International Journal of Management

In an increasingly competitive and globalized marketplace, firms are adopting co-branding strategies to leverage complementary brand assets, enhance international market entry, and strengthen consumer perceptions. Co-branding involves the strategic alliance of two or more brands to create synergistic value that exceeds what individual brands can achieve independently. While co-branding has been widely examined in domestic contexts, its application and effectiveness in global markets remain underexplored. This paper investigates co-branding strategies in global markets by integrating insights from brand equity theory, signaling theory, and international marketing literature. A conceptual framework is developed to explain how partner brand fit, strategic objectives, and market conditions influence consumer responses and performance outcomes. The study discusses key challenges such as cultural differences, power asymmetry, and brand dilution risks. The paper contributes to theory by extending co-branding research into international contexts and offers managerial guidance for designing effective global co-branding strategies.