definition of co-branding is accepted yet, it is often used interchangeably with a variety of terms such as co-marketing (Simonin & Ruth, 1998), multi-branding (DiPietro, 2005), joint branding (Levin & Levin 2000), or brand alliance (Rao, Qu & Rueckert 1999, James 2005).
Broadly defined, co-branding occurs when at least two partner brands are paired together and co-operate in a marketing context, such as advertising, product development or distribution (Grossman & Priluck 1997, Leuthesser, Kohli & Suri 2003, Dickinson & Heath 2008). Rao, Qu and Rueckert (1999) follow this approach and define co-branding as the situation in which "two or more individual brands are joined together in some fashion and are presented jointly to the consumer" (p.259). These broad definitions include symbolic and short-term alliances, such as co-advertising or joint sales promotions as well as physical and long-term alliances such as composite branding or ingredient branding (James 2006).
Physical alliances occur when two or more brands form a new product, whereas in symbolic alliances brands are presented jointly to consumers for transferring their associations and images to each other without offering a new product or service.
Other authors define co-branding in narrower terms and have their focus more on the combination of two or more brands for creating a new product or service. Park, Jun and Shocker (1996) define co-branding as "pairing two or more constituent brands to form a separate and unique product — a composite brand" (p.453). For Dickinson and Heath (2008) co-branding is a branding strategy, in which two or more independent brands are presented jointly to the consumer and form a new product or service offering. Helmig, Huber and Leeflang (2008) add a time dimension, by saying "co-branding represents a long-term brand alliance strategy in which one product is branded and identified simultaneously by two constituent brands" (p.360). Grossmann and Till (1998) agree with these definitions, but emphasize the visibility and recognition of the partner brands by defining co-branding as a "strategy when two brands jointly appear on the logo and/or the package of a new product". In accordance to that, for Besharat (2010) the ultimate goal of co-branding is "to launch a new product" (p.1240). Thus, in contrast to the broader definitions above, the creation of a new product or service is an essential criterion for a co-branding activity in the narrow definitions.
This thesis follows the narrow understanding of co-branding and defines three criteria, which a co-branding activity must demonstrate:
- two or more constituent brands form a separate and new product or service
- all brands involved appear on the product, logo or product package (all brands are clearly visible for consumers)
- the brand co-operation represents a long-term commitment
Brand leverage strategies are used by managers to capitalise on existing brand equity[1] rather than building new brand equity. This is done by using existing instead of new brands for a new offering (Dickinson & Heath 2008). Consequently, managers are able to transfer positive associations, brand images and core competencies from an existing brand to a new offering (Spethman & Benezra 1994). The transfer of these associations is called "leveraging" (James, Lyman & Foreman 2006). Three brand leverage strategies exist, namely Brand Extension, Line Extension and Co-Branding (Aaker 1996, Dickinson & Heath 2006):
Brand Extension, or sometimes referred to as category extension, occurs when an existing brand is used to enter into a completely different product category with the intention of transferring its brand associations to the extended offering (Aaker & Keller 1990). In short, brand extension takes place, when a company markets a new product in a new category with an existing brand. One example is Unilever's brand Dove, which extended from soap and body lotion into hair shampoo products (Helmig, Huber & Leeflang 2008). Another example is the Virgin Group, which has extended its brand many times. Initially used for a record label ("Virgin Records"), its brand is now also used for its airline ("Virgin Airlines") as well as for its games and video stores ("Virgin Megastores").
On the other hand, line extension or product extension occurs when an existing brand is used to market a new product variation within the same product category (Aaker & Keller 1990). That means, a new product is created by modifying an existing product, e.g. by changing the flavour, colour, ingredients or package size (Aaker 1991). Examples are different flavours of Coke (Diet Coke, Vanilla Coke etc.) or of Cadbury Chocolate (Hazelnut, Nougat etc.) as well as offering washing powder in differentforms (Tide vs. Liquid Tide).
A sub form of line extension is "Line Stretching", in which an existing brand tries to enter a new market segment within the same category. A company can stretch its brand throughout the different market segments. Offering a lower-priced line is called "down-market stretch". In contrast, offering a higher-priced line is called "up-market stretch". In addition, a combination of both is possible (Aaker 1996). The introductions of the A- and В-Class cars by MercedesBenz are good examples of a down-market stretch, because Mercedes-Benz has entered with these cars a new market segment ("compact cars") within the same product category ("automobile"). Texas Instruments or Nikon give good examples of extending both ways, offering low-end as well as high-end hand calculators and cameras respectively.
Brand extensions are more risky than line extensions, because the brand is presented in a different product category. Thus, the brand is presented in a different context, which might confuse the consumer (Grönhaug, Hem & Lines 2002).
Co-Branding, as mentioned above, is a brand leverage strategy, in which two or more constituent brands form a new product or service. This can be in a different, related or same product category (Dickinson & Heath 2008). Any form of co-branding, like in brand and line extensions, is basically conducted in the attempt to transfer positive associations from the partner brands to the new offering (Spethman & Benezra 1994). One key difference between brand/line extension and co-branding is that brand/line extension typically involves only one single brand, whereas co-branding includes at least two brands (Simonin & Ruth 1998). Another difference is that brands in co-branding settings are coming mostly, but not necessarily, from different companies. Whereby in brand and line extensions, brands are only coming from one company and no co-operation with other companies is existing (Helmig, Huber & Leeflang 2008).
According to the signalling perspective, the combination of two or more brands provides greater guarantee about product quality, than does a single branded product (Rao & Rueckert 1994, Erdem & Swait 1998). On the other hand, a co-branding strategy requires higher co-ordination and transaction costs. Furthermore, the risk of negative spill-over effects from on partner to the other is present. This is maybe why brand and line extensions appear far more often than co-branding in practice (Helmig, Huber & Leeflang 2008).
2.2 Types and related types of Co-Branding 2.2.1 Types of Co-Branding
By following the narrow definition (see 2.1.2), co-branding only consists of two different types:
- Ingredient Branding, or sometimes referred to as vertical co-branding or physical product integration, where one brand is the component or ingredient of another brand (most often the final product). Both brands are visible on the product and cannot be used without each other (Simonin & Ruth 1998, James 2006).
Examples are Dell computers with Intel processors, Coca-Cola with NutraSweet sweeteners and Adidas training shoes with Goodyear soles (James 2006).
- Composite Branding, or sometimes referred to as horizontal co-branding, where two existing brands are combined to form a new product or service, and their names or logos are used together in a combined format (Park, Jun & Shocker 1996, James 2006). Most of the time, partner brands have complementary skills or images, which they transfer and combine into the new offering (James 2006). Examples are Sony (electronics) and Ericsson (telecommunication systems) marketing "Sony Ericsson" mobile phones together, Nike (sportswear) and Apple (multimedia) launching the "Nike Plus sport shoe" together, and Acer (computers) and Ferrari (automobile) producing the "Acer Ferrari One" notebook series together (Besharat 2010).
Co-branded products can appear in product categories, in which both brands are already established (e.g. computers from Dell and Intel), only one brand is established (e.g. notebooks from Acer and Ferrari) or none of the brands are established (e.g. mobile phones from Sony and Ericsson) (Helmig, Huber & Leeflang 2008). Furthermore, co-branding may appear between domestic brands (e.g. between both American Nike and Apple) as well as between international brands (e.g. between Japanese Sony and Swedish Ericsson) (Besharat 2010). Although co-branding mainly appears among consumer goods, it is also relevant for durable goods (e.g. cars) and services (e.g. credit cards) (Helmig, Huber & Leeflang 2008).
There are other co-operative marketing activities, which are in a narrow sense no types of co-branding, but closely related and worth mentioning in this context. The key difference to co-branding lies in the fact, that in these activities no new product or service is created by the brands involved. Furthermore, there is no combined branding on a product or service. This implies, each brand is still perceived as a separate and individual entity. These forms of cooperation are also mostly short-term oriented (Helmig, Huber & Leeflang 2008):
- Co-advertising is simultaneous appearance of different brands in one advertisement (Helmig, Huber & Leeflang 2008): Brands are presented jointly to demonstrate compatibility or/and to assist the market entry of a partner brand, which is not so established yet (Samu, Krishan & Smith 1999). Most often, all brands in the advertisement are communicated through a single themed message (Park, Jun & Shocker 1996).
Examples are advertisements of Siemens washing machines with Ariel washing powder, Kellogg's cereals with Tropicana fruit juice, orWasa bread with Du Darfst diet butter (Samu, Krishan & Smith 1999).
- Joint promotion is a temporary promotional activity of different brands, in which brands are presented as complementary to one another (Helmig, Huber & Leeflang 2008). In practice, by purchasing one brand, consumers often receive the other brand for free (Simonin & Ruth 1998).
Examples are joint promotions of Reebok (sportswear) and Pepsi (soft drink), Smirnoff Vodka and Ocean Spray Cranberry Juice or Campbell's soup and Nabisco saltine crackers (James 2006).
- Dual branding means using the same store location (shop-in-shop concept). Most often this strategy is used when two brands/shops have the same target group (Helmig, Huber & Leeflang 2008). A good example is Shell's gas stations which have a Burger King restaurant inside (Levin & Levin 2000).
- Bundled products means combining different branded products in one package with one total price (Helmig, Huber & Leeflang 2008). The objective of bundling is to offer a greater variety and product trials to the consumer (Simonin & Ruth 1998). Examples are "variety packs" of branded cereals or branded soft drinks (Simonin & Ruth 1998).
- Sponsorship, celebrity endorsement and cause-related marketing are different ways of transferring specific images to the brand. By sponsoring a specific event, a company seeks to transfer the image of that event towards its brand (Besharat 2010). Celebrity endorsement, where celebrities promote a specific brand, is made to link the brand with endorser attributes (James 2006). And in a cause- related marketing activity, a commercial corporation enters a partnership with a non-profit organization in order to get the image of a social responsible company (Dickinson & Barker 2007).
Managers have to decide whether they are following a short- or long-term partnership strategy. Co-advertising, joint promotions and bundled products promise quick profits, because the co-ordination and implementation costs are reduced. However, these strategies might be not as sustainable and strong as a co-branding strategy, which realizes benefits over a long period of time (Helmig, Huber & Leeflang 2008).
2.3 Benefits, Drawbacks and Success Factors of Co-Branding 2.3.1 Benefits of Co-Branding
Co-Branding has a wide range of benefits. It can lead to: i) reduced costs and ii) reduced risks of introducing a new product, iii) to additional revenues by gaining access to new markets, and iv) to positive spill-over effects by transferring positive associations between partner brands and the со-branded offering as well as between the partner brands themselves.
Companies involved in a co-branding activity have reduced costs to introduce a new product to the market, because they are using existing brands rather than establishing and building up new brands from the very beginning (Leuthesser, Kohli & Suri 2003). In 1990, Aaker already stated that the introduction of a new brand could cost up to $150 million in some consumer markets. Nowadays, it is likely that the introduction costs are even higher than in the past, because of the increased number of other brands in the market, the increased media costs and the increased difficulty of obtaining distribution for new brands (Helmig, Huber & Leeflang 2008). In addition to that, costs are reduced in a co-branding venture, because partner companies share expenses for product development, marketing and distribution (Dickinson & Heath 2006).
Using a co-branding strategy to place a new product on the market leads to reduced risks for the companies as well: Consumers trust established brands more than completely new brands (Lasser, Mittal & Sharma 1995, Washburn, Till & Priluck 2000). By having more trust in familiar brands, consumers are more likely to buy со-branded products than unbranded or new products (Aaker 1992, Beezy 2005). Furthermore, by combining different competencies, expertises and experiences from the involved companies, the likelihood of a product failure is significantly decreased (Dickinson & Heath 2008). As already mentioned in chapter 2.1.3, the combination of two brands signals a greater assurance about product quality to the costumer, than does a single brand alone (Erdem and Swait 1998). This is also confirmed by Rao and Rueckert (1994) with stating "...because brands are valuable assets, they may be combined with other brands to form synergistic alliance, in which the sum is greater than the parts" (p.87). Altogether, using proven brand concepts and combining different capabilities, the financial risk of introducing a new product is reduced.
Another benefit of co-branding is that it may assist companies to enter new markets. These can be new countries or regions as well as additional market segments in their existing market, which a company may not be able to enter on its own (Blackett & Boad 1999). This implies, companies can use the associations and competencies of their branding partner for accessing new territories and forming products, which they could not serve or offer alone (Park, Jun & Shocker 1996). One example of how co-branding functions in this regard, is the product range "Weight Watchers from Heinz" of low-calorie food products. Weight Watchers International wanted to access with its brands the highly competitive market for prepared food, but had the handicap of having no experience in this sector. Heinz, at the same time, had considered to develop a series of diet products on its own, but had to face the challenge of being usually associated with canned and heavy food. Therefore, both brands allied to benefit from the associations and competencies of the respective partner (Weight Watchers in diet products, Heinz in prepared and canned food). This co-branding offering enables both companies having access to the low-calorie prepared food market (Blackett & Boad 1999).
Co-Branding also enables positive spill-over effects by transferring positive associations from the partner brands to the new со-branded offering on the one hand (Simonin & Ruth 1998), and between the partner brands on the other hand (Levin & Levin 2000). Furthermore, positive associations from the со-branded product or service will be transferred back to the partner brands, if the evaluation of the со-branded offering is favourable (Simonin & Ruth 1998). Less-known brands benefit the most of these positive spill-over effects, especially when paired together with a strong brand, because consumers have not linked strong associations to them yet (Washburn, Till & Priluck 2000). Thereby, a strong brand does not suffer a reputational downgrading when paired with a weaker brand, but can even benefit if the less-established brand owns a specific association in a niche, which the strong brand wants to enter (Washburn, Till & Priluck 2004).
In conclusion, taking into account all mentioned aspects, co-branding can lead to a win-win situation for all partner brands. In Figure 3 an overview of the stated benefits is shown:
transfer of positive associations btw. partner brands and new offering
Access to new markets
However, co-branding comes not without complexities, potential negative effects or risks. In most benefits of co-branding lie potential downsides. Disadvantages involve i) shared profits, ii) risk of brand dilution by entering too many markets, iii) risk of negative spill-over effects, and iv) high dependability on the partner brand.
Companies in a co-branding venture do not only share expenses and risks as mentioned above, but also share profits. That means, if the со-branded offering is successful, partner brands have to share the earnings among each other (Helmig, Huber & Leeflang 2008). Thus, a company in a co-branding alliance earns less than it would earn by introducing the product or service alone (assuming it would be similar successful and able to do it alone).
Co-Branding enables companies to gain access to new markets, but companies must carefully consider in how many markets and in which markets they want to enter. Entering into too many or too far away and unrelated markets may dilute the value of the brand, because a brand may lose its distinctive associations (James, Lyman & Foreman 2006). Furthermore, a brand loses exclusivity of its associations and competencies when allying with another brand. That leads to a dilution of the brand as well (Blackett & Boad 1999).
Co-branding partners are affected by spill-over effects, either from the partner brand or from the new со-branded offering. These spill-over effects might be positive (see benefits), but can go just as well in the opposite direction, affecting the brands negatively. If the consumer evaluation of the со-branded product or service is not favourable, it may lead to negative spill-over effects towards the partner brands' reputation and associations (Roedder, Loken & Joiner 1998, Leuthesser, Kohli & Suri 2003). The same happens if consumers attribute negative experiences or associations to one partner brand and transfer them to the other partner brand (Washburn, Till & Priluck 2000). In addition, if consumers perceive two partner brands as not fitting together and are confused about the combination, such irritation can damage the images of both brands too (Park, Jun & Shocker 1996).
In a co-branding venture, partner companies benefit from their partner's associations, attributes and competencies, but are at the same time highly dependent on each other as well. Because companies have no control of the partner's brand and action, they are exposed to many threats. One of these threats occurs, when one of the partners decides to change the strategy, image or positioning of its brand in its primary market. That affects the co-branding venture directly, because a change in the image of one partner brand changes the image of the со-branded product or service as a whole. This change might lead to a negative response by the consumer (Blackett & Boad 1999). Another threat is the unknown financial situation of the partner. If the partner suffers a financial crisis or even insolvency, it can lead to an unplanned and sudden ending of the co-branding venture (Blackett & Boad 1999). The same may happen once one of the partner companies is taken over or enters into a merger with a third party company. Both cases have serious implications for the cobranding activity and may lead to an immediate termination of the alliance (Blackett & Boad 1999). In addition to these risks, co-branding leads to further complexity and co-ordination efforts. This is most evident during the initial phase, because everything must be coordinated and aligned with the partner brand (Helmig, Huber & Leeflang 2008).
As stated, co-branding is not only about benefits, but has its drawbacks too. Figure 4 demonstrates the main disadvantages and risks:
2.3.3 Success factors of a co-branded offering
The success of a со-branded offering depends on the evaluation by consumers. Only if the evaluation of consumers is positive, a со-branded product or service can be successful (James 2006, Dickinson & Heath 2008). Previous studies found out three key success factors, which lead to a positive evaluation by consumers (James 2006, Dickinson & Heath 2006, Dickinson & Heath 2008).
The first factor is the attitude towards the partner brands. The attitude relates to the overall evaluation of the single brands, including the perception of brand quality/superiority and associations attributed to the partner brands (Dickinson & Heath 2008). A positive attitude towards the partner brands has a positive influence on the evaluation of the co-branded offering, because consumers who hold a positive perception of the quality and associations of a partner brand transfer them to the new co-branded product or service (James 2006).
The second factor is the perceived fit between the partner brands by the consumer. Fit refers to the compatibility of two brands (Dickinson & Heath 2008). In a co-branding venture at least two brands with different associations, and maybe also from different product categories, are presented jointly to the consumer. If the brands are perceived as being inconsistent regarding their associations and product categories, consumers become confused and may question the sense of such collaboration (Simonin & Ruth 1998). Such confusion has a negative impact on the evaluation of the co-branding offering (Dickinson & Heath 2006). In turn, if consumers perceive brands as being compatible, the evaluation of the co-branded offering will be more favourable (Dickinson & Heath 2008). Fit plays a key role in the evaluation of со-branded products or services, because consumers look first for a fit between partner brands when they evaluate a со-branded offering (Dickinson & Heath 2006). Furthermore, if a "fit" is not given, positive attitudes from the partner brands will not be transferred toward the со-branded offering (Dickinson & Heath 2008). In summary, if consumers have an overall perception of fit between the two partner brands, the co-branded product or service will be evaluated more positively (Dickinson & Heath 2008).
The third factor that influences the evaluation of a co-branded product or service is the level of difficulty to make the co-branded offering. The level of difficulty relates to the perception of the consumer whether a company has the ability to make the co-branded product or service by itself or if it needs complementary competencies from another company (Dickinson & Heath 2008). If a co-branding offering is perceived as "easy to make", consumers will think a company would be able to do it alone. On the other hand, if a co-branding offering is perceived as "difficult to make", consumers will have the feeling that a single company would not be able to do it alone and would need the help of another company (Dickinson & Heath 2008). In consequence, if a co-branding offering is perceived as being easy to make, the cobranding relationship might appear redundant and consumers may question the intention of the brand alliance, because additional competencies from a partner brand are not needed (Dickinson & Heath 2008). In contrast, if a co-branded product or service is seen as difficult to make, consumers will perceive a co-branding relationship as worthwhile and value adding, because companies can share their competencies to make the product or service (Dickenson & Heath 2008). Therefore, consumers evaluate a co-branding offering more positive, once the co-branded offering is seen as being difficult to make (Dickinson & Heath 2006).
In summary, consumer evaluations of a co-branded offering are more favourable, in case the attitudes towards the partner brands are positive, partner brands are perceived as fitting together, and the co-branded product or service is perceived as difficult to make. In Figure 5 these three success factors are summarized:
Difficulty of making the cobranded offering
Co-Branding is a relatively new area in the scientific world. Scientific research in this context did not exist before the 90's and although co-branding has experienced an increasing use in practice, little quantitative research has been conducted in this area (Helmig, Huber & Leeflang 2008). The first empirical studies were published between the beginning and middle of the 90's (Norris 1992, Rao & Rueckert 1994). Norris (1992) investigated co-branding in the form of ingredient branding and formulated potential benefits as one of the first. Rao and Rueckert (1994) analysed co-branding from a signalling perspective and found that cobranded products signal higher quality than mono-branded products.
After the first empirical studies were conducted, research has followed basically two different streams: One stream has been concerned about spill-over effects between partner brands, between partner brands and the со-branded offering, and between the со-branded offering and the partner brands (e.g. Simonin & Ruth 1998, Washburn, Till & Priluck 2000, Washburn, Till & Priluck 2004, James 2005). The other stream has addressed success factors for generating positive evaluation in regard to the со-branded offering (e.g. James 2006, Heath & Dickinson 2006, Heath & Dickinson 2008). Besides these two streams, most of the literature has either explained the strategy (e.g. Spethman & Benezra 1994, Baumgarth 2003, Beezy 2005) or has discussed the advantages and disadvantages of co-branding (e.g. Farquhar 1994, Krishnan 1996, Blackett & Boad 1999). In general, most studies have used student samples, hypothetical co-branding alliances or со-branded offerings, and products from the fast moving consumer goods industry (e.g. Park, Jun & Shocker 1996, Simonin & Ruth 1998, Washburn, Till & Priluck 2000, Heath & Dickinson 2008).
Simonin and Ruth (1998) examined spill-over effects between attitudes toward the partner brands as well as the attitude toward the со-branded offering and vice versa. They found out that a consumer's prior attitude toward the single partner brands influences his attitude toward the new со-branded offering as well as his attitude toward a со-branded offering influences his subsequent attitudes toward each partner brand. Positive as well as negative associations can be transferred from the partner brands toward the new offering and from the со-branded offering to the partner brands. They also discovered that positive associations from partner brands could only be transferred to the new offering if a "fit" between the partner brands is present. Two years later, Levin and Levin (2000) found out that associations and images are also transferred between the partner brands themselves. In case a product is branded by two brands, people tend to suppose that both brands share the same values and images (Levin & Levin 2000). Washburn et al. (2000, 2004) and Lafferty et al. (2004) proved that less known brands have weaker influence on the attitude toward the partner brand and the со-branded offering than well-known brands. However, at the same time, less known brands obtain stronger spill-over effects from the partner brand and the со-branded offering. Therefore, less familiar brands can benefit most from a co-branding venture if paired with a strong brand, because they easily absorb the positive associations of the partner brand. Whereas a strong brand does not suffer a reputational demotion, if paired together with a less familiar brand (Washburn, Till & Priluck 2004). Huber (2005) confirmed that negative information about the partner brands or the со-branded offering leads to negative spill-over effects and, the other way around, that positive information leads to positive spill-over effects.
Regarding the evaluation of a со-branded offering, Park, Jun and Shocker (1996) found out that positive attitudes towards the single partner brands lead to a positive evaluation of the со-branded product or service. Simonin and Ruth (1998) confirmed this statement and additionally identified category and brand fit as factors, which have a positive impact on the co-branding evaluation: Category fit relates to the degree to which the product categories of the partner brands are perceived as compatible. Brand fit relates to the compatibility of the brands themselves (i.e. if they share the same or similar associations). In addition to category and brand fit, Baumgarth (2003) tested how advertisement influences the evaluation by the consumer. He found that advertising can influence the attitude toward a cobranded product or service. Washburn, Till and Priluck (2004) looked at the impact of product trials towards the evaluation of a со-branded offering and came to the conclusion that
product trials have a moderating effect on the evaluation. Inspired by the seminal paper of Aaker and Keller (1990) regarding "consumer evaluations of brand extensions", James (2006) and Dickinson and Heath (2006, 2008) found three key success factors, which have a positive impact on the evaluation of a со-branded offering. Their findings revealed that consumers evaluate a со-branded offering positive, if their attitude towards the partner brands is favorable, a "fit" between the partner brands is present, and the co-branded product or service is perceived as difficult to make. Thereby, the factor "fit" plays a superior role, because consumers look first for a fit between partner brands when evaluating a cobranded product or service. James (2006) used an overall fit, whereas Dickinson and Heath (2006, 2008) divided fit into category and brand fit, similar to Simonin and Ruth (1998, see above).
Although the importance of category and brand fit is evident, there has been conducted only little research in this area. Especially "brand fit" is still a blank paper and under researched. For example, it is still not investigated which factors lead to a brand fit. Previous studies have only used holistic and global approaches for explaining brand fit. They have missed out to investigate brand fit in more structural terms and to identify concrete factors (e.g. similar price level, target group, brand personality), which explain why consumers perceive two brands as fitting together. This Master's Thesis aims to close this research gap and tries to find out factors that explain brand fit better and make it more clear for managers. Furthermore, this thesis looks at category fit and how it influences the perception of fit between two brands also. In addition, there has been no answer for which kind of fit, either brand or category fit, is more important when it comes to an overall perception of fit.
All in all, this thesis wants to take a holistic view on the perception of fit, by investigating which factors are important that consumers perceive two brands as fitting together. The research question, as already mentioned in the introduction, of this Master's Thesis is therefore as follows:
To answer this question, this thesis examines the "brand fit" in more detail, by identifying and testing different factors (e.g. price level, target group), as well as the "category fit" and how it influences the perception of the overall fit, also in comparison to the brand fit.
The objective of this Master's Thesis is to provide brand managers useful insights regarding which factors are important that two brands are perceived as fitting together. Such detailed understanding of fit will help managers to select the right partner brand.
[1] Brand equity is "a set of brand assets and liabilities linked to a brand, its name and symbol, that add to or subtract value to the offered product or service" (Aaker, 1991, p. 15)
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B.Sc. Peter Zickermann (Autor)
Co-Branding CoBranding
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Team: Boston College Clemson University Duke University Florida State University Georgia Tech North Carolina North Carolina State University of Louisville University of Miami (Florida) University of Notre Dame University of Virginia Virginia Tech Wake Forest University
4/26/2018 #30 Duke University Loss 4-2
4/22/2018 #26 University of Notre Dame Loss 5-2
4/20/2018 #23 University of South Carolina Loss 6-1
4/18/2018 The Citadel Win 7-0
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4/8/2018 at #29 North Carolina State Loss 4-1
4/6/2018 at #1 Wake Forest University Loss 6-1
4/4/2018 at Furman University Win 4-3
3/31/2018 #40 Virginia Tech Loss 4-3
3/29/2018 Boston College Win 6-1
3/25/2018 #41 University of Virginia Loss 4-2
3/23/2018 at #49 University of Louisville Loss 4-0
3/21/2018 at UNC Asheville Loss 4-2
3/4/2018 #42 University of Miami (Florida) Win 4-3
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1/27/2018 at U.S. Military Academy Win 7-0
1/21/2018 at Charlotte Loss 4-3
1/13/2018 Presbyterian College Win 6-1

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: mysql 5.7 replication - slave_parallel_workers and slave_pending_jobs_size_max I am using slave_parallel_type = LOGICAL_CLOCK and slave_parallel_workers = 20 to achieve replication performance.
Lets say I am using m4.4xlarge with 16 cores and 64GB memory for the master and the slave:

*

*As far I understand theseslave_parallel_type and slave_parallel_workers parameter should be only on the slave, right ?

*What value slave_parallel_workers parameter should have? 16 as number of cores ? (I test it with 20 and I got nice performance).

*Any suggestion about the slave_pending_jobs_size_max ?

*sync_binlog=1 should be on both master and slave to increase group commits and increase the potential to execute queries in parallel?

slave_parallel_workers=20
slave_parallel_type = LOGICAL_CLOCK
slave_pending_jobs_size_max=1G
sync_binlog=1
max_allowed_packet = 256M

Thanks

redpajama_set_name: RedPajamaStackExchange


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Decorating a party table. Reproduction vintage christmas decorations.
Unfortunately my camera (or maybe the user lol) is acting up and most of my photos i have discovered are out of focus. This shos that afternoon tea table, cake, cookies, cupcakes, lollies and party hats. table was also decorated with toys and a foam mat puzzle.
Marissa and I decorated this Victorian table for the tea party. Each table was decorated by a different person or persons. Each table had a different theme. Very fun!


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Diocese of Fort Worth Website
Our Feature Articles
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Making Sense of Bioethics
Returning to normal, or better
by Bishop Michael Olson
North Texas Catholic
Bishop Michael Olson celebrates Mass sine populo (without a congregation) at St. Patrick Cathedral on March 22, 2020. (NTC/Juan Guajardo)
Christ is truly risen from the dead. He has conquered sin and its bitter effects of sickness, error and ignorance, and its most bitter effect — death itself. Christ reigns and is sovereign of His Kingdom that the Church — established by Him — inaugurates into being through the proclamation of His Gospel. We know this through faith and are reminded of it daily through our prayers and through the offering and acceptance of works of mercy at home and in our greater community. The Gospel readings of the Easter season present to us the unmistakable mission given us by Christ to march quickly and confidently into the future to proclaim the Gospel of Christ's Resurrection with courage in the face of fear and doubt.
The current circumstances of the world in which we live suggest to us that there is much for us to fear about the future. The world of the flesh tells us that Christ doesn't reign but that COVID-19 reigns with power and intimidation to take our health, to take our lives and those of our loved ones, to wreck our economy, and to take our livelihood — even to take away our faith by preventing gatherings (including Mass and Confessions) of more than 10 people. The world of the flesh tells us to be afraid of the future because things will not be the same — that they will be worse for us.
Yet, we know better. We know that Christ has risen from the dead. We know, like the world of the flesh, that things will not be the same as before. Yet, unlike the world of the flesh, we know that things will not be the same as before — they will be better. We shape the future in living the Gospel with confidence in the present moment. Christ has entrusted us with the mission to be converted and to convert those enslaved in fear by the world of the flesh.
We will go forward with confidence, not returning to what was normal, if by "normal" we meant taking the sacraments for granted, as entitlements of convenience. We will go forward with confidence, not returning to normal, if by "normal" we meant living our lives as if God doesn't exist in any way that affects how we live our lives and how we care for our neighbors. We will go forward with confidence, not returning to normal, if by "normal" we meant treating the Church as only a place to go and not a vocation of our being in relationship with Christ and with each other in love and service. We will go forward with confidence, not returning to normal, if by "normal" we meant living life looking out only for ourselves as individuals and being indifferent to the suffering of others. It means that when we return to church and the frequent reception of the sacraments — including Penance and Eucharist — we do so with a renewed spirit of gratitude for God's grace as He changes our lives — soul and body — and not simply a return to a "normal" mindset that treats Penance as a relief valve for guilty feelings, and the Eucharist as a commodity with only private value.
I know how much you miss going to church on Sunday. I want you to know that I miss you too. Your priests miss you. Your neighbors miss you. As we go through this together, our vision at the end of this is a return to the full celebration of the Sunday Eucharist and the other sacraments as Christ intended, but not a return to "normal." There is light at the end of the tunnel, the light of Christ, "who, coming back from death's domain, has shed His peaceful light on humanity, and lives and reigns for ever and ever."
Christ is truly risen from the dead.
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text:
Q: git clone without certificates using chef git resource I want to clone my git repo with chef git resource. I don't want to use ssh keys for authentication.
From the terminal I can simply do this
GIT_SSL_NO_VERIFY=true git clone https://url
 or
$git config --global http.sslVerify false
$git clone https://url

How can achieve the same with chef git resource?

A: I would do it like this:
ENV['GIT_SSL_NO_VERIFY']=true

git "target directory" do
 repository "https:/url"
 revision master
 action :checkout
end

You can set any environment variable in a recipe via the ENV[] hash.
You may wish to use action :sync to keep the target in sync with the repo.
Doc: Git resource documentation


text:
Q: c: inserting new nodes to a singly linked list using a function I used a function to insert new nodes to my singly-linked list but when i print out all the values inside the nodes after insertion, i only get the value of the first node:
// Make list
createList(head, 17);

// Insert to list
for (int x = 9; x > 0; x /= 3)
{
    if (!insertToList(head, x))
    {
        fprintf(stderr, "%s", error);
        return 1;
    }
}

The function:
bool insertToList(NODE *head, int value)
{
    NODE *node = malloc(sizeof(NODE));
    if (node == NULL)
        return false;

    node -> number = value;
    node -> next = head;
    head = node;
    return true;
}

-- Output: 17
When i don't use a function, everything works as expected:
// Make list
createList(head, 17);

// Insert to list
for (int x = 9; x > 0; x /= 3)
{
    NODE *node = malloc(sizeof(NODE));
    if (node == NULL)
    {
        fprintf(stderr, "%s", error);
        return 1;
    }

    node -> number = x;
    node -> next = head;
    head = node;
}

-- Output: 1 3 9 17
Why ?

A: You are passing the pointer in the function, updating it and not returning it back in which case, the outside function can never know if the head has changed. You must update the head appropriately in the for loop as well.
In the case where you don't use the function, your for loop knows the correct address ofhead every time you insert.
Probably if you return the head pointer and properly update that, it should solve your problem.


CEIBS Alumni Association Shanghai Chapter (International), CAI, cordially invites CEIBS alumni and students as well as alumni from participating Business schools to join us on February 24th, Friday night at naked Hub co-working space at Xintiandi, 3F The House, 380 Huangpi Nan Lu (near Xingye Lu).
CAI the home base for English-speaking CEIBS Alumni and aims at strengthening the CEIBS International community. We hope this mixer we offer makes a great social platform for all our friends to connect.
Join us and RSVP now here!


Dive into the world of conference rooms.
Whether you manage meetings or simply RSVP, understanding the conference room landscape is key to getting the most of your work. And with 25 millions meetings per day in the U.S., there's a lot riding on booking the right space with the right amenities.


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Source of lifeGrowth for tomorrowAdapting to global trendsNever ending circle
MapIndex
Go to Path
Common juniper
Scroll for info
The common juniper is the most widely distributed tree species in the world. This slow-growing, long-lived coniferous evergreen tree usually grows low and shrub-like, but it can also grow up to ten metres tall. The needles of the common juniper are green; its bark is grey and thin, and the berry-like cones are blue-black when ripe. It flowers from May to June. The common juniper is also a popular ornamental plant in gardens and parks.
The common juniper demands a bright habitat, but otherwise is not particular about its environment. The species occurs in open heath forests, rock outcrops, pasturelands and rich fens. It has a circumpolar distribution which covers almost the whole Northern Hemisphere.
The common juniper is useful in many ways. Its wood is suitable for making utensils; and due to its pleasant scent, for smoking fish and meat. Its berries are used to season meat dishes and alcoholic drinks. At one time the berries were used as medicinal herbs to treat renal and bladder trouble, among others. They are slightly poisonous.
The common juniper is a very common species and thus requires no conservation measures to secure its occurrence.
stage of development
key biotopes
51-100y
Essential success factor
Related species & articles
Scots pine
Alder buckthorn
RHAMNUS FRANGULA
other vascular plants
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← Is social media just a tool, or an essential part of future campaigns?
In this class, we have learned the strengths and weaknesses of using social media as a campaign tool. In analyzing the strengths and weaknesses, it is important to note the timeliness of using certain social media. For example, unlike Dean's failed social media attempt, Obama's online presence in social media was much more timely and extensive as Twitter was emerging as an information highway and facebook was seeing its peak. It is also important to gauge differences in campaign goals to properly assess its success.
In this week's readings we are faced with two opposing, yet overlapping ideas, that social media certainly has an effect and place in the political realm. The question is how much of an effect does social media actually have and to what degree is it necessary to rely on social media today and in forthcoming campaigns. Will social media make or break every candidate?
In measuring the success of social media, we must be careful and stay aware that this much newer phenomena has a lot of room for development and analysis over time– and has the tendency to widely vary from situation to situation. However, it would be a mistake to undervalue social media as it is an inexpensive outlet for reaching people from all over the world in one space. We understand that social media is one of the main sources for people under 30 in obtaining political information (Neilsen)– the Scola reading pushes us to consider social media as an invaluable necessity today.
I personally agree that a strong social media presence is absolutely necessary for showing connectedness to progressive ideas, while also ensuring outreach to young people on all platforms possible. The Scola reading, in line with the Karpf reading, shows the importance of strategizing around making social media work as an essential element in political campaigning. Conversely, Nielson highlights the limitations of social media and deems other PR arenas as the true guiding light for political campaign success in Blue Digital. Of course, Scola and Nielson provide us with frameworks that prove measuring successes of social media for political campaigns is not so cut and dry.
My question(s) for the class is, can a campaign today see ultimate success without much of a Twitter or Facebook presence? Is it enough to focus on more traditional PR routes? How necessary are mixed methods of traditional and progressive PR?
I that social media is completely necessary in the modern day campaigning process. People rely heavily on Twitter and Facebook to give the information on varying candidates, and are veering away from traditional news sources like newspapers and broadcast news television. The Internet has given people a fast and convenient way of gaining information and news updates on developments in the political arena, so a candidate must utilize it heavily if it wishes to keep up in the technological era. Traditional PR is still important; however, neglecting the importance of social media would be devastating for a political candidate. Great post!
I also agree that having a digital presence is necessarily and will becoming increasingly more important as time goes on. I also think that tradition campaigning methods are still very important as well. Both are necessary in order to have a fully effective and successful campaign because they target such different demographics. The digital campaign, including Twitter and Facebook, targets the traditionally "not likely to vote" demographic of people between the ages of 18-24, but also encompasses the more tech-savvy baby boomers and everyone in between. This is a crucial demographic because many times it is these potential voters who will not reach out to more traditional campaign methods in order to inform themselves on a candidates position on various topics and overall running platforms. More traditional campaigning methods target those who are not as technologically inclined and provide comfort for them in the sense that it keeps things the same as they are used to from previous campaigns that they have seen and have deemed effective and yielded qualified presidents.


We help top companies hire software engineers and CTOs.
The companies we work with typically create software products rather than client websites. They care about code quality and creating a work environment where technical people thrive.
Had a recruiter ask if you had 10 years React experience and outstanding HTTP? We promise that wasn't us.
We think our clients are awesome but no company is perfect. We'll tell you what's great about a job and what's not. You're going to figure it out anyway, so why not go in prepared?
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We interview people every day so that you don't have to. The people we send have been carefully vetted for both technical capability and cultural fit.
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After the first 1, 3 and 6 months we check in to see how both the client and candidate are going. It's part of the reason people we place stick around.
Have recruiters hounding you? We'll take exclusive responsibility for placing your role, acting as a filter and single point of contact.
We look ahead to emerging technologies and long term relationships. We locate the best software engineers and place them in rewarding work environments.
Our connections go deeper than most recruiters. We have grown up with technology, made it our livelihood and worked in technical roles. Then we started recruiting.


A traditional design taken to the highest standard utilizing a memory metal bridge and adjustable stainless steel clasps.
e3 is lightweight, durable, and available in a large selection of chassis finishes and lens options.
e3 can be made for virtually ANY frame style and size.


Ben McLoughlin is a Private Wealth Advisor with experience in personal real estate investment and advanced financial planning. He is fueled by his passion for understanding the nuances of investing and encouraging his clients to achieve their financial goals.
He considers himself a "forever student", eager to build on his academic foundations in business and finance and stay in cinque with the latest investing strategies. Few things thrill him more than a challenge requiring a blend of cunning, intellect and audacity. Working as a Private Wealth Advisor enables him to find and present unique solutions to a wide array of financial situations.
He lives in Kelowna with his wife Kelsey. When he isn't in the office you can find him out for a jog, baking artisan bread, or cooking a meal with his friends. His core values centre on relationship and living a life of purpose. He's delighted to have a career that enables him to live and work in sync with those values.


Join us in the Visitor Center to celebrate the holidays. War of 1812 soldiers and civilians will be on hand to provide demonstrations and answer questions about the War of 1812 and camp life. Enjoy holiday music, refreshments, and hands-on activities. While you're here, shop our museum store for unique holiday gifts! Site open Noon - 5:00 p.m. Event hours 1:00 - 4:00 p.m.


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The Land Rover Defender V8 Works used to be a rare Autobiography
January 18, 2018 Land Rover Defender
A rare Land Rover Defender Autobiography has been turned into the demonstrator model for the new V8 Works special edition, created by the firm's Classic division.
The Defender V8 Works was revealed by Land Rover yesterday, two years after production of the model came to a close. Just 150 will be built, with a price tag starting at £150,000 for the 90 V8 Works. Each is powered by a naturally-aspirated 5.0-litre petrol V8 producing 405hp.
Following the announcement, rumours started about where Land Rover sourced 150 Defenders for the special edition. It was initially thought that they must have been kept behind as production ended, but it then emerged that they were indeed secondhand models that had been converted.
A car history check for Y8 WKS – the first Defender V8 Works revealed by Land Rover – reveals it started off as a rare Autobiography model.
Launched in 2015 as a flagship run-out model, the Autobiography featured duo-tone paintwork, a power upgrade to 150hp for the 2.2-litre diesel engine and a luxurious leather-trimmed cabin.
With prices starting at £61,845, just 80 were produced for the UK, making them extremely desirable today. There are currently a number of examples advertised on Auto Trader with asking prices nudging £80,000.
V8 WKS, previously registered as GY15 NDC, was advertised for sale in late 2015 with just 77 miles on the clock for £69,950. It's not thought that it'll be possible to re-register the Defenders, meaning buyers splashing out £150,000 for a V8 Works will be buying a secondhand vehicle registered in 2015 at the latest. Presumably, many will be adorned with private plates.
It's not clear, either, what will happen with the odometers. Land Rover won't be able to simply wind them back to zero.
Jaguar Land Rover's new Classics division was launched last year at a purpose-built site at Ryton in Coventry. Its website says it's "dedicated to preserving and restoring our motoring heritage for future generations to enjoy and cherish" – something that seems at odds with turning a rare special edition into a more common special edition.
A Land Rover spokesman confirmed to Motoring Research the new V8 Works Defenders are derived from existing registered models.
"They will undergo essentially a nut and bolt restoration with the modifications added. So to a customer, essentially a new vehicle."
JLR Classic's director, Tim Hannig said: "The idea of reintroducing a V8 Defender was something we were discussing as far back as 2014, when we were still building the Defender in Solihull. We knew the demand was there for a powerful and fast Defender; the Land Rover authenticity is the ultimate finishing touch for discerning clients purchasing these collector's edition Defenders."
More on this: 77 stories
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An hour north of Los Angeles, away from traffic and smog, Lancaster boasts blue skies and four seasons of natural beauty. Located in Southern California's High Desert region, the City of Lancaster keeps visitors warm and active during the day and cool and relaxed at night. Beyond the breathtaking desert scenery of scattered Joshua Trees and fields of Poppies, Lancaster offers countless parks and recreational facilities to enhance its family-oriented community focus. Affordable living has attracted many to Lancaster, yet the City's ambiance and wide assortment of attractions keep residents loyal and proud of their growing community. Rated among the top ten fastest growing cities, Lancaster is an excellent example of how big development can be balanced with small town values and amenities.
Lancaster is everywhere you want to be. The City is conveniently located within an hour of both prime skiing and surfing destinations. Lancaster has grown from a small railroad pit-stop to a bustling city of over 145,000 residents. With a stroll down historic Lancaster Boulevard, visitors can eat and shop at local fine restaurants and boutiques, wander past aerospace monuments and murals, and weave in and out of museums and performance centers. The Lancaster Performing Arts Center showcases award winning entertainment, while Lancaster Museum and Art Gallery houses a growing assortment of local and international art. Sporting events and tournaments provide exciting entertainment at Lancaster's own minor league baseball stadium, Lancaster National Soccer Center and Big 8 Softball Complex. With over 90 square miles of land, Lancaster continues to develop and provide new attractions, while still preserving the beauty of its desert landscape and community bonds.


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Here you will findfull length introductions to the most popular casino table games, including baccarat, blackjack, craps, and roulette, but there's a whole world of new and different free table games available. The purpose of this page is to provide introductions to some of these other games, even though a complete listing would be impossible. After all, casinos are rolling out new games almost every day.
Most Popular Online Casino Table Games
[vh-grid category="video poker" orderby="title" order="DESC" gamesperpage="20″]
Types of Online Table Games
Every Gambling venue has a different selection of table games, but most reputable casinos have the following games in store:
Various types of Poker
Different versions of Blackjack
Take a look at what some of those games are all about, and what they have to offer you.
Online blackjack, also known as 21, is one of the most iconic card games known to gamblers. In this game, you compete against the dealer, trying to get as close as you can to 21 points without going over the limit.
Most casinos allow you to play classic blackjack, but there are other versions of the game you might encounter online. You have European blackjack, Pontoon, Face up 21, and more.
Those game are more about having a solid strategy and enjoying the rush that comes with the unknown than anything else.
If you are interested in playing online poker, you need to be familiar with the rules. To win the game, you have to hold the best combination of cards out of all the players you're competing against, which is something you have to know before you start playing.
There are all kinds of available poker games: Texas Hold'em, Omaha, Caribbean Stud poker, Video Poker, and more. Each of those poker versions has a twist to them, which can provide you with an additional challenge every time you gamble.
Online poker is all about taking your competitors into account, even if you are facing a computer.
Online roulette is the simplest table game you might enjoy playing. The only thing you need to do is place your bets on a specific colour or number and hope the universe is on your side.
There are two main types of roulette games: American and European. In the American version, there are 38 pockets, as you have an additional double-zero betting option, as opposed to the 37 wagering options in the European version.
Live Casino Games
The most advanced gambling venues might offer you the chance to play all your favourite games in a realistic environment, with live dealers and real players such as yourself.
Those games are exciting, and they can offer you an authentic gambling experience, but they are harder to find than the regular casino games.
Table Games FAQ
Are There Table Game Bonuses?
Table game bonuses are pretty rare, as many casinos are attempting to make sure that advantage players do not cheat the casino. With that being said, there are occasional bonuses you will find, and if you play your cards correctly (pun intended), you will have a great chance of winning some money. Nearly all casinos offer signup bonuses, though the clearance rate changes from game to game. For example playthrough on blackjack will likely be a lot higher than that on slots.
Are Table Games Better Than Slots?
Comparing table games to slots is a difficult task, as they are completely different styles of games. We would say that there are some definite advantages to playing table games. The first of these is that the House edge is much lower for table games compared to video slots odds, meaning that if you stick to basic strategies, you can oftentimes walk away further ahead than if you were playing slots. Online table games also offer up a bunch of variations that bring a different wrinkle to your gameplay. With slots you can generally only hit the spin button and hope for the best.
Are Online Table Games Safe?
Yes, they are very safe. Online casinos utilize the best technologies to ensure that user data is safe and the games are fair. Players should look at and understand the technology they are using to play games with, and rest assured that all of the data they put forth is safe.
Where are the Best Casinos to Play Table Games At?
There are dozens of great online casinos to play online table games at! In fact, you'll find many reputable online casinos and mobile casino sites listed throughout our website that you're sure to love.
Play Free Table Games
Are you looking to play some free versions of online table games? If so, then you should definitely check out the free table games featured above. We have games such as blackjack, craps, roulette and many others that you can play right here.
Table games are where many of the real casino game players go to test their strategy and luck. Online versions of these games have been made available by some of the best developers in the world. Players can find all of the same games that they play at land casinos. And even some versions that they cannot find in a brick and mortar establishment. Players can play dozens of great free table games on our site, and we recommend that players end up testing their skills before heading over to an online casino to play the games for real money. Good luck!
1 Most Popular Online Casino Table Games
2 Types of Online Table Games
3 Blackjack
4 Poker
5 Roulette
6 Live Casino Games
7 Table Games FAQ
7.1 Are Table Games Better Than Slots?
7.2 Are Online Table Games Safe?
7.3 Where are the Best Casinos to Play Table Games At?
7.4 Play Free Table Games


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Etiquettes, Morals, Thikr and Du'aa'
Practices Muslims Should Avoid
Saying Muslims are 'believers' because they believe anything
Fatwa Date:17-1-2015 - Rabee' Al-Awwal 27, 1436
Assalam Alaikum. One of the Da'ees sent an email to his group stating jokingly: "Muslims are called 'Believers' because they will believe anything." He said it sarcastically, meaning that many Muslims these days believe and spread false information without verifying. Even though he was speaking jokingly and sarcastically, I feel uncomfortable with what he said, because 'Believers' is a term of honor for the Muslims, and he sarcastically turned it into a term of mockery. Am I right to say his statement is unacceptable? What is the ruling on jokingly or sarcastically making such a statement? Thank you.
All perfect praise be to Allaah, The Lord of the Worlds. I testify that there is none worthy of worship except Allaah, and that Muhammad, sallallaahu 'alayhi wa sallam, is His slave and Messenger.
This statement indeed implies religious violations. If we consider its apparent meaning, then we say that Muslims are not called "believers" because of the reason mentioned. In fact, they are called believers because they believe in Allaah, His angels, His Books, His Messengers, the Last Day and the predetermination, the good and bad of it.
If we take it to mean what he intended, it still makes an unacceptable generalization. Not all Muslims believe and spread false information without verifying it. Hence, it is wrong to make such a statement, whether jokingly or by way of criticism.
The believer should be cautious about the words he says so as not to say what contravenes the Sharee'ah. Allaah The Almighty forbade us from using ambiguous words that carry an apparent good meaning and an implied corrupt one; Allaah, The Exalted, says (what means): {O you who have believed, say not [to the Messenger of Allaah], "Raa'ina" but say, "Unthurna" and listen. And for the disbelievers is a painful punishment.} [Quran 2:104]
Al-Qurtubi commented on the verse saying, "Ibn 'Abbaas related that Muslims used to say to the Prophet, sallallaahu 'alayhi wa sallam 'Raa'ina', meaning, 'listen to us', or 'give us your attention.' However, in the language of the Jews this was an insult, like saying 'Listen! May you not listen!' The Jews took advantage of this and said: we used to insult him in private, now we can insult him in public. Therefore, they started saying that word to the Prophet, sallallaahu 'alayhi wa sallam, and laugh among themselves. Sa'd ibn Mu'aath knew their language so he said to them, 'May the curse of Allaah be upon you!' If I ever hear any of you saying this word to the Prophet, sallallaahu 'alayhi wa sallam, I will strike his neck!.' The Jews replied, 'Do you not use the same word?' Thereupon, the verse was revealed (commanding Muslims not to say Raa'ina but to say Unthurna [i.e. Do make us understand]); Muslims were forbidden from using the word so that the Jews would not imitate them and use it while intending its corrupted meaning." [Tafseer Al-Qurtubi]
It is not necessary that this person had made this statement with the intention of mocking the believers. He may have intended to offer advice to those who do so (i.e. those who believe and spread false information without verification) and guide them to the correct path, but he made the wrong choice of words.
Allaah Knows best.
Playing Online Football Games Whereby Players Use Obscene Language
Obscene Words do not Necessarily Lead to Apostasy
Using Inappropriate Words
Conditions of praising a person
Using Algerian expression 'me and Allah' to mean being alone
Saying to someone: I am well by the blessing of your supplication.
Calling someone 'm love' or 'my life'


Since 2002, Veronica has worked with both adoptive families and birth parents in her role as an adoption coordinator.
She spends a great deal of time on the phone, delivering on Lifetime's promise to support our birth parents and get them the help that they need. She also feels blessed to be able to help couples become parents through the miracle of adoption.
Being a mother of three children keeps Veronica on her toes. After successfully working at her last job, homemaker for 11 years, she finds her role at Lifetime very rewarding.
When there is a moment to relish, Veronica likes to play tennis, go on hikes with family and friends, and watch old movies.
Click here to read about one of Veronica's recent adoptions.
My Secret Collection: Refrigerator magnets from every state.


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Lana Condor and Awkwafina talk anxiety in new web series
Alani Vargas
Photo: Awkwafina (Michael Loccisano/Getty Images); Lana Condor (Alberto E. Rodriguez/Getty Images
Having two of the biggest rom-coms of 2018—Crazy Rich Asians and To All The Boys I've Loved Before—come out a mere 10 days apart almost killed the hopeless romantics of the world, but what a time to be alive it was. Now, Awkwafina and Lana Condor, the stars of those films, are using their profile for some good by appearing in a new YouTube series called "Hi Anxiety."
The company that made these videos, Hearts and Minds, is "a new kind of entertainment company that believes in the power and potential of girls," and this series demonstrates just that. Both actresses touch on what anxiety and depression was like for them as kids or teens, and how it's difficult to see yourself in a healthy light sometimes. Condor even offers an anxiety-reducing breathing technique.
Awkwafina, meanwhile, shares a pretty hilarious story of a water bra gone wrong, as well as some thoughts on awkwardness and the death of her mom.
Sharing how they deal with tough situations and tapping into the Stars, They're Just Like Us™ of it all could very well help young people experiencing these intense emotions for the first time.
Alani Vargas is an entertainment writer and A.V. Club contributor. Her work also appears on Showbiz Cheat Sheet, INSIDER, Bustle, Refinery29, and Elite Daily.


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Home : Admissions : Application Process
Thank you for your interest in Concordia Preparatory School. We look forward to working with your family.
ADMISSIONS STEP BY STEP BREAKDOWN
Step 1: APPLY in MyConcordia – Deadline: Friday, December 16, 2022
2023-2024 Application: The 2023-2024 Application is now LIVE.
To begin the formal admissions process, create an online account and submit the online application. From there, you will have access to our Admissions Checklist. Remember to save your login details so you may return to the portal and track which components have been received, as well as check your progress.
Step 2: Schedule a Visit
We encourage all families to visit the school ("SAINT for a Day" visit, personal tour, open house, family forum) prior to applying. We have planned a variety of options to facilitate your learning and application to Concordia Prep School for fall 2023 Please visit our Admissions Events page for further registration details.
Step 3: Submit Records Request for Transcript – Due January 6, 2023
The Release of Records Form can be found on our website or in the Admissions Checklist in My Concordia. A parent will need to download, print, sign, and submit the form to your child's school counselor or principal at their current school. Your child's school should return the form, official transcripts/school records, conduct record, and attendance record to our Admissions Office. We need to receive grades reflecting the students' current performance and the previous two years. For example, for any student applying for the 9th grade, we need to receive the student's final 6th and 7th-grade report card and the most up to date 8th-grade report card (Q1 or Q2 report card).
We recommend documents are emailed. Records are due to Concordia Prep School by Friday, January 6, 2023.
Step 4: Common Referral Forms – Due January 6, 2023
These forms can be found here and on the Admissions Checklist in MyConcordia. Records are due to Concordia Prep School by January 6, 2023.
Concordia Prep requires two (2) common referral forms from the student's current school academic teachers. We ask that one (1) form be from the student's English teacher and one (1) from the student's Math or Science teacher. More than two (2) referral forms are welcome to be submitted. We ask that you do not complete these forms before November 15th and return to the school to which the candidate is applying by January 6.
(See AIMS Confidentiality Statement).
Step 5: Admissions Interview –
An important and necessary component in the admissions process is the opportunity for the prospective student and family to meet with members of our Admissions Team. Once your family has completed the application and submitted records and common referrals, our Admissions Team will set up your admissions interview. Interviews will begin in January 2023.
Step 6: Apply for Tuition Assistance or Scholarships (Optional) –
Concordia Prep strives to provide financial assistance to qualifying families. In order to be eligible for financial aid consideration, families must complete a financial aid application. The Financial Aid Application will become available in October, 2022.
Concordia Prep School also offers Merit and Co-Curricular Scholarships. Visit our Financial Aid page to learn more.
Step 7: HSPT or ISEE Testing (Optional) –
*Admission Testing: We do not require, yet strongly recommend, completion of the ISEE test for Middle School students (grades 6-8) for admission to the school. Students applying for High School (grades 9 and 10) may take the Independent School Entrance Exam (ISEE), or the HSPT. Click here for information about dates, sites, and registration for the ISEE test.
Example Checklist Screen in a MyConcordia Account
POLICY: Concordia Prep School welcomes applications from students desiring a challenging academic program within a Christian environment. Each applicant is evaluated on the strength of academic achievement, readiness, test scores, sense of responsibility, and desire to succeed in a Christian atmosphere. Admission is open to all students despite race, color, national or ethnic origin, and disability who possess the motivation, ability, and character that would enable them to succeed in a rigorous academic environment.
Prospective Student Inquiry Form
Academic Pathways