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This paper aims to examine the impact that brand transgressions, and the effect of an apology or lack thereof, have on consumers’ intentions to co-create with a brand, perceived brand equity and brand love, and compares these effects on brands that are viewed positively versus brands that are viewed negatively.

Two studies were deployed. In the first study, a 2 × 2 between subjects factorial design using fictitious brands is used to test the hypotheses. The second study seeks to replicate the findings of the first study by using a brand connected to a real retailer.

Regardless of a brand issuing an apology or not, co-creation, higher perceived brand equity and increased levels of brand love, are more likely to occur when a consumer views a brand as being positive versus negative. However, the results vary when the consumer has a prior level of knowledge and a stronger relationship with a brand.

This paper focuses on consumers between the ages of 18 and 29 years. While the findings of Study 1 are mostly replicated in Study 2, a more generalizable sample could create additional insights into the impact of brand transgressions and issuing or not an apology.

The findings of this paper add to the current literature on co-creation, brand equity, brand love and theory of reasoned action, in terms of the impact of an apology, or lack thereof, on brand transgressions and consequent consumer responses.

The purpose of this paper is to investigate whether voters consider a candidate’s brand image when evaluating election alternatives. That is, how prominent a role does the candidate brand image have in the decision-making process? As election outcomes are behavior-driven, the goal is to examine the potential relationship between the candidate brand image, the self-brand image and voting intention.

Data were collected for the third week of October 2012 and again for the same time in 2016 – three weeks prior to the US presidential election each year. An online-based nationwide survey was leveraged, followed by correlation, regression and mediation analysis.

Candidate brand image has a role in US presidential elections. In addition, candidate brand image and self-brand image are significantly related to voting intention. In both elections, the losing candidate’s brand image was more of a factor when it came to voting intention, as both candidates’ brand image mediated the relationships between self-brand image and voting intention for all voters.

A link between candidate brand image and voting intention was demonstrated for perhaps the first time. With results showing candidate brand image does relate to the voter’s self-brand image and voting intention, future research should investigate what other brand elements are a factor. There are undoubtedly other factors – some branding-related, others not branding-related – that go into voter decision-making. Because results were stronger for a losing candidate than a winning one, research should also examine whether this occurrence was coincidence or consistent voter behavior.

When voters considered who might best represent themselves, the brand image of the candidate enhanced the likelihood of voting for, or against, the candidate. Therefore, it is highly recommended that campaign managers understand not only the importance of their candidate’s brand image to develop and maintain a positive image among their supporters but also how to highlight what their supporters view as the negative aspects of the opposing candidates’ brand image to increase the lack of affinity for competitors.

This research demonstrates, for the first time, that candidates’ brand image is considered by voters in a US presidential election. In addition, it discovers the role candidate brand image plays in voting intention. Finally, it provides direction for campaign managers to conduct research into candidates as brands to build brand relationships with the electorate.

In response to the rise of socially conscious consumers, brands have been taking a strategic approach to corporate social responsibility (CSR) to drive brand equity. Nevertheless, merely engaging in CSR is not enough to have a positive impact on the value consumers give to a brand. The success of a CSR program depends on its consumers’ perceived authenticity. Therefore, this study aims to investigate how the perception of CSR authenticity, and consequently brand equity, can be enhanced by leveraging brand value co-creation.

The study uses a mixed-method approach to test its hypotheses. Study 1 collects survey data from a national representative sample in the USA, which is analyzed using structural equation modeling. Study 2 collects experimental data from a public university’s research pool, also in the USA, which is analyzed using ANOVA and mediation analysis.

This study demonstrates that when consumers believe that a brand is co-creative – i.e. consumers are allowed to participate in the creation of value – they will likely perceive the brand’s CSR program as more authentic, which in turn will positively affect brand equity.

The findings of this study offer implications for academics and brand managers interested on how to effectively leverage CSR for brand building. Specifically, it demonstrates that embracing CSR alone may not be sufficient to enhance brand equity and that brand managers should consider leveraging co-creation to strengthen perceptions of CSR authenticity.

A significant stream of research investigates the influence of corporate social responsibility (CSR) initiatives on firm performance and consumer response to CSR programs. However, how CSR initiatives help build brand equity remains relatively unexamined. This study aims to demonstrate how CSR influences brand equity in response to perceptions of two types of brand–cause fit.

The authors analyze two types of fit between a brand and a social cause (disaster relief): brand value–cause fit and brand function–cause fit. Structural equation modeling is used to estimate the fit of the data with the proposed model.

Survey evidence from 370 millennial undergraduate students in the USA suggests that the two types of brand–cause fit have differential effects on attitude toward the brand and ad, which in turn influence brand equity.

The research operationalizes brand–cause fit as a construct with two components: brand value–cause fit and brand function–cause fit. It tests these two types of fit and finds evidence for differential effects on consumer attitudes.

The findings offer practical considerations for managers about the importance of considering two types of brand–cause fit in selecting social causes and crafting effective corporate communications about the firm’s CSR initiatives.

Results suggest that it is possible for firms to craft desirable win–win–win strategies that build brand equity by investing in a strategic approach to CSR initiatives.

This paper aims to shed light on the emerging position of companies taking stances on sociopolitical issues and the impact this has on consumers.

The paper uses focus groups, interviews and consumer experiments in various countries, to provide insights as to why brands are taking sociopolitical stances.

Consumers expect brands to take a stance on sociopolitical issues. However, to be credible, a stance needs to be rooted in a long-term commitment that aligns with the brand’s strategy and values. Perceived authenticity is key.

Future studies should aim at broader generalizability and should address various industries.

Differentiating a brand through a sociopolitical stance requires a strategic approach. Brand managers need to identify which issues they should support, how to engage with them and the risks and opportunities involved.

While the impact of brands adopting a sociopolitical stance has been discussed in the mainstream media, there has been a lack of empirical evidence to support the arguments. The results of the four studies discussed in the paper provide insights and demonstrate the brand-related opportunities and risks of taking a sociopolitical stance.

In response to consumer and society demands for firms to be socially responsible, brands have been taking a strategic approach to corporate social responsibility (CSR) by integrating socially responsible activities into their brands’ core value propositions to strengthen brand equity. Thus, from a brand building perspective, this paper aims to investigate the immediate effect that brand CSR communications have on the change in brand awareness, perceived quality and loyalty, to provide a deeper understanding of how each dimension affects the overall change in brand equity.

With evidence from an experiment conducted in three different countries (Australia, United States and Spain), based on an actual brand CSR program, this paper explores the different immediate effects of change in brand awareness, perceived brand quality and brand loyalty, after the exposure to a CSR message, on the overall immediate change in value that consumers give to a brand. Furthermore, it examines the role of brand-cause fit and the influence that differences in cultural, economic and political environments have on this effect.

The change in brand loyalty due to CSR communication is the key dimension driving the immediate positive change in overall brand equity. In addition, change in brand awareness has an inverted U-shape relationship with change in overall brand equity, whereas the change in perceived brand quality does not have an influence. Finally, the results indicate that this immediate effect holds regardless of the level of brand-cause fit, but is greater in countries where firms are expected to participate and CSR reporting is not mandatory, making such practices be seen as voluntary.

The findings of this study offer research implications for academics, and practical considerations for brand managers, interested in how to rapidly generate changes in consumer perception by leveraging CSR activities for brand building in global settings. Specifically, it indicates that when the aim is to quickly build brand equity, the goal of communicating CSR activities must be to increase the level of attachment that consumers have to the brand since loyalty is the main driver of the immediate change in overall brand equity.

Although many scholars have demonstrated the impact of CSR on various consumer behavior outcomes (e.g., brand attitude, purchase intention, loyalty), from a brand build perspective the implications of the immediate effect of a brand communication of CSR practices on consumer-based brand equity remain less clear. This study addresses this gap to gain a deeper understanding of how to rapidly generate changes in consumer perception to build strong brands while leveraging CSR practices.

Business organizations are evermore expected to behave conscientiously, but a lack of clarity remains regarding this strategy for business-to-business (B2B) brands. This paper aims to develop and validate a B2B brand conscientiousness model that identifies what factors are driving this approach.

The research model is validated through a three-stage study that collects insights from high-level executives, mid-level managers and employees in B2B firms. Whereas the first two exploratory stages follow a qualitative approach to identify what factors motivate B2B firms to be conscientious and develop a model, the third stage empirically tests the proposed model through structural equation modeling.

The results suggest that brand conscientiousness is viewed as an important strategy by B2B stakeholders. Whereas perceived risk discourages, external and internal stakeholder expectations and a firm’s financial commitment to a cause encourage, brands to pursue a conscientious approach. Furthermore, a B2B conscientious strategy must be perceived as authentic. Long-term commitment to the cause, strategic alignment of brand values with the cause and a congruent delivery of the brand’s promise are the drivers of this perceived authenticity.

This paper contributes to the emerging knowledge on B2B conscientious brands by confirming the importance of this approach in a B2B context, identifying the factors that B2B stakeholders – executives, managers and employees – believe are driving it and highlighting the importance and identifying the factors that drive its perceived authenticity.

This paper aims to critically review the most cited literature published from 2000 to 2020 in 24 top-ranked marketing journals on the three most studied branding concepts of the 21st century – brand equity, brand loyalty and brand image – to explore how in these papers they have been defined, measured and examined, and propose how they should move forward in an era where brands are expected to be “socially and socio-politically conscious.”

For each concept a systematic literature review is conducted. In doing so, the definitions, antecedents, outcomes and measures for each concept were accessed and synthesized.

The systematic literature reviews provide a “state-of-the-art” snapshot of each concept and collectively demonstrate there is no consensus on the independence and interdependence of these dynamic multidimensional concepts. Based on the recommended process in the measurement literature, an evolved definition of each concept is proposed. In addition to the corresponding research directions presented in the moving forward sections of each systematic literature review, common research avenues emerged.

This paper acknowledges these three branding concepts as dynamic (i.e. evolving over time), systemically reviews and synthesizes the extant literature, and provides a path forward to defining, measuring and exploring brand equity, brand loyalty and brand image in the present era where brands are expected to be socially and socio-politically conscious with responsibilities to the planet, people and profit.