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The purpose of this paper is to measure consumer‐based brand equity in the supermarket industry and to identify the strategy drivers associated with levels of brand equity for consumers' typically patronized supermarkets.

A nine state survey of consumers was conducted to provide brand equity ratings of 22 national, regional, and specialty supermarket brands.

Factor analysis yields two brand equity outcome dimensions and eight brand equity drivers. A large proportion of consumers clearly have strong feelings about the supermarkets they patronize, and that effort expended in keeping customers, service level, and product quality and assortment appear to be basic requirements for achieving high levels of consumer‐based brand equity. The top supermarket brands typically score highly on at least one other key driver of equity. Supermarket brands that use formal loyalty programs to drive patronage in general have lower levels of customer‐based brand equity.

Selection of designated supermarkets was limited by spatial distribution in the geographic area. The sample is more affluent and educated than the general US population.

As retailers search for ways to compete more effectively for consumer dollars and loyalty, they need to explore in more detail the customer‐based brand equity and the drivers of customer equity associated with their retail brands.

This paper is the first to link consumer‐based brand equity and the supermarket branding efforts that drive it for specific retail brands. In an industry with numerous choices in nearly all market areas and low switching costs, successful branding can translate into emotional commitment, shopping loyalty, and even person‐to‐person promotion of the brand to others.

The objective of this study was to investigate the relationship between various drivers of consumer-based brand equity (CBBE) for m-payments and to demonstrate practical relevance. The study examined the indirect relationship between m-payment drivers and satisfaction and their subsequent association with brand equity drivers in the context of m-payments.

A survey was administered to a total of 725 respondents. Structural equation modeling, SPSS AMOS and a multi-mediation model using process macros were used to analyze the primary data.

The results of this study corroborate the post-use driver (satisfaction) and trust mediates drivers of m-payments (perceived usefulness and perceived ease of use) with overall brand equity. Satisfaction and trust exert a positive influence on overall brand equity, and this research will help organizations devise strategies to retain consumers, offer loyalty schemes and brand effectively to bundle services.

Novelty was achieved in this study by extending the technology acceptance model to determine the association between m-payment drivers and satisfaction and their subsequent association with overall brand equity, thus providing practical implications.

This paper aims to investigate the brand identity drivers used online by wineries and to assess cluster identity from the analysis of firms’ specific branding strategies.

Chianti, Chianti Classico and Brunello di Montalcino wine clusters (located in Tuscany, Italy) were selected as the set for this study. A total of 452 wineries websites were analyzed using a text frequency query, and the results were further examined through a discriminant analysis.

The theoretical framework was modeled after a careful analysis of the literature and is composed of three macro-areas of identity drivers: locational, product/process and social attributes. The analysis of winery websites shows the presence of all the drivers examined, which explain not only the wineries’ specific strategies but also the drivers of a particular cluster’s brand identity. A discriminant analysis highlighted that some drivers are able to explain the unique characteristics of the three clusters.

This research seeks to build a holistic investigation of all the identity drivers used by firms online. The specific brand identity focus and the holistic approach can enrich both academics and practitioners with a framework of current branding strategies.

The aim of this paper is to propose a consistent framework that allows the brand manager to detect innovation/growth opportunities and risks.

The paper is based on an extensive theoretical study of innovation and growth approaches combined with analysis of cases (Dell and Red Bull) and many practical examples. The different approaches are compared at three levels: the customer value, the process and customer segment level. It also uses principles of the logical brand management model, proposed in a JPBM (2004) article as a benchmark.

The paper shows that many frameworks still focus too much on the firm's perspective instead of the customer perspective. An approach is proposed in which growth and innovation starts from the customer value. It allows to detect potential opportunities and risks at a very detailed level.

The growth and innovation model proposed may be used in a business‐ to‐consumer and a business‐ to‐business context (as illustrated with the cases and examples).

Continuous adjustment of the customer value, by manipulating importance and satisfaction rates of different brand drivers leads to a continuous redefinition of contextual segments. In an effort to keep current customer segments and to attract new ones a balance must be sought continuously when adjusting the brand drivers. This kind of audit may also be perceived as a risk management approach for brand managers who want to evaluate innovation and growth options.

This paper “integrates” many innovation and growth approaches into “one” consistent approach.

Proposes a model that combines the proactive and reactive nature of brand management. It is called the logical brand management model, abbreviated to the LOGMAN model. More specifically it combines insights from: Kaplan and Norton's balanced scorecard method; BCG's brand value creation method; the path analysis method; the gap analysis method; and the house of quality (QFD) method. It allows one to perform a logical brand consistency audit at several levels. It evaluates whether customer perceptions of the company's brand drivers and the external brand drivers are in line with the company's brand objectives. Furthermore, it analyzes the logical consistency of the company's brand policy across multiple customer segments and over time.

This paper aims to investigate modeling implicit attitudes as potential drivers of overall brand attitudes and stated behavior and investigate how the results are expected to be different from brand driver models that are based on explicit attitudes.

Data are collected via online surveys in five countries across 15 categories with sample sizes for each category/country combination in the range of about N = 1,000.

Implicit attitudes result in a higher number of significant effects than their explicit counterparts when used to explain behavioral intentions, brand closeness and brand usage in a multivariate situation with potential 12 brand attitude drivers. The authors also find fewer counter-intuitive effects in the implicit models. The results are consistent across 5 countries and across 15 categories (including CPG products, services and durable goods). They also show that implicit attitudes are less susceptible to response style effects (e.g. social desirability bias).

The findings have implications for brand building and shopper activation. Further research should look into the impact of using implicit data on finding different brand segmentation and brand mapping results.

The findings have implications for brand building and shopper activation.

This paper contributes to the fast-growing field of implicit attitudes. The paper confirms and generalizes previous findings. This is the first paper to the authors’ knowledge that has investigated the impact of implicit attitudes on overall brand attitudes and stated behavior in a multivariate context.

Companies in all industries are searching for new sources of competitive advantage since the competition in their marketplace is becoming increasingly intensive. The resource-based view of the firm explains the sources of sustainable competitive advantages. From a resource-based view perspective, relational based assets (i.e., the assets resulting from firm contacts in the marketplace) enable competitive advantage. The relational based assets examined in this work are brand image and corporate reputation, as components of brand equity, and customer value. This paper explores how they create value. Despite the relatively large amount of literature describing the benefits of firms in having strong brand equity and delivering customer value, no research validated the linkage of brand equity components, brand image, and corporate reputation, simultaneously in the customer value–customer loyalty chain. This work presents a model of testing these relationships in consumer goods, in a business-to-business context. The results demonstrate the differential roles of brand image and corporate reputation on perceived quality, customer value, and customer loyalty. Brand image influences the perception of quality of the products and the additional services, whereas corporate reputation actions beyond brand image, estimating the customer value and customer loyalty. The effects of corporate reputation are also validated on different samples. The results demonstrate the importance of managing brand equity facets, brand image, and corporate reputation since their differential impacts on perceived quality, customer value, and customer loyalty. The results also demonstrate that companies should not limit to invest only in brand image. Maintaining and enhancing corporate reputation can have a stronger impact on customer value and customer loyalty, and can create differential competitive advantage.

This chapter has three central goals: First, it aims to introduce the concept of consumers’ online brand endorsements, which we define as consumers’ intentional, public, and positive online affiliations with brands (e.g., liking a brand page on Facebook). Second, it provides an overview of the drivers and consequences of this phenomenon. Third, it answers the question whether and when the broadly adopted marketing strategy of consumers’ online brand endorsements is feasible.

To accomplish these goals, we conducted a general review of the literature.

We identified three different drivers of consumers’ online brand endorsements: Identity-related drivers, brand-related drivers, and community-related drivers. Based on the literature we suggest that from the perspective of the endorsing consumer, online brand endorsements have the potential to be a two-sided sword.

The greater potential of this marketing technique appears to rely on the fact that consumers’ online brand endorsements are broadcasted to a gigantic network of other consumers and their potential to be contagious.

Consumers’ online brand endorsements are a new phenomenon and therefore quite understudied. Still, many brands have social media marketing strategies that aim to acquire huge amounts of endorsements by their consumers. This chapter contributes to our knowledge about the underlying mechanisms of consumers’ online brand endorsements. Moreover, it shows how and when consumers’ online brand endorsements can be a feasible marketing strategy.

Critical social marketing can play a vital role in countering the consequences of behaviours toxified by commercial marketing. This paper aims to hypothesise that auto sector brand activities may be associated with riskier driving.

In this paper, the authors hypothesised that auto sector brand activities may be associated with riskier driving. UK collision data was examined, focusing on collisions that occurred because of an “injudicious action” (risky or aggressive driving manoeuvres) and analysing this data set by comparing the incidence of vehicle brands involved.

After allowing for other effects, a gradient graph illustrated differing associations between vehicle brands and collision rates.

A discussion was offered, adopting the position that if such a problem exists the solutions cannot be left to the sector itself, and that socially responsible interventions may be required. A number of social marketing strategies are proposed including regulatory support, “Truth Campaign” style exposure of commercial damage, and counter-marketing that promotes safe driver behaviour.

This work provides valuable empirical support to the concerns raised by previous workers about the possible effects of automotive sector advertising on driving behaviour. The paper offers a concise discussion of ways forward, concluding with the novel possibility of regulating individual brands as an alternative to sector-wide regulation.

The author aims to present a model of the brand value drivers, measured by brand equity. The goal of this research is to identify the drivers, and determine how they influence brand equity performance in the researched industry, in order to develop a more effective brand strategy.

The author studied an aggregate dataset for 739 food brands. Six predictors were controlled for (i.e. marketing investments, price, revenue, perceived quality [organic and functional] and brand ownership), while the impact of the brand equity drivers on brand value was estimated. The model was formulated and estimated using a robust OLS procedure. Several data sources have were in this study, such as market-based data from ACNielsen, as well as information and variable constructs using data from the Bureau Van Dijk Electronic Publishing AIDA financial statements database.

Results suggest that marketing investment, price, revenue, brand ownership and perceived quality are highly associated with brand equity, and consequently with a higher brand value in the food industry.

This study has only studied one industry (food), one industry segment (enriched-food) and one country (Italy).

The majority of marketing studies apply a single research approach and measures. This is the first study of brand equity that combines consumer, financial and marketing approaches. The model contributes to theory and practice in terms of suggesting which business drivers create brand value and what type of brand strategy a firm can apply in order to create brand value.