Brand stretching refers to a number of different branding strategies based on image transfer (i.e. transferring associations evoked by a brand to another brand product). This section of the Online resource centre includes information on four such strategies: ingredient branding, extension, endorsement and co-branding. And it also includes a number of general models about brand stretching (such as the Brand Image Transfer model).

Blom’s brand extension model distinguishes three factors that are crucial for the success of brand extensions: (1) market-related, (2) company-related and (3) brand-related factors. Blom draws these factors from literature on the subject, and furthermore bases herself on an analysis she ran in conjunction with ACNielsen, assessing the sales figures of one hundred brand extensions of fifty major fast-moving consumer goods brands in the Dutch market.

Brand extensions are a popular form of innovation. But not every brand lends itself for brand extensions, meaning that not all brands will be successful in their extension efforts. Kapferer developed a model mapping the boundaries of the scope of extension possibilities. This model identifies five types of brands: brands that emphasise the product, a formula, know-how, a special interest or a philosophy. And it marks the degree of difference between original product and extension with the letters A, B, C, D and E.

In their co-branding strategy model, Leuthesser, Kohli and Suri identify four different types of co-branded products. This typology is based on two dimensions: the complementarity of the original products of the collaborating brands, and the question whether the co-branded product is intended to appeal to an existing or a new target group. These two dimensions form the basis for four possible strategies: (1) reaching in, (2) reaching out, (3) reaching up and (4) reaching beyond.

One aspect of a strong brand is that you can capitalize on it. Or: you can turn accrued brand value into hard cash. Many a brand owner will do so by launching extensions and co-branded products, and by licensing out the brand. ‘The licensing business handbook’ (2008) by Karen Raugust is an absolute must-read for any brand manager that has to tackle licences and licensing issues.

The ‘Brand Image Transfer’ model maps the critical factors of image transfer, which is a process that is relevant in ingredient branding, extension, endorsement and co-branding. The model discerns a source and a target, identifying six factors that can help or hinder the transfer of associations from a source to a target product.

Manufacturers of consumer goods have been using the extension strategy for years. And Hollywood is not averse to using this strategy either. In the case of movies, extensions come in two forms:  (1) the ones with a number after the original title - such as 'Back to the Future II' and 'Die Hard 2' - and (2) the ones with a new subtitle for every sequel, such as in the case of the 'Pirates of The Caribbean' series; first there was 'The Curse of The Black Pearl', followed by 'Dead Man’s Chest' and 'At World's End'. Research has shown that for films the subtitle strategy works better.

In his ‘Brand Circle’, Hugh Davidson defines four areas that are relevant for brand extensions: the inner core, the outer core, the extension zone and the no-go area. The inner core is the point of departure of the brand cycle. From there, a brand can introduce more products, providing the brand is sufficiently strong and there is a brand fit, both in the outer core and in the extension zone. When stretching a brand, it is also advisable to identify the brand's boundaries; in this model this is captured in the 'no-go area’.

In his Brand Stretch model, David Taylor formulates six steps to take to realize successful extensions: (1) strengthening the brand, (2) formulating a brand vision, (3) coming up with possible extensions, (4) selecting extended products, (5) developing extended products and (6) formulating the brand proposition for advertising. One of the strengths of this model is that it maps all the relevant decisions in the right order.

Extensions can cause brands to dilute, making it less clear for consumers why they should be buying the brand's products. The Brand Dilution Model pinpoints two factors that can be used to assess the risk of brand dilution. This article includes an outline of the Mona/Vifit case, which saw the split of two products that had initially been launched under the same brand name, and for which the Brand Dilution model was deployed in 2001.

Michel Jansen's Brand Alliance Model identifies two kinds of outcome brand alliances can have for consumers: (1) the way in which both brands contribute to the attitude towards the brand alliance, and (2) the effect of the brand alliance on the attitude towards the brands participating in the alliance. A key feature in this model is that it does not restrict itself to the question what determines the success of a brand alliance, but also focuses on the added value an alliance has for both brands.