Predicting brand preferences: An examination of the predictive power of consumer personality and values in the Australian fashion market

Abstract

Purpose

This paper aims to examine and compare the strength of personality and values in predicting brand preferences. It seeks to accomplish three main objectives. First, it will evaluate the strength of personality and values in predicting consumers' brand preferences. Second, it will examine whether values exercise a mediating role between personality and brand preferences. Finally, it will examine the mediating role of prestige sensitivity in influencing brand preferences.

Design/methodology/approach

The study opted to use a quantitative approach involving 251 undergraduate students as the study participants. The constructs used in the study are taken from existing scales as well as self‐developed branding scales. Structural equation modeling technique is utilised for data analysis.

Findings

The paper provides empirical insights about how personality and values together affect brand preferences. It suggests that values are indeed better predictors of brand preferences and exercise both direct and indirect effects on brand preferences through the mediating role of prestige sensitivity.

Research limitations/implications

Because of the self‐report method used for personality assessment, there may be bias in terms of the nature of respondents' personality as expressed in the questionnaire.

Practical implications

The paper suggests implications for the development of a strong brand personality which can appeal to both consumer personality and values.

Originality/value

This paper poses interesting insights and empirical evidence with regard to the predictive power of personality and values on brand preferences within a fashion context.

Citation

Casidy Mulyanegara, R. and Tsarenko, Y. (2009), "Predicting brand preferences: An examination of the predictive power of consumer personality and values in the Australian fashion market", Journal of Fashion Marketing and Management, Vol. 13 No. 3, pp. 358-371. https://doi.org/10.1108/13612020910974492