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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.

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.

In the literature on product branding, significant attention is given to brand equity in the consumer context, but relatively little attention is paid to the application of the concept in the business-to-business (B2B) context. Even less research exists on the role of brand equity in the retailing context. Retailers are often seen as irrelevant to the source of brand value, resulting in manufacturers not targeting retailers to help them build stronger brands. Potential occurs, therefore, for some channel conflict to exist between manufacturers and retailers. On the one hand, retailers tend to focus on building their own, private brands to differentiate themselves from other retail competitors and to increase their power in relation to manufacturer brands. At the same time, most retailers still need to create a good image in the consumer marketplace by selling famous, manufacturer-branded products. In other words, retailers often have to sell famous brands even if they would prefer to sell other brands including their own. Manufacturers tend to focus their brand-building efforts on the consumer market to entice consumers to insist that retailers stock their brands, rather than placing any real emphasis on building a strong and positive brand relationship with the retailer directly.

Investigating the influence of intensive distribution and sales promotion towards customer-based brand equity, repurchase intention and word-of-mouth (WOM) (study on Suzuki car owners in PT Surya Batara Mahkota Wilayah Nusa Tenggara Timur).

The research was conducted in East Nusa Tenggara (NTT) and the analysis unit was customers of PT. Surya Batara Mahkota NTT (PT SBM NTT) as the owner of the Suzuki car. The population is 1,782 Suzuki car owners who bought their cars from PT SBM NTT, based on data from 2015. The sampling technique is the multi-stage area sampling.

Incentives distribution had significant and positive influence towards brand equity and repurchase intention. Sales promotion had significant and positive influence towards word-of-mouth (WOM), but it did not have influence towards brand equity. Brand equity had significant influence towards repurchase intention and WOM. On the other hand, repurchase intention did not have influence towards WOM.

The originality of this study was that the researchers did not find a previous study that discussed the relationship between intensive distribution and repurchase intention, between sales promotion and WOM and between customer-based brand equity and WOM. Previous studies used different variables as determinants of positive WOM.

The paper aims to explore interrelations of the four brand equity components; brand awareness, brand loyalty, perceived quality and brand image in hotel industry and improve the conceptualization of customer‐based hotel brand equity.

The paper is based on the recommendations of previous studies, the scale constructed to measure consumer‐based brand equity included brand awareness, brand loyalty, perceived quality and brand image. The present study used a sample of 345 actual customers from 11 different countries whose accommodation in North Cyprus hotels was used to test the relations of the proposed model Path analysis.

The findings in this paper support the three‐dimensional model of customer‐based brand equity in hotel industry. Brand awareness dimension was not found significant in the tested model for hotels. The present study contributes to the understanding of customer‐based brand equity measurement by examining the dimensionality of this construct.

Further research in this paper should attempt to examine brand equity across many different hotel categories. This will give the opportunity to make comparisons between different hotels' products and this concept. Furthermore, intra relationship of customer based‐brand equity components on the hotel performance needs to be investigated.

The paper shows that hotel managers and executives should try to influence; perceived quality, brand loyalty, brand image and brand awareness in their organizations and design their service delivery process by considering relations between customer based brand equity components.

The principal contribution of the paper is that it provides important insights into the development and measurement of customer based hotel brand equity scale and limited hotel brand equity literature.

Brand equity is very important to marketers of consumer goods and services. Brand equity facilitates in the effectiveness of brand extensions and brand introductions. This is because consumers who trust and display loyalty toward a brand are willing to try to adopt brand extensions. While there have been methods to measure the financial value of brand equity, measurement of customer‐based brand equity has been lacking. Presents a scale to measure customer‐based brand equity. The customer‐based brand equity scale is developed based on the five underlying dimensions of brand equity: performance, value, social image, trustworthiness and commitment. In empirical tests, brands that scored higher on the customer‐based brand equity scale generally had higher prices. Discusses the implications for managers.

The purpose of this study is to investigate the relationship between an organization’s human resource management (HRM) image and its customer-based brand equity. Research into HRM in relation to branding has mostly dealt with how to attract and maintain employees through employer branding. The present study attempts to link HRM directly to marketing and branding aimed at customers as an altruistic dimension of the brand image and as something that applies to customers’ sociological needs.

The study is based on a survey of Swedish customers in two different retail categories: groceries and home decoration.

The results show that HRM image is distinct from a more traditional service image and that there is a significant relationship between favourable customer perceptions of an organization’s HRM and customers’ willingness to buy and pay a premium for products provided by the retail chain. This finding leads to the conclusion that HRM is not only relevant for employer branding, internal branding and operations management but also plays a significant role in building customer-based brand equity. The results show that further integration of HRM and brand management is needed, both in theory and practice.

This study takes a holistic approach to marketing and is one of the first attempts to incorporate HRM and employer branding into the customer-based brand equity framework. Implications for future research, retailing and other businesses are discussed in the conclusion.

The purpose of this paper is to examine the effect of brand experience on hospital brand equity; also to assess the effects of different brand equity dimensions on overall customer‐based hospital brand equity.

Measurement items for each variable are developed by integrating existing literature and qualitative in‐depth interviews with patients who have either used, or are using hospital services in India. Face‐to‐face interviews with patients were conducted to obtain 902 usable data points. Psychometric properties of the measurement instrument were satisfactory. Data were analyzed using structural equation modelling to test the influences of different dimensions of brand experience on brand equity dimensions and on overall hospital brand equity.

The study found that brand experience is an important factor influencing hospital brand equity. The study provides evidence that the brand experience dimensions (sensory, affective, behavioural and intellectual) positively influence the five brand equity dimensions (brand awareness, brand association, perceived quality, brand trust and brand loyalty). The study also confirms the influence of brand equity dimensions (brand awareness, brand association, perceived quality, brand trust and brand loyalty) on customer‐based hospital brand equity.

The distinctive contribution of this research is that it examines the effect of brand experience on customer‐based brand equity in the context of a credence‐based service in an emerging economy. Such a work is essential in understanding the importance of experiential marketing in an emerging economy for building a strong service brand.

The objective of the present research is to examine the relationship between consumers' satisfaction with a retailer and the equity they associate with the retail brand.

Retail brand equity is conceptualized as a four‐dimensional construct comprising: retailer awareness, retailer associations, retailer perceived quality, and retailer loyalty. Then the associative network memory model is applied from cognitive psychology to the specific context of the relationships between customer satisfaction and consumer‐based retailer equity. A survey was undertaken using a convenience sample of shopping mall consumers in an Australian state capital city. The questionnaire used to collect data included an experimental design such that two categories of retailers were included in the study: department stores and specialty stores, with three retailers representing each category. The relationship between consumer‐based retailer equity and customer satisfaction was examined using multivariate analysis of variance.

Results indicate that retail brand equity varies with customer satisfaction. For department stores, each consumer‐based retailer equity dimension varied according to customer satisfaction with the retailer. However, for specialty stores, only three of the consumer‐based retailer equity dimensions, namely retailer awareness, retailer associations and retailer perceived quality, varied according to customer satisfaction level with the retailer.

The principal contribution of the present research is that it demonstrates empirically a positive relationship between customer satisfaction and an intangible asset such as retailer equity.

The objective of the paper is to explore the relationship among perceived quality value, hedonic value, social value, price value, customer engagement and customer-based brand equity using stimulus-organism-response (S-O-R), customer engagement and customer-perceived value theories for digital payment apps. In addition, the study examines the mediating role of customer engagement between customer value dimensions and customer-based brand equity and analyzes the moderating role of age.

Partial least squares-based structural equation modeling was used to test the proposed hypotheses through a sample of 316 respondents who used digital payment apps.

The findings indicate that customer engagement mediates the relationship between customer value dimensions and customer-based brand equity. Age does not moderate the relationship between customer value dimensions and customer engagement. The study confirmed the pronounced effect of specific paths for various age groups.

This study contributes novel insight to S-O-R, customer engagement, and customer value research.