Bernd H. Schmitt

Bio: Bernd H. Schmitt is an academic researcher from Columbia University. The author has contributed to research in topics: Brand equity & Brand management. The author has an hindex of 50, co-authored 125 publications receiving 14368 citations. Previous affiliations of Bernd H. Schmitt include Cornell University & China Europe International Business School.

Brand Experience: What is it? How is it Measured? Does it Affect Loyalty?

Abstract: Brand experience is conceptualized as sensations, feelings, cognitions, and behavioral responses evoked by brand-related stimuli that are part of a brand's design and identity, packaging, communications, and environments. The authors distinguish several experience dimensions and construct a brand experience scale that includes four dimensions: sensory, affective, intellectual, and behavioral. In six studies, the authors show that the scale is reliable, valid, and distinct from other brand measures, including brand evaluations, brand involvement, brand attachment, customer delight, and brand personality. Moreover, brand experience affects consumer satisfaction and loyalty directly and indirectly through brand personality associations.

Brand Experience: What Is It? How Is It Measured? Does It Affect Loyalty?

Abstract: Brand experience is conceptualized as sensations, feelings, cognitions, and behavioral responses evoked by brand-related stimuli that are part of a brand's design and identity, packaging, communications, and environments. The authors distinguish several experience dimensions and construct a brand experience scale that includes four dimensions: sensory, affective, intellectual, and behavioral. In six studies, the authors show that the scale is reliable, valid, and distinct from other brand measures, including brand evaluations, brand involvement, brand attachment, customer delight, and brand personality. Moreover, brand experience affects consumer satisfaction and loyalty directly and indirectly through brand personality associations.

Experiential marketing : how to get customers to sense, feel, think, act, and relate to your company and brands

Abstract: Traditional approaches to marketing are out of touch with today's fast-paced multimedia environment. No longer is it enough to pitch the features and benefits of a product. Consumers now take functional quality and a positive brand image as a given, says Bernd Schmitt. What they want are products, communications, and marketing campaigns that arouse the senses, touch their hearts, and stimulate their minds. Responding to the public's desires, experiential marketers do not sell mere products. Instead, they seek, through packaging and advertising, to create a holistic experience to which customers can relate. In this way, Schmitt explains, marketers can transform a product or service from a one-time purchase to a daily part of the consumer's life. Incorporating the latest findings from psychology, cognitive science, sociology, and evolutionary biology, EXPERIENTIAL MARKETING is essential reading for managers at every level who want to create, build or revitalise a brand or company.

Are brands forever? How brand knowledge and relationships affect current and future purchases

Abstract: Purpose – The purpose of this paper is to develop a comprehensive model that combines brand knowledge and brand relationship perspectives on brands and shows how knowledge and relationships affect current and future purchases.Design/methodology/approach – The paper uses structural equation modeling to test the significance of the overall model and the specified paths.Findings – It is found that current purchases are affected by brand image mostly directly and by brand awareness mostly indirectly. In contrast, future purchases are not affected by either dimension of brand knowledge directly; rather, brand knowledge affects future purchases via a brand relationship path that includes brand satisfaction, brand trust, and attachment to the brand. Thus, brand knowledge alone is not sufficient for building strong brands in the long term; brand relationship factors must be considered as well.Research implications/limitations – The present study did not examine feedback effects and included consumer categories on...

Foreign Branding and Its Effects on Product Perceptions and Attitudes

Abstract: With three experiments, the authors examine the notion that foreign branding—the strategy of pronouncing or spelling a brand name in a foreign language—triggers cultural stereotypes and influences ...

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

Managing the co-creation of value

Abstract: Central to service-dominant (S-D) logic is the proposition that the customer becomes a co-creator of value. This emphasizes the development of customer–supplier relationships through interaction and dialog. However, research to date suggests relatively little is known about how customers engage in the co-creation of value. In this article, the authors: explore the nature of value co-creation in the context of S-D logic; develop a conceptual framework for understanding and managing value co-creation; and utilize field-based research to illustrate practical application of the framework. This process-based framework provides a structure for customer involvement that takes account of key foundational propositions of S-D logic and places the customer explicitly at the same level of importance as the company as co-creators of value. Synthesis of diverse concepts from research on services, customer value and relationship marketing into a new process-based framework for co-creation provide new insights into managing the process of value co-creation.

Mental accounting matters

Abstract: Mental accounting is the set of cognitive operations used by individuals and households to organize, evaluate, and keep track of financial activities Making use of research on this topic over the past decade, this paper summarizes the current state of our knowledge about how people engage in mental accounting activities Three components of mental accounting receive the most attention This first captures how outcomes are perceived and experienced, and how decisions are made and subsequently evaluated The accounting system provides the inputs to be both ex ante and ex post cost–benefit analyses A second component of mental accounting involves the assignment of activities to specific accounts Both the sources and uses of funds are labeled in real as well as in mental accounting systems Expenditures are grouped into categories (housing, food, etc) and spending is sometimes constrained by implicit or explicit budgets The third component of mental accounting concerns the frequency with which accounts are evaluated and ‘choice bracketing’ Accounts can be balanced daily, weekly, yearly, and so on, and can be defined narrowly or broadly Each of the components of mental accounting violates the economic principle of fungibility As a result, mental accounting influences choice, that is, it matters Copyright © 1999 John Wiley & Sons, Ltd

Brand Experience: What is it? How is it Measured? Does it Affect Loyalty?

Abstract: Brand experience is conceptualized as sensations, feelings, cognitions, and behavioral responses evoked by brand-related stimuli that are part of a brand's design and identity, packaging, communications, and environments. The authors distinguish several experience dimensions and construct a brand experience scale that includes four dimensions: sensory, affective, intellectual, and behavioral. In six studies, the authors show that the scale is reliable, valid, and distinct from other brand measures, including brand evaluations, brand involvement, brand attachment, customer delight, and brand personality. Moreover, brand experience affects consumer satisfaction and loyalty directly and indirectly through brand personality associations.