BP and Wild Bean Cafe: A case study on franchised co-branding arrangements

Abstract

This paper presents a study of the co-branding arrangement between BP (service stations) and Wild Bean Café (a café concept created by BP in Australia in 2004). Co-branding is an increasingly popular form of growth in a maturing franchise sector. This case study presents an organisational view of co-branding. Thus extending existing literature that has previously focused on product specific co-branding. The study reveals that motivations for introducing the Wild Bean Café brand into existing BP service stations include alignment of a suitable business model with existing BP products, risk aversion to the use of externally owned brands, reinvigorating the BP brand, and stimulating sales growth for appropriate outlets. This investigation represents further research into co-branded franchising arrangements from a similar study on McDonalds/McCafe.