Assessing brand image through communalitites and asymmetries brand-to-attribute and attribute-to-brand associations.

Brand image is a key component of customer-based brand equity, and refers to the associations a consumer holds in memory. Such associations are often directional; one should distinguish between brand-to-attribute and attribute-to-brand associations. Information on these associations arise from two ways of collecting data respectively: brand-by-brand evaluations of all attributes and attribute-by-attribute evaluations of all brands. In this paper, the authors present a methodological approach, namely correspondence analysis of matched matrices, to assess the communalitites as well as asymmetries between brand-to-attribute and attribute-to-brand associations. The methodology results in perceptual maps visualizing brand image. The approach is illustrated in an empirical market research project in which two samples of consumers evaluated ten brands of deodorants and eleven attributes

Accurately measuring willingness to pay for consumer goods:a meta-analysis of the hypothetical bias

Consumers' willingness to pay (WTP) is highly relevant to managers and academics, and the various direct and indirect methods used to measure it vary in their accuracy, defined as how closely the hypothetically measured WTP (HWTP) matches consumers' real WTP (RWTP). The difference between HWTP and RWTP is the "hypothetical bias." A prevalent assumption in marketing science is that indirect methods measure WTP more accurately than do direct methods. With a meta-analysis of 77 studies reported in 47 papers and resulting in 115 effect sizes, we test that assumption by assessing the hypothetical bias. The total sample consists of 24,347 included observations for HWTP and 20,656 for RWTP. Moving beyond extant meta-analyses in marketing, we introduce an effect size metric (i.e., response ratio) and a novel analysis method (i.e., multivariate mixed linear model) to analyze the stochastically dependent effect sizes. Our findings are relevant for academic researchers and managers. First, on average, the hypothetical bias is 21%, and this study provides a reference point for the expected magnitude of the hypothetical bias. Second, the deviation primarily depends on the use of a direct or indirect method for measuring HWTP. In contrast with conventional wisdom, indirect methods actually overestimate RWTP significantly stronger than direct methods. Third, the hypothetical bias is greater for higher valued products, specialty goods (cf. other product types), and within-subject designs (cf. between-subject designs), thus a stronger downward adjustment of HWTP values is necessary to reflect consumers' RWTP

Generating global brand equity through corporate social responsibility to key stakeholders

In this paper we argue that socially responsible policies have positive short-term and long-term impact on equity of global brands. We find that corporate social responsibility towards all stakeholders, whether primary (customers, shareholders, employees and suppliers) or secondary (community), have positive effects on brand equity value, where the secondary stakeholders are even more important than primary stakeholders. In addition, policies aimed at satisfying community interests act as a mechanism to reinforce trust that gives further credibility to social responsible polices with other stakeholders. The result is a decrease in conflicts among stakeholders and greater stakeholder willingness to provide intangible resources that enhance brand equity. We provide support of our theoretical contentions using a panel data composed of 57 global brands, originating from 10 countries (USA, Japan, South Korea, France, the UK, Italy, Germany, Finland, Switzerland and the Netherlands) for the period 2002 to 2007. We use detailed information on brand equity obtained from Interbrand and on corporate social responsibility provided by the Sustainalytics Global Profile (SGB) database, as compiled by Sustainalytics.Global brands, Brand equity, Corporate Social Responsibility, Stakeholders

Generating global brand equity through corporate social responsibility to key stakeholders

In this paper we argue that corporate social responsibility (CSR) to various stakeholders (customers, shareholders, employees, suppliers, and community) has a positive effect on global brand equity (BE). In addition, policies aimed at satisfying community interests help reinforce credibility to social responsible polices with other stakeholders. We test these theoretical contentions using panel data comprised of 57 global brands originating from 10 countries (USA, Japan, South Korea, France, UK, Italy, Germany, Finland, Switzerland and the Netherlands) for the period 2002 to 2008. Our findings show that CSR to each of the stakeholder groups has a positive impact on global BE. In addition, global brands that follow local social responsibility policies over communities obtain strong positive benefits in terms of the generation of BE, as it enhances the positive effects of CSR to other stakeholders, particularly to customers. Therefore, for managers of global brands it is particularly productive for generating brand value to combine global strategies with the satisfaction of the interests of local communitiesGlobal Brands, Brand Equity, Corporate Social Responsibility, Stakeholders

Generating global brand equity through corporate social responsibility to key stakeholders

In this paper we argue that corporate social responsibility (CSR) to various stakeholders (customers, shareholders, employees, suppliers, and community) has a positive effect on global brand equity (BE). In addition, policies aimed at satisfying community interests help reinforce credibility to social responsible polices with other stakeholders. We test these theoretical contentions using panel data comprised of 57 global brands originating from 10 countries (USA, Japan, South Korea, France, UK, Italy, Germany, Finland, Switzerland and the Netherlands) for the period 2002 to 2008. Our findings show that CSR to each of the stakeholder groups has a positive impact on global BE. In addition, global brands that follow local social responsibility policies over communities obtain strong positive benefits in terms of the generation of BE, as it enhances the positive effects of CSR to other stakeholders, particularly to customers. Therefore, for managers of global brands it is particularly productive for generating brand value to combine global strategies with the satisfaction of the interests of local communities.Global Brands, Brand Equity, Corporate Social Responsibility, Stakeholders.

Effects of Likeability Dynamics on Consumers' Intention to Share Online Video Advertisements

Understanding how consumer evaluations of online advertisements affect their intention to share advertising content online is essential for successful viral advertising. This article examines consumer decisions whether or not to share video advertisements, in particular the role of their moment-to-moment likeability of the online ad. The study uses a theoretical memory-based framework of temporal sequence effects and unique data for 120 advertisements and more than 43,000 consumer evaluations. The authors find that high likeability at the beginning and the end of a video advertisement is important, though consistent with the memory-based framework, the ending effect is greater. A linear trend in likeability does not influence viral potential, but variance in likeability evaluations (the rollercoaster effect) has positive effects on an advertisement's virality. The moment-to-moment effects are mediated by the overall liking for an online video advertisement. Interestingly, the beginning, end and peak effects influence the viral potential even after controlling for the overall liking. The difference of the peak moment becomes important only when controlling for the overall liking, whereas the direct peak and the rollercoaster effects are suppressed by the overall liking. (C) 2016 Direct Marketing Educational Foundation, Inc., dba Marketing EDGE. All rights reserved

Evaluating the impact of VAT-free promotion:the role of loyalty program membership and category characteristics

This study examines the impact of value-added tax (VAT)-free promotions on sales performance. VAT-free promotions are a recently adopted form of price promotions where consumers are exempted from paying the VAT amount across almost all products in the assortment during a limited number of days. They are typically organized once per year and surrounded by a large amount of media attention from the involved retailer. To test the effects of this promotion on store and category sales, and investigate the differences between loyalty program (LP) members and non-LP members, the authors use scanner data from a Dutch durable goods retailer across a range of categories. The results show that VAT-free promotions positively impact store performance. Moreover, the findings indicate that more non-LP members are attracted to the store and that they increase the amount they spend in the store. While LP members also spend more in the store, this increase in shopping basket size does not compensate for the significant drop in the number of LP members that visit the store, leading to an overall decrease in sales coming from LP members during VAT-free days. We furthermore find that the positive effect of VAT-free promotions for non-LP members (rather than LP members) generalizes across all investigated categories. Our results provide key insights for retailers and direct marketers with regard to the effectiveness of VAT-free promotions in order to strategically segment the customer base

When Offline Stores Reduce Online Returns

Among the dark sides of contemporary multi-channel retailing are the vast amounts of product returns, especially in the online channel. High product returns not only put pressure on the retailers' profitability, but also come at high societal and environmental costs. A central question then is whether multi-channel retailers can use their offline stores to help reduce product returns in the online channel without harming online sales. In an empirical study, we address this issue using data from a large Dutch shoe retailer. We develop a novel spatial model to estimate the influence of proximate retail stores on customers' online shopping behavior, while controlling for spatial and customer heterogeneity. Results demonstrate that an increased offline channel presence indeed reduces online returns, depending on the product's risk profile, without significantly lowering online sales. Offline stores can thus be an effective and appealing way for retailers to mitigate the negative impact of online shopping related to product returns

Generating Brand Equity through Corporate Social Responsibility to Key Stakeholders

In this paper we argue that socially responsible policies have a positive impact on a firm’s brand equity in the short-term as well as in the long-term. Moreover, once we distinguish between different stakeholders, we posit that secondary stakeholders such as community are even more important than primary stakeholders (customers, shareholders, workers and suppliers) in generating brand equity. Policies aimed at satisfied community interests act as a mechanism to reinforce trust that gives further credibility to social responsible polices with other stakeholders. The result is a decrease in conflicts among stakeholders and greater stakeholder willingness to provide intangible resources that enhance brand equity. We provide support of our theoretical contentions making use of a panel data composed of 57 firms from 10 countries (the US, Japan, South Korea, France, the UK, Italy, Germany, Finland, Switzerland and the Netherlands) for the period 2002 to 2007. We use detailed information on brand equity obtained from Interbrand and on corporate social responsibility (CSR) provided by the SiRi Global Profile database, as compiled by the Sustainable Investment Research International Company (SiRi)

Synergistic and cannibalization effects in a partnership loyalty program

The implicit promise of a partnership in a loyalty program (LP) is that the partners will gain new customers and the LP will reinforce the loyalty to focal partners. Although customers may be encouraged to cross-purchase from partners (which may create positive synergies), they can also switch among partners without forfeiting rewards (which may lead to the cannibalization of sales among partners). To explore these cross-partner effects, we analyze the evolution of customer purchases in a partnership LP across 33 partners from 16 industry sectors. We find that cannibalizations arise more frequently than synergies among partners, contributing to a “rich-get-richer” effect for high-penetration partners; e.g., 10% increase in transactions at department stores reduce transactions at apparel partners (by.04% for new transactions and by 1.18% for recurring customers); but in turn, they attract positive synergies from apparel (.11% increase in transactions by new customers and.37% for recurring transactions)