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This study aims to examine the effects of three self‐congruity constructs: the brand's personality congruity (BPC), the brand's user imagery congruity and the brand's usage imagery congruity, in consumers' attitude and brand loyalty toward two luxury fashion brands.

Using a sample of Australian consumers, this study examines two luxury fashion brands (CK and Chanel) from two product categories, watches and sunglasses. Structural equation modeling is used to test the hypotheses.

This study finds that user and usage imagery congruity are stronger predictors for brand attitude and brand loyalty than BPC in the context of the luxury fashion brands tested. Both user and usage imagery congruity have significant effects in brand attitude and brand loyalty in most analyses. This study finds no significant effect of BPC in either brand attitude or brand loyalty for the two brands tested.

Future studies should include more populations, product categories and more brands in each category.

Symbolic benefits are key motivations behind luxury brand purchases. Symbolic benefits are from non‐product‐related attributes like imagery. One important implication of the study is that user and usage imagery are more important to build than attempts to develop a brand's personality. Because most luxury brands market in multiple product categories, attention should be paid to the core perceptions of user and usage imagery for the brand when designing communication strategies for different categories.

This study provides the first evidence that these self‐congruity concepts may represent different imageries that lead to different effects in brand attitude and brand loyalty. Findings from this study add to the understanding of the consumption of luxury brands.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

You are the son or daughter of a well‐heeled family and studying at an exclusive and expensive university. Your affluence is such that your watch and sunglasses are more likely to be branded with the Calvin Klein or Chanel name than with that of a cheaper, downmarket product. But why do people choose such brands – apart from the fact they can afford them – at a time when brands are becoming less and less different in terms of product attributes? How can marketers of luxury goods develop or enhance brand images via non‐product attributes? It's a challenge which is becoming increasingly important for marketing any brand, luxury or not.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Loyal customers are vital to the well‐being of any business organizations. And when times get tough and competition more intense, their value soars to even greater heights. Such customers don't simply fall from the sky though. On the contrary, it typically takes significant and ongoing work on the firm's part to first entice them and then continually meet their needs. Loyalty is widely accepted as being more likely to emerge when consumers have a favorable attitude towards company, product and/or brand. The incentive is so great that it would be imprudent for any organization not to put in the necessary effort. If any further persuasion is required, one needs to look no further than the array of benefits that loyalty can offer.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.