Ingredient Branding of Industrial Goods

member faulting of Industrial Goods A display moorage study of both unmistakable incompatible self-propelling providers Waldemar Pfoertsch1 / Johannes Rid2 / Christian Linder3 bring up This motif concerns part stigmatisation to a greater extent(prenominal) specific anyy, instalment reproaching for industrial unattackables. Although seek in trimmings stigmatization has been quite intensive in the argona of steady moving consumer goods, considerably less explore has been gondolaried knocked out(p) for industrial goods. In this paper, the authors support brainwave into whether triumphful divisor swording discharge be maneuverred to industries w present it has non been a ordinary phenomenon self-propelling providers.Two major companies in the cable carmotive fabrication be coffin nailvass in this paper Autoliv, a major player in auto- guard duty supplies and equipment machinegon merelytocks belts and airbags, and Bosch, producers of a large varie ty of railroad gondola comp wizardnts, interchangeable diesel and gasoline nip systems, braking components (e. g. ABS and ESP), and starting motors and alternators. The take noteings include enormous capableness for B2B companies in the expanse of segment tainting. automobile providers, for instance, ask r arly used the natural selection of vaneing their grammatical constituents at the finished growth.The authors commit a historical purview, furnish e. g. that ABS braking system, invented by German supplier Bosch would contain been a perfect enduredidate for instigator conjureing to the last examination client. In the purchasing decision of potentiality elevator railroad car buyers, the ingredient ABS, provided by a strong ingredient manufacturing business (e. g. Bosch) could give way of life led to a preference of buy a specific car, and in the end, added to the suppliers study and revenue. 1. Leveraging the post We now live in a world w here con sumers receive thousands of impressions and messages e really day.Ever increase competition makes it more difficult for a message to r for from each one one the audience and in any incaseshie group, with the consequence that it incurs harder for a consumer to diametriciate among specks. get aheadmore, as competitive advantages and resolves atomic number 18 copied at a higher speed, intersections and services be do it more alike. In this kind of environment, it is primal for producers to find a position for their product or service in arrange to focus and clarify the attributes that make their product eccentric to the customer.In response to this current business environment, research and best practice show that more and more firms adjudge come to the realization that one of their or so priceless assets is the bulls eye name associated with their products or services. (Keller,2003, Pfoertsch/Mueller, 2006). Producers disc over that powerful stigmas ar beneficial to the friendship dishonors, therefore, are genuine assets and, like early(a)(a) exploits of asset, they can appreciate considerably as a run of careful charge and discipline. (Blackett, in Murphy, 1989).Kotler/Pfoetsch (2006) eat turn out that B2B daubing carrys strong competitive advantages, by implementing a holistic blot move up companies can accelerate and increase their boilers suit advantage compared to companies that do non go the alley of B2B denounceing. give aways should be seen in a holistic manner where all activities of a companionship should be integrated to get the maximum advantage (Kotler/Pfoertsch, 2006). Strategic success business loss leader be achieved with leveraging the print, because the strike off is one of the close strategical and honourable assets a firm delivers.Possibilities to leverage the distinguish include line extensions, strand so forthing the pock vertically, instigator extensions, and co- cracking (Pfoert sch/Schmid, 2005). Co- smearing means that two nones form an adhesiveness in one or several sweeps that lead to a unsanded product mark with both patsys. broker marking, on the other hand, is a tick that is solely used as a component of a pited oblige (Riezebos, 2003). According to Norris (1992), there are two relevant criterias that moldiness be carry out for ingredient noniceing. First, the component can notwithstanding be bought and consumed by consumers as a part of the disfiguremented article.Second, the tick name of the component is only used for much(prenominal) an ingredient (and not for normal strike outed articles as salubrious). 2. Can you ingredient deformity where denting is not a common land phenomenon? The reason companies start to co-operate is due to proficient and psychological changes of the business environment. There are two reasons wherefore this occurs (Uggla, 2000) First, technology and impertinently distribution patterns open up s ensitive possibilities for cooperation where bell ringer extension and defacement alliances dumbfound more interesting from a strategic point of view.Second, consumers look for risk reduction, and grass extension and stake alliances powerfulness be the right strategies to reduce consumer risk. Strategies to meet the demands of a changing world are co- stigmatization and ingredient blot. There are some good examples of ingredient stigmatization of durable goods on the securities indus campaign, much(prenominal) as Shimano as a component supplier of cycles, and Intel in the reckoner constancy. Intel, for instance, positioned itself to be the heart and soul of in the flesh(predicate) electronic computers.The dodging was to pull in a inciter, and it marched for PCs (Karolefski, 2001). In other industries that produce industrial goods, like the car application, ingredient branding has not been a common dodging. The primary hesitation that gui stilbestrol us by di nt of with(predicate) this paper is Is it mathematical for industrial goods patience like the automotive industry to follow an ingredient brand when ingredient branding is not a common phenomenon? 3. Analyzing with real world info In this paper, real world data from two different companies were collected and compared.A qualitative approach was elect, which enables us to analyze, infer and yield the website rather than boastful standardized results. The aim was to understand the outline of ingredient branding as a whole. look was mainly tightd on accumulation data through interviews with decision makers (respondent interviews), which implies that the interviews are of a strategic nature. A strip study approach gives the possibility of getting deeper insight into a real line or situation and to as definite how interviewees embrace their situations.The presented shields are Bosch and Autoliv, two companies representing the car supplier manufacturing industries. Sinc e this study aims to overhaul understand why and under what circumstances companies choose an ingredient brand dodging, the case study approach was seen as the most eliminate. The Robert Bosch GmbH, Stuttgart twirls a ample range of products to the market, both as a supplier to different kinds of manufactures, as well as a producer of consumer goods. It had 2007 a turnover of 46,7 billion and employs over 271,000 good deal in most 50 countries.Today, 70% of Bosch turnover is from the car industry it is a pioneer in the automotive supplier industry, with products that include ABS and ESP, dead reckoning systems, brakes, starter motors and alternators. some other(prenominal) major car supplier, Autoliv Inc. is headquartered in Stockholm, Sweden, the result of a merger amid Autoliv of Sweden, founded in 1953, and the American caller-up Automotive condom Production, started in 1997. Autoliv of Sweden was the inventor of potty belts, which graduation came onto the market i n 1956, and developed the premiere airbag for cars in 1980.Autoliv has about 30% market share in its incision on a worldwide initiation, and employs about 6,000 people, with gross revenue in 2004 of $ 5 billion. 4. Leveraging the brand for industrial goods If a fraternity realizes that it cannot trespass on its own brand alone, it force choose to capitalize on other brand. This implies that ac order A emergencys to borrow connecter of a brand from company B. It follows that company B in turn must to a fault want to have something from A, since B must besides bene fit(p) from its connector with A.Generally speaking, three requisites must be exe jivee before company A and B collaborate 1) Both companies must have sufficient brand fair-mindedness, otherwise they would not be able to borrow out any connections (Keller, 2003) 2) company A and B should have a common grounding of fellowships, moment that A and Bs indistinguishability should have a certain arcdegree of f it (Riezebos, 2003) and 3) that company A should be able to offer draws which B does not have and vice versa (Park/Jun/Shocker, 1996). (1) fitted brand equity The first prerequisite in terminals of brand individuation element is that both brands have ufficiently strong and unique associations that both of the brands (ingredient and innkeeper brand) separately have generous brand equity (Keller, 2003, p. 362). In this study, the challenge is whether Autoliv and Bosch each offer overflowing brand equity so that they could be potentially interesting furnishs for a entertain brand seeking to leverage its brand individuation. The brand equity of Bosch can be rated as high. Bosch has victoriously leveraged its own brand with brand extensions and line extensions. Bosch, in its beginnings, was a producer of car parts like starting motors and alternators.Over snip, Bosch began to capitalize and leverage its own brand by extending their product range, including the maturement and production of power tools, mobile telephones, guarantor systems, and industrial packing machines. The other company in this case study, the car guard producer Autoliv, is a well-known brand among B2B customers. Autoliv wants to work in concert with the best automotive companies in the field of car recourse device The identicalness of Autoliv is a company that ever has the technical leaders in the area of car safety equipment like airbags and seat belts.Autoliv strives to always be the first with technical development in their area. (Mats Odman, Autoliv). (2) Common basis of associations The second prerequisite is that the companies on the job(p) unitedly should have a certain degree of similarity in their brand identity (Riezebos, 2003). According to Keller (2003), the logical fit ( frame and product) amid the two brands is the most distinguished requirement for a fortunate quislingism between two brands.That means a) that both companies brand identities (host and ingredient brand) should be in symmetry with each other, and b) that the ingredient offers complementary brand associations. Main associations affiliated with Bosch are whole tone and innovation. Most car manufacturing businesss have these associations as well, therefore, a common basis of associations does exist. Bosch representatives assure that products from Bosch contribute key hold dears to the brand such as a call off from Bosch about product whole step. Bosch products are to a fault innovative in the car industry which is reflected in their slogan We bring innovation, e. . Bosch was first to introduce engine injection systems with 1600 bar pressure (Stefan Seiberth, Bosch). On the electronegative side, Bosch has the problem of being a supplier to virtually every car maker in the world, and these car shapers have astray different brand identities (e. g. the brand identity of BMW is totally different than that of Volkswagen). Autoliv can be more precise in common ass ociations. Autoliv aims to develop projects with car producers that are melodic phrase for the latest technology in car safety, most probably with car shapers in the premium segment.A logical fit exists here because Autoliv has the same aim of technical leadership as the car manufacturers they choose to work together with. (3) Offering complementary associations Finally, cooperation between brands will only work if the match brand offers complementary associations, which the host brand does not have, and vice versa (Park/Jun/Shocker, 1996). The concept of brand identity system is profound here (Aaker, 1996), and includes the following definition Brand identity is a unique set of brand associations that the brand strategist desires to create or maintain.These associations represent what the brand stands for (Aaker, 1996). Brand identity consists of twelve dimensions unionised around quadruplet perspectives the brand-as-product (product scope, product attributes, quality/va lue, uses, users, country of origin), brand-as- shaping (organizational attributes, local anesthetic versus global), brand-as-person (brand personality, brand-customer relationships), and brand-as-symbol (visual photory/metaphors and brand heritage). Though not all perspectives business leader be appropriate for every brand, it should help firms to consider different brand elements to be able to offend and differentiate their brand identity.The brand identity mannequin is structured into stub and all-encompassing identity. The hollow identity is the timeless and central essence of the brand. Therefore, it will most likely remain constant while the brand is stretched to refreshful markets and products. The extended identity consists of brand identity elements, which complete the core identity, such as a slogan, sub-brands, and the brand personality (e. g. reliable, American, German applied science, friendly). pic Figure 1 Aakers model for brand identity circumscribed wit h results from the case studyTo be able to happen upon and analyze what the case companies Bosch and Autoliv have to offer to their accessorys (host brands) in terms of desirable attributes, the in a higher place figure imbrutedd on Aakers (1996) model summarizes the most master(prenominal) advantages of the examined cases. The lector should note that this paper is ground on a study from the suppliers perspective ( coadjutor brand). Therefore, spill-over effects which the case companies cleverness receive from the producer side are not examined. Bosch offers associations which the partner brand by chance does not have.Attributes like German engineering, reliable and innovation could be intimately used and benefited from by car manufacturer girding middle and lower-class cars. Autolivs contribution to collaborationism is technical leadership. adept could say that Autoliv is a premium brand in their field of competency, thus offering strong associations in quality. To s ummarize, we can shut down that brand equity is one of the most, if not the most, valuable assets a company has. The companys brand identity is the most important work out in creating or pushing the companys brand equity. ships companys management should continuously try to leverage the brands identity. Our case companies Bosch and Autoliv prove that leveraging is fully come-at-able in the area of industrial goods 5. run low between brands So far, the authors have canvass whether the examined companies and the industrial goods sector could offer enough brand equity and possibilities to leverage. In other words, up until this part of the analysis, we have looked upon whether our case companies would be interesting partners for the producers in their industries, and if the case companies fulfill the prerequisites to make co-branding successful.Now lets look closer into the fit of brands and the field of brand association base. examine enrapture What does theory say about the tr ansferring regale? Riezebos (2003) defines discover transfer through the term deductive inference, which is the deduction of results/decisivenesss from brand images already in existence. Deductive inference is important when associations from one brand or entity is carried over to another brand/entity.For the transfer process, a source, which consumers must have certain associations with in terms of where it comes from, and a signal (inductive inference, meaning that the associations load the image of the target) is needed. In summary, image transfer is a constructive transfer from source to target, and similarly a positive feedback from target to source (Riezebos, 2003). For transferring associations, it is both incumbent that source and target have something in common (e. g. common brand name), and that the target evokes certain brand associations.Ingredient branding and co-branding are brand-stretching strategies based on image transfer. full of life success factors for ima ge transfer are 1) the sources aim of brand-added value, 2) how the products are related to each other (target and source should only to a minor degree differ from each other), 3) the target group similarity (Park, 1991), and 4) family relation (different packages sharing the same facings). Brand association base Simonin and Ruth (1998) stress the fit between brands (and between the products), which significantly affects the attitudes towards the alliance.Leading researchers check up on that companies should integrate the brands they cooperate with within their overall brand architecture. The authors have used the brand association base described by Uggla (2003) to examine the inquiry of fit. The result can be seen in the figure down the stairs where the association base model has been modified with the findings from the case studies. The association base is a relevant tool for this purpose to organize brand alliances and the brand structure from a leader brand perspective and intention.The association base describes how brands can be create together. The model contains four different core components leader brand associations, partner brand associations, institutional associations and the customers brand image. In a cooperation of brands, the advantage for the jumper lead brand is that it adds values and positive associations to the product. The partner brand gets access to the distributions channels trail to the end-consumer market. The collaboration between the leader brand and the partner will determine an association base.The customer will evaluate the perceive equity from the association base and regularise a specific brand image (Uggla, 2001). Figure 2 Modified brand association base (Uggla, 2003) Bosch, as a car part producer with German quality and innovation as their base of associations, could definitely contribute to the car manufacturers base of associations as for Mercedes-Benz suffer Passion. Autoliv has valuable associations for a po tential host brand in terms of car safety. On the other hand, Autoliv does not build brand value, Autoliv would be a weaker partner brand according to the collaboration theory.The partner brand should help to expand the base of associations of the leader brand, and the partner brands core identity should lead into the way of life the leader brand wants to go to, and the accusation should be defined by the leader brand. The partner brand should also help to strengthen the base of associations while saving in exclusivity and differentiation. Once more, Bosch has proven to be a valuable partner when time-tested a get aheadst this theory. Autoliv stands weaker in this respect because the company is not actively building brand equity towards the final customer.To summarize, Uggla (2003) suggests that a less long-familiar leader brand should be connected to a strong partner brand with high brand familiarity. A lesser-known and/or unfamiliar car manufacturer (e. g. Asiatic car manufa cturers who want to enter overbold markets outside Asia) using Bosch in-car equipment, for example, would be a positive example of this guideline. Functional and ruttish bonuss for brand collaboration A way of defining the motives for collaboration is given by Uggla (2001). He suggests a model based on a matrix, which is divided into stimulated and functional benefits, to be able to understand why brands engage in co-operation.The model is based upon Aakers theory about the brands identity, but focuses on how the components of the value proposition are divided and overlap among partners. The model divides the brands engaged in co-operation to a leader brand and (one or more) partner brand(s). The leader brand can choose to develop own associations or choose to capitalize on other brands associations. The partner brands contribution should be to expand to the leader brands base of associations and add critical physical and/or wound up attributes.Two different incentives for c ollaboration are functional and emotional benefits (Uggla, 2001). An example for a functional alliance is Intel because Intel contributes with a product (the processor for a computer) for which they have core competence. With emotional incentives, the aim of the leader brand is to endorse reputation (Cooke, 2000), which is the aim to get a better image and/or quality association with the help of the partner brand. On the other hand, the partner brand can value from the leader brands functional attributes. pic Figure 3 Applied incentive model from leader and partner brand perspectiveThe authors have modified this model in respect to the case analysis (see Fig. 3). As mentioned above, a brand that wants to lend associations to another brand strong must have strong incentives that can be any functional or emotional. For car producers, works together with Bosch could gain core competence and expand the value proposition (e. g. Bosch as a technology leader in ESP, ABS and diesel techno logy). This is according to the theory (Uggla, 2003), which says that collaboration based on functional incentives implies that the one brand contributes with core competence.Bosch would also pay from brand collaboration through shared costs in R&D. Bosch might expand the legitimate stain for their products if the car manufactures allow Bosch to brand their ingredients. Accentuating emotional attributes are also a possibility for Bosch It is our strategy to position Bosch as an innovative, international, modern company (Stefan Seiberth, Bosch). A car producer might also want to work together with Autoliv based on functional motives because Autoliv has core competency and is a leading manufacturer of car safety equipment (intelligent seat belts, irbags, etc. ). The focus for Autoliv is choosing partners who have a fealty to actively work with the development of safety in cars. As it is the case with Bosch, Autoliv would gain from collaborations by sharing costs for R&D. Emotional incentives are also important for the company and play a certain role in choosing partners for a new project, according to Autoliv. The image of the car manufacturer is important therefore, the company strives to share development with car manufacturers in the premium segment (Mats Odman, Autoliv).To summarize, according to the incentive model, both Bosch and Autoliv offer sufficient incentives, both from partner brand as well as from the leader brand perspective. 6. Results Transferring successful ingredient branding to the car industry The authors have taken into account the findings from the secondary sources of Moon (2002), Aaker (1996), and Keller (2003), all of which present a deeper analysis of ingredient branding strategies, and have compared these findings with the information from the car suppliers Bosch and Autoliv.We first want to emphasize that successful companies invest in and put the brand first. Moreover, the most effective strategy for a company is to become a bra nd-driven organization (Kotler/Pfoertsch, 2006). These companies not only differentiate themselves through their technology, but also through their level of service and through all employees working effectively towards the success of the brand, and thus, the company. In addition, ingredient branding is a form of multi-stage branding (Baumgarth, 2001). Therefore, the whole value chain, from (ingredient) producer to the final customer, needs to be considered.In the case of Bosch or Autoliv, the retailer, the producer of the final good, and the final customer need to be connected. This implies that all downriver markets need to be part of the strategy. Hillyer/Tikoo proved that consumers are cognitive misers (Hillyer/Tikoo, 1995). This means that consumers barely trust that a well-known manufacturer would not allow itself to collaborate with a low quality supplier. This has been proven with the success of Intel. Customers simply transferred the decision making to the computer manufac turers by trusting that the manufacturers have chosen the right microprocessor supplier, Intel.In terms of transferring these findings to the car industry, Autoliv could measuring rod into the shoes of Intel. Autoliv could act as a retrieval cue (Hillyer/Tikoo, 1995) for potential car buyers, where the car buyer trusts the car manufacturer to have picked a trustworthy brand in the area of car safety. Also, for a successful ingredient branding strategy, it is polar that the right opportunity in time be identified. If we look at the success of Intel, often regarded as one of the most successful ingredient branders, one scenery that is different between Intel and the automotive industry is the timing of the ingredient branding.The computer industry matured during an era when computer gross revenue were strongly on the rise accompany by a period of change magnitude sensitivity to the value of branding (Cook, 2003). The car industry is already mature, therefore, the timing is not op timal for an ingredient brand strategy It would be great to replicate Intels success in the automotive industry, but its 80 years too late to do it (Klaus Deller, Bosch Group, in Cook, 2003). The authors want to stress though, that even the car industry will offer windows of opportunities, especially when supplier come up with decisive inventions and innovations.Another factor to consider is that In contrast to the situation like Intel, where producers were actively looking for co-operations, car manufacturers often want to control their brand image and are currently not actively seeking brand collaboration with supplier. This fact makes the ingredient branding strategy even more complicated to implement. A solution to this would be for suppliers like Autoliv and Bosch to adopt a pull strategy by creating consumer demand.The pull principle is also the basic underlying concept that is best conform to for ingredient branding, meaning that the ingredient manufacturer directly address es the final customer (Pfoertsch/Schmid, 2005). Bosch is, through its automotive advertising campaigns in 2006 and 2007, on its way to utilizing such a strategy. build strong association could even be implemented into the car industry. The OEMs in the car industry could effectively campaign their associations, which in the case of Bosch could be braking safety (ABS, ESP), and passenger safety (Airbags), in the case of Autoliv.The authors conclude that it is entirely possible for auto suppliers to establish an ingredient branding strategy. Bosch and Autoliv proved to have substantial possibilities for ingredient branding. This conclusion can be drawn through congruence of findings of the empirical research with theory. It is racy to the success of the strategy, though, that the whole organization not only strives for the same objective, but also consistently delivers the brand promise. Only with this quality thinking in the organization, can an ingredient succeed in the final indu strial good.And not to forget it is time-consuming to create and establish a brand. Therefore, the overall strategy needs to be a semipermanent engagement in the marketing and branding investment. 7. Suggestions for future research This paper has examined the question of ingredient branding as a viable strategy for producers of industrial goods. In particular, we tested automotive suppliers Autoliv and Bosch (Norris, 1992 Keller, 2003 Riezebos, 2003). Since the scope of this paper could only cover the basics of this question, it would be interesting to go deeper into other aspects.A question for further research would be to find out how a model of the rightness of ingredient branding could be derived. Further research could cover even more industry segments in B2B marketing, thereby giving deeper insights into why certain industries have seen companies with successful ingredient branding, while others have not. Additionally, to cover questions about an implementation strategy fo r ingredient branding needs more insight and research, including a possible guideline for companies that have decided to brand its ingredient.Examples from other industries could also be examined since the implementation process is very complex and many aspects need to be considered. Literature Aaker, D. A. , and Joachimsthaler, E. , Brand Leadership, The eat Press, New York, 2000 Aaker, D. A. , and Keller, K. 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G. , improve Competitive Position Using mark Ingredients, Journal of Product & Brand Management, Vol. 8, Nr. 4, 1999, pp. 267-285 Moon, Y. , at heart Intel Inside, Harvard Business Review, October 15, 2002 Norris, Donald G. , Ingredient Branding A Strategy Option with sixfold Beneficiaries, The Journal of Consumer Marketing, Vol. 9, No. 3, 1992 Park, C. W. , Jun, S.Y. , and Shocker, A. D. , Composite Brand Alliances An Investigation of Extension and Feedback Effects, Journal of Marketing Research, Vol. 33, 4, 1996, pp. 453-466 Pfoertsch, W. , and Schmid, M. , B2B-Markenmanagement Konzepte Methoden Fallbeispiele, Franz Vahlen, Munich, 2005 Pfoertsch, W. , and Mueller, J. Die Marke in der Marke Bedeutung und Macht des Ingredient Branding, Springer, Berlin/Heidelberg 2006 Riezebos, Rik, Brand Management A Theoretical and P ractical Approach, Pearson pedagogy Limited, 2003 Simonin, B. L. , and Ruth, J. A. Is the Company known by the Company it keeps? Assessing the Spillover Effects of Brand Alliances on Consumer Brand Attitudes, Journal of Marketing Research, Vol. 35, February 1998, pp. 30-42 Uggla, H. , The Brand connector Base A Model for strategically Leveraging Partner Brand Equity, Unpublished Paper, 2003 Uggla, Henrik, Managing the Brand-Association Base, Akademitryck AB, Edsbruk, 2000 Uggla, H. , Organisation av varumarken, Liber Ekonomi, Malmo, 2001 Uggla, H. , Varumarkesarkitektur strategi, teori och kritik, Liber Ekonomi, Malmo. 001 1 Waldemar Pfoertsch Professor of Business Marketing CEIBS china Europe International Business direct Shanghai Hongfeng Road Shanghai 201206, chinaware Tel +86(21) 28905662 emailprotected edu and Professor of International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany 2 Johannes Rid, National Sales Manager, Pirelli Tyre Nordic AB, Gustavslundsvagen 141, P. O. Box 14147, 16714 Bromma, Stockholm, Sweden,Tel +46. 8. 6220850, Fax +46. 8. 7550941, johannes. emailprotected et 3 Christian Linder Research Assistant Pforzheim Business School Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany Tel +49 7231 28-6466, christian. emailprotected de Bosch Expand the legitimate territory Emotional incentives Functional incentives Bosch Expand value proposition, modify brand personality Bosch engineering core com Autoliv Core competence in car petence safety Partner brand perspective Leader brand perspective Bosch Cost efficiency (R&D), Short cut to awareness and distribution. Autoliv Cost efficiency (R&D)Institutional Associations Image Transfer Identity Transfer Customers image of the brand Leader Brand Associations e. g. Mercedes-Benz stable Passion pic*fgyzS? z? iO? i? i? i? hM8(emailprotectedzhuTCJOJ4QJ5J6emailprotectedzhuT5? 6? CJOJ7QJ8? ? J9emailprotectedzhuT5? CJ,OJ10QJ11J12aJ, mHsHemailprotectedzhuT6? OJ13QJ14J15emailprotectedzhuT0J6? OJ16QJ17UpicJ18emailprotectedzhuT5? CJ,OJ19QJ20J21aJ,emailprotectedzhuTCJ OJ22QJ23? J24aJ mHsH. emailprotectedzhuT5? CJ OJ25QJ26? Partner Brand Associations Bosch Innovation, quality Autoliv arctic Association base fit