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The perception of co-branding products by customers 279(fig. 1). 7 The principle of reach-awareness co-branding is creation awarenessquickly by targeting the partner’s customers. As an example the co-operationbetween credit cards suppliers and other parties can be mentioned. The valuesendorsement co-branding intends to mutually endorsement of the brand valuesand positioning of both brands. The co-operation between Le Cordon Bleu(leader in gastronomy) and Tefal (producer of domestic appliances) can exemplifythis type of co-branding. According T. Blackett and N. Russell, ingredientco-branding is the third type with bigger involvement. In this case, ingredientsbrand is components brand of the final product, like in case of co-operation ofIBM and Intel. The type of co-branding with the highest shared value creation is– according authors – complementary competence co-branding, when twobrands combine a product that is “more than the sum of the parts and relies oneach partner committing a selection of core skills and competencies to thatproduct on an ongoing basis.”High sharedvalue creationComplementary Competence Co-brandingIngredient Co-brandingValues Endorsement Co-brandingLow sharedvaluecreationReach-Awareness Co-brandingFig. 1. Types of co-branding according T. Blackett and N. RussellSource: T. Blackett, N. Russell, What is co-branding, in: Co-branding – the science of alliance,ed. T. Blackett, B. Boad, MacMillan Press Ltd, London 1999, p. 9.We can also classify the co-branding strategy according the nature of commitment.Consequently co-branding may have an open character or co-operationbetween two companies may be implemented on the basis of exclusivity. In thecase of open co-branding, the brand which is invited for cooperation is oftenalso cooperating with other competitive brands like e.g. Intel (cooperation forexample with IBM or Compaq). Co-branding based on exclusivity obliges co-7 T. Blackett, N. Russell, What is Co-branding, in: Co-branding – the science of alliance, ed.T. Blackett, B. Boad, MacMillan Press Ltd, London 1999, p. 9–14.