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This study aims to propose and empirically test a cognitive-behavioral model of the perceived benefits of social networking sites (SNSs), trust in SNSs, brand trust, brand loyalty and customer equity in the context of fast fashion brand communities in Thailand. Using a structural equation modeling (SEM) technique, a proposed model was successfully established. Importantly, this research delineates the mediating role of the relationship between the perceived benefits of SNSs and brand trust, as well as emphasizes the importance of trust in generating customer equity. In addition to its theoretical contribution, this study also provides practical implications for brand managers to develop customer equity through their brand pages on SNSs. Limitations and directions for future research are discussed.

The online surveys were administered to Thai consumers. An email invitation with an embedded link was sent by the researchers asking receivers to participate or forward the survey to others who were interested in participating in the study. As the purpose of this study is to investigate interrelationships among SNSs benefit, trust and customer equity in fast fashion retail domains, only responses from those who were current SNS users and had visited fast fashion SNS brand communities in the past three months were considered for analysis. A total of 227 participants completed the survey; however, eight of those responses were incomplete. Thus, 207 usable responses were analyzed by using SEM.

Thai SNS users who believe they receive practical and social benefits from engaging in SNSs were likely to trust the sites instead of directly forming trust toward the brand. However, perceived entertainment benefits did not influence trust in SNS. This study found that brand trustworthiness is not directly predicted by practical benefit from SNSs. Instead, brand trustworthiness is formed through consumers’ trust toward SNSs. Brand trust induces a high degree of brand loyalty for fast fashion brands, and those individuals with higher brand loyalty were likely to purchase the brand’s products more frequently as well as in a higher volume.

Although the research included general fashion SNSs brand communities users, the samples are not fully representative. Particularly, the majority of respondents of this study could be college students; as such, this may have influenced the results. Thus, to enhance generalizability of the findings, the model should be examined using non-student samples. In addition, a greater number of samples will better reflect the actual demographic profile of SNS users. Second, although the study results generally support the proposed model, the results are necessarily limited to the study’s context, which is Thailand. Likewise, the study needs to be replicated with consumers in other countries, particularly in countries with the fastest increase of SNS users such as India, Indonesia, Mexico, China and Brazil.

The results provide practical implications to apparel brands for establishing customer equity through their brand pages on SNSs. As discussed, consumer trust toward the SNSs is favorably strengthened by SNSs benefits (i.e., practical and social). Consumer trust in SNSs can impact how they perceive the brands and their purchase behaviors. This study encourages companies to strengthen consumers’ trust in SNSs by enhancing perceived practical and social benefits. In addition, companies need to closely monitor information/conversations about the product/brand being presented on their SNS brand community because the quality of information and conversation available in the SNS can affect consumer trust in that SNS.

This study contributes to the existing literature in the area of social media, trust, brand loyalty and customer equity in the context of the apparel industry. Importantly, this study uncovered the mediating role of trust in SNSs in a practical benefit-brand trust relationship, indicating that brand trustworthiness is not directly predicted by practical benefit from SNSs, but is formed through consumers’ trust toward SNSs. Brand trust induces a high degree of brand loyalty for fast fashion brands, which in turn, led to customer equity relative to number of purchases and purchase volume.

The purpose of this paper is to adopt a customer‐centric value creation perspective to provide insights into the contribution of business orientations, especially marketing orientation and innovation orientation to the creation of customer‐centric value (customer equity and brand performance).

To undertake this examination, a model was developed and then tested to validate its applicability in the context of both developed and developing economies. The paper includes partial least squares.

The findings demonstrate that being marketing‐oriented and innovation‐oriented appears to be important in creating customers, keeping them, and increasing add‐on selling to them and rewards the firm with greater brand performance in the marketplace. Importantly, these relationships are universally held across developed and developing business environments. Interestingly, marketing orientation was found to contribute more to the creation of customer‐centric value than innovation orientation in developing business environment, whereas the opposite was found in the context of developed business environment.

The data incorporate only the subjective measures of customer‐centric value. Future studies can use financial measures to complement the self‐reporting approach used in this paper. This dual‐approach to measuring the value of customers to the firm (customer equity) and brand performance would provide additional insights into the customer‐centric marketing literature.

The findings suggest that managers should strive to develop a high level of marketing orientation and innovation orientation as two efficient ways to achieve higher levels of customer equity. They are also advised that if their firms are more effective in acquiring potential customers, retaining current customers, and enhancing add‐on selling, they see their brands perform better. Importantly, the findings also provide guidance for managers on how to allocate their resources to key business activities (e.g. marketing and innovation) in the context of international business (developing versus developed business environments).

This study contributes to customer‐centric marketing theory by enhancing understanding of the contribution of marketing and innovation to the creation of customer‐centric value in different business environments. This study also contributes to the business orientation literature by demonstrating the utility of a cultural‐behavioral approach in measuring marketing orientation and innovation orientation.

This chapter has been seminal work of Dr K.S.S. Iyer, which has taken time to develop, for over the last 56 years to be presented here. The method in advance predictive analytics has developed, from his several other applications, in predictive modeling by using the stochastic point process technique. In the chapter on advance predictive analytics, Dr Iyer is collecting his approaches and generalizing it in this chapter. In this chapter, two of the techniques of stochastic point process known as Product Density and Random point process used in modelling problems in High energy particles and cancer, are redefined to suit problems currently in demand in IoT and customer equity in marketing (Iyer, Patil, & Chetlapalli, 2014b). This formulation arises from these techniques being used in different fields like energy requirement in Internet of Things (IoT) devices, growth of cancer cells, cosmic rays’ study, to customer equity and many more approaches.

The objective of this research is to explore the relationship between brand experience and customer equity (value equity, brand equity, and relationship equity). We examine the impacts of different contact points’ experiences (media contact, physical environment contact, people contact, and product usage contact) and different dimensions of brand experience on customer equity. Further we investigate the possible moderating effects of different brand positioning and strategies – hedonic and utilitarian, on this relationship. The data which are collected via online survey includes 410 observations with brand experience and 83 without brand experience, 493 valid samples in total. We found that positive and strong brand experience is the key factor for building strong customer equity. Although the impacts of all four contact points’ brand experiences are significant, product usage contact has the most powerful influence on customer equity and its individual drivers. The results also indicate that the different brand positioning strategies do have moderating effects. For utilitarian brand, only brand experience at product usage contact point has significant impact on customer equity and its three drivers. For hedonic brand, all four contact points’ experiences have significant relationships with customer equity. Finally, the four experience dimensions (sensory, affective, intellectual, and behavioral) have different impacts on customer equity and its three drivers at different experience contact points.

This paper aims to investigate the effectiveness of social media communication in luxury brand advertising from a narrative persuasion perspective. Specific purposes are to examine how characteristics of a message giver (i.e. comprehension fluency, imagery fluency) and message receiver (i.e. transportability, need for affect) influence the narrative persuasion process which further affects consumers’ subsequent responses (i.e. positive affect, brand social networking services [SNS] attitudes and intentions) within the luxury hotel industry.

An online survey was performed via Amazon MTurk. A total of 193 usable responses from SNS users were obtained. The structural equation modeling approach was used to test the proposed model.

Results show that comprehension fluency and imagery fluency as message-giver factors and transportability as a message-receiver factor positively affect narrative transportation. In addition, narrative transportation leads to positive affect, brand SNS attitudes and visit intentions, while positive affect also influences brand SNS attitudes and visit intentions. Furthermore, additional analyses indicate that narrative transportation mediates the effects of comprehension fluency on affect and brand SNS as well as the effects of transportability on positive affect, brand SNS attitude and visit intention.

Characteristics of a message giver and message receiver altogether are not well understood in the current literature. Empirical evidence in this study contributes to the social media marketing and brand advertising research fields.

The purpose of this study is to offer a “brand equity model” that will help football organizations to manage their appeal.

The proposed model utilizes structural equation modelling analysis to test the hypothesized marketing brand equity (MBE) model. The empirical part of the research stems from a large survey of 1,300 Israeli football fans.

As expected, knowledge about the team, the team’s image and its perceived personality significantly predicted positive attitudes toward the team. This in turn predicted commitment, which predicted recommendation, which predicted intentions. The linear regression to extract the seven parameters weights was highly significant (F = 163.5, p < 0.001) and explained 52 per cent (R² = 0.518) of the depended variable “price premium”.

The new MBE model suggested here provides a relative index of brand equity for football club organizations that enables them to competitively compare the marketing equity of their club to that of their rivals. The MBE model also shows that commitment is a central component in the football club’s brand equity model. The current MBE model is the only model that provides a weight for each of the components. Each respective weight represents the internal contribution of each component to the final brand equity index. These weights indicate where an effort should be made to improve the equity of the brand.

Football teams may also need to focus on the constructs underlying the commitment (Shuv-Ami, 2012) of fans to their football club organization, that is, the team performance and satisfaction stemming from the fans’ experience with their team and the feelings of loyalty and involvement that represent the degree of fan engagement with the team. Although football teams do what they can to improve performance, much can be done in marketing to improve the other constructs and, thus, fan commitment. Improving the experience of fans, both on and off the field, regardless of whether the team is winning or losing, builds fan engagement.

The current research suggests two new brand equity models for football club organizations. One is a comprehensive theoretical model that combines and expands current conceptual brand equity models (Keller, 1993, 2008; Aaker, 1991, 1996; Keller and Lehmann, 2006); the other is an empirical model that makes it practical to measure the marketing strength or the brand equity of football clubs. The new empirical MBE suggested here provides a relative index of brand equity for football club organization that enable them to compare competitively the marketing equity of their club to that of their rivals. The MBE model also shows, for the first time, that commitment is a central component in the football club brand equity model. The current MBE is the only model that provides a weight for each of its component.

Drawing on socioanalytic theory, this paper aims to explore whether a moderation mediation model can describe the mechanism linking salesperson social reputation (perceived stability and plasticity) and performance (customer share of wallet) in relationship marketing. The mediator is the salesperson’s overall equity, and the moderator is the salesperson-customer congruence.

A structured questionnaire was used to obtain data from 233 customers, served by 44 personal finance advisors at five banking agencies in Canada.

A multilevel approach showed that both perceived stability and perceived plasticity predict salesperson equity and performance. In addition, the empirical results indicated that the relationship between perceived stability and salesperson performance is partially mediated by salesperson overall equity. However, equity fully mediated the relationship between perceived plasticity and salesperson performance. Finally, the salesperson-customer congruence moderated the effect of both perceived stability and plastic on the salesperson overall equity.

This research suggests that the moderation mediation model enables predicting the relationship between the perceived personality and performance. From a managerial perspective, the author encourages sales managers to pay attention to salespersons’ equity development as well as their performance. Notably, the author suggests that sales managers support and monitor salespeople with regard to improving their social status as well as their social popularity in their interactions with customers.

Previous research in sales force literature focuses on salespersons’ self-personality to predict sales performance. To the best of the author’s knowledge, this study is the first to show it is important to consider the perceived personality of a salesperson in predicting their performance. This study is also the first to introduce the salesperson reputation concept and its dimensions (perceived stability and plasticity).

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 paper aims to propose a novel method to predict and alleviate feature fatigue. Many products now are loaded with an extensive number of features. Adding more features to one product generally makes the product more attractive on the one hand but, on the other hand, may result in increasing difficulty to use the product. This phenomenon is called “feature fatigue”, which will lead to dissatisfaction and negative word-of-mouth (WOM). Feature fatigue will damage the brand’s long-term profit, and ultimately decrease the manufacturer’s customer equity. Thus, a problem of balancing the benefit of increasing “attractiveness” with the cost of decreasing “usability” exists.

A novel method based on the Bass model is proposed to predict and alleviate feature fatigue. Product capability, usability and WOM effects are integrated into the Bass model to predict the impacts of adding features on customer equity in product development, thus helping designers alleviate feature fatigue. A case study of mobile phone development based on survey data is presented to illustrate and validate the proposed method.

The results of the case study demonstrate that adding more features indeed increases initial sales; however, adding too many features ultimately decreases customer equity due to usability problems. There is an optimal feature combination a product should include to balance product capability with usability. The proposed method makes a trade-off between initial sales and long-term profits to maximize customer equity.

The proposed method can help designers predict the impacts of adding features on customer equity in the early stages of product development. It can provide decision supports for designers to decide what features should be added to maximize customer equity, thus alleviating feature fatigue.

The purpose of the paper is to teach the reader how to compile a customer equity model in order to calculate the true profitability of customers. The reader can use the information to make better business decisions across their organization.

Transaction data (as much as can be collected) on individual customers is needed to build the customer equity model. An analyst is needed to devise an algorithm and discern the best way to allocate costs. The goal is to build the best representation of profitability for the company. Once a process is in place for assigning revenue and costs to customers, tables must be programmed to calculate profitability. The final step is to take what is learned in the customer equity model and test ideas for retaining best customers and converting unprofitable customers into profitable ones.

It was found that customer equity models are important tools for describing past behavior, predicting a customer's next‐year profitability, and exploring other variables that factor into marketing decisions.

Identifies the need for companies to do a more thorough job of identifying their “best” customers, that is, their most profitable customers. Provides direction on putting together a customer equity model that will help companies reach the above‐mentioned findings

This paper is valuable to anyone who could benefit by better understanding past behavior of customers, and by predicting a customer's next‐year profitability. The reader can use the information to make better business decisions across their organization.