Cornell Hotel and Restaurant Administration Quarterly

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

SAGETRACK

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Muller, C.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Cornell Hotel and Restaurant Administration Quarterly, Vol. 46, No. 1, 92-95 (2005)
DOI: 10.1177/0010880404272303

The Case for Cobranding in Restaurant Segments

Christopher Muller

Center for Multiunit Restaurant Management in the Rosen College of Hospitality Management at the University of Central Florida.

A multiple-brand strategy, sometimes called cobranding, confers numerous benefits for chain restaurant companies. Although the strategy has been little used thus far in the restaurant industry, cobranding has been applied in other industries for some time. Combining complementary brands can augment both, in particular by giving customers a wider choice of food in a given location and reducing customers' search costs.

Key Words: restaurant cobranding • YUM! Brands


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?