Showing papers on "Brand equity published in 2008"

Building brand identity in competitive markets: a conceptual model

Abstract: Purpose – The purpose of this conceptual paper is to identify important elements of brand building based on a literature review and case studies of successful brands in India.Design/methodology/approach – This paper is based on a review of the literature and takes a case study approach. The paper suggests the framework for building brand identity in sequential order, namely, positioning the brand, communicating the brand message, delivering the brand performance, and leveraging the brand equity.Findings – Brand‐building effort has to be aligned with organizational processes that help deliver the promises to customers through all company departments, intermediaries, suppliers, etc., as all these play an important role in the experience customers have with the brand.Originality/value – The paper uses case studies of leading Indian brands to illustrate the importance of action elements in building brands in competitive markets.

Brand Communities and New Product Adoption:The Influence and Limits of Oppositional Loyalty

Abstract: Brand communities have been cited for their potential not only to enhance the loyalty of members but also to engender a sense of oppositional loyalty toward competing brands. However, the impact of brand community membership on actual new product adoption behavior has yet to be explored. This study examines the effects of brand community participation and membership duration on the adoption of new products from opposing brands as well as from the preferred brand. Longitudinal data were collected on the participation behavior, membership duration, and adoption behavior of 7506 members spanning four brand communities and two product categories. Using a hazard modeling approach, the authors find that higher levels of participation and longer-term membership in a brand community not only increase the likelihood of adopting a new product from the preferred brand but also decrease the likelihood of adopting new products from opposing brands. However, such oppositional loyalty is contingent on whether a...

Brand Image and Fan Loyalty in Professional Team Sport: A Refined Model and Empirical Assessment

Abstract: This study highlights the importance of brand image for fan loyalty in team sport. A parsimonious 4-factor, 20-indicator structure effectively represents brand image. In contrast to Keller’s proposed model, relationships between the brand image’s components were discovered. Thus, in line with means-end theory, a brand-image model should incorporate causalities among brand attributes, benefits, and attitudes. Fan loyalty is positively influenced by a fan’s brand attitude. Relationships among the brand-image dimensions and loyalty are confirmed via structural equation modeling. The non-product-related brand attributes (i.e., logo or tradition) have a particularly large impact on attitudes and behavior. They represent promising starting points for a successful and differentiating team brand strategy. In marketing practice, an increasing interest in customer relationships has

Characteristics of successful employer brands

Abstract: Based on the analysis of data gathered from industry experts, a typology of the characteristics of successful employer brands is presented. Depth interviews were carried out with senior industry participants from the fields of internal marketing, human resources, communications, branding and recruitment. Transcripts were analysed using formal interpretive procedures. Member checking was undertaken to confirm interpretations. Analysis of the transcripts shows there are two key dimensions of success for an employer brand: attractiveness and accuracy. As with customer-centric brands, attractiveness is underpinned by awareness, differentiation and relevance. For employer brands, however, the accuracy with which the employer brand is portrayed is also critical to success. This emphasis on accuracy highlights the importance of consistency between the employer brand and employment experience, company culture and values. General implications for the strategic management of employer brands are presented as well as marketing and human resource management strategies for each of the four states of employer branding success in the typology. It is proposed that researchers and firms should assess employer brand success according to the typology, using commonly collected human resources metrics. More generally, a case is established for studying employer branding as a context distinct from consumer and corporate branding and conceptualising the employment experience of a firm as a product produced by the culture, policies and processes of the firm.

Investigating antecedents and consequences of brand identification

Abstract: Purpose – This study aims to analyse the influences of prestige, satisfaction, and communication on brand identification and to show how brand identification influences word‐of‐mouth and brand repurchase.Design/methodology/approach – A theoretical model is developed and tested with a sample of car owners in the UK of two global car brands. Structural equation modelling was used with LISREL 8.54 and the maximum likelihood (ML) method.Findings – This paper draws mainly on the theory of social identity to provide a comprehensive understanding of conditions under which brand owners are likely to identify with their brand and the bases and consequences of such identification. It was shown that prestige, satisfaction, and communication effect brand identification. The study confirms that consumers' development of relationships via brand identification results in word of mouth about the brand and intentions to repurchase the brand. Furthermore, it was found that brand identification fully mediates the influences...

The Financial Value Impact of Perceptual Brand Attributes

Abstract: The authors assess which brand asset metrics provide incremental information content to accounting performance measures in explaining stock return. The analysis focuses on the five pillars (i.e., central brand attributes) that form the basis for the newly updated Young & Rubicam Brand Asset Valuator model: differentiation, relevance, esteem, knowledge, and energy. Analysis shows that perceived brand relevance and energy provide incremental information to accounting measures in explaining stock returns. However, esteem and knowledge do not; that is, their effects are reflected in current-term accounting measures and in brand relevance and energy. The financial markets do not view brand differentiation as having incremental information content, but they hould. Changes in differentiation are indicative of future-term accounting performance, which in turn affects stock return. These conclusions are invariant to the use of alternative accounting performance measures, risk adjustments, and the inclusion of additional brand attributes into the analysis.

Leveraging Family‐Based Brand Identity to Enhance Firm Competitiveness and Performance in Family Businesses*

Abstract: Drawing on the family-embeddedness perspective on entrepreneurship and the resource-based-view of the firm, we investigate how the promotion of family-based brand identity influences competitive orientation (customer versus product) and firm performance in family businesses. Applying structural equation modeling to survey data collected from leaders of 218 family businesses, we demonstrate that developing a family-based brand identity positively contributes to firm performance (growth and profitability) indirectly, via a customer-centric orientation. In contrast, attempts to leverage family-based brand identity via a product-centric orientation do not impact firm performance. Our results suggest that family-based brand identity enhances the family business’ ability to persuade customers to make purchasing decisions based on the perceived attributes of the seller. As a result, we contribute to the discussions centered on how to optimize the intricate synergy between family and business.

How to Brand Nations, Cities and Destinations: A Planning Book for Place Branding

Abstract: Introduction PART I: THEORETICAL FRAMEWORK FOR DEVELOPING A PLACE-BRAND What is a Brand? Importance of a Place-Brand and Benefits of a Brand A Brand Theoretical Basics of Thinking How is A Brand Created? Challenges in Building a Place-Brand Success Factors of Place Marketing PART II: THE PROCESS OF BUILDING A COUNTRY-BRAND AND THE CORNERSTONES OF SUCCESS Case Norway Case Australia Case Scotland Other Experiences in Country-Branding Projects Summary PART III: CITY AND DESTINATION BRANDING Copenhagen: A City Branding Case from Northern Europe Chicago: A City Branding Case from the U.S. Comparison between the U.S. and Northern European Branding Tourism Destination Branding Case Studies of World's Premiere Ski Destination Brands PART IV: OPERATIONAL PLAN Country Brand: Operational Plan in Stages Country Brand: Summary of the Operational Plan Country Brand: Financing Country Brand: Timetable Destination Brand: Operation Plan in Stages Destination Brand: Summary of the Operational Plan

Internal branding: Exploring the employee's perspective

Abstract: The creation of a strong brand and the deliverance of perceived service quality are premised by employees' ability to deliver on customer expectations. No consideration has been given, however, to understanding the ‘added value’ encapsulated in an organisation's brand as a result of the operant resources (skills and knowledge) supplied by the organisation's human capital. This paper, therefore, explores the differential effect that internally oriented initiatives have on an organisation's human capital and its subsequent impact on the organisation's brand, from the employee's perspective. In-depth interviews were conducted with employees across a range of service industries and the results provide an insight into the creation of employee brand commitment. Furthermore, this exploratory study provides a solid platform for future research in this area.

The Financial Value Impact of Perceptual Brand Attributes

Abstract: The authors assess which brand asset metrics provide incremental information content to accounting performance measures in explaining stock return. The analysis focuses on the five “pillars” (i.e., central brand attributes) that form the basis for the newly updated Young & Rubicam Brand Asset Valuator model: differentiation, relevance, esteem, knowledge, and energy. Analysis shows that perceived brand relevance and energy provide incremental information to accounting measures in explaining stock returns. However, esteem and knowledge do not; that is, their effects are reflected in current-term accounting measures and in brand relevance and energy. The financial markets do not view brand differentiation as having incremental information content, but they should. Changes in differentiation are indicative of future-term accounting performance, which in turn affects stock return. These conclusions are invariant to the use of alternative accounting performance measures, risk adjustments, and the inclu...

Brand management in small to medium-sized enterprises

Abstract: Although an impressive body of literature has emerged focusing on the critical activities involved in brand management for larger organizations with well-established brands and substantial marketing budgets, no research has been undertaken to examine branding within small to medium-sized enterprises (SMEs). The present study therefore seeks to assess the nature and scope of brand management within an SME context. Findings show significant differences between small and large organizations along 9 of the 10 brand management dimensions reported in Keller's brand report card. Moreover, different brand management practices are associated with business performance in SMEs. Implications of the study are highlighted, limitations noted, and directions for future research outlined.

Methods and systems for brands social networks (bsn) platform

Abstract: Methods and Systems for Global Online Brands Social Networks (BSN) Platform and Framework are disclosed for managing Users' Profiles, brands group lists, Brand user Friends, User created Brand Networks and related Members, Publications, Applications, Services and Communications and Collaborations among users. Further, it also manages brand owners' brand networks and members, and brand experts to enable and facilitate users for branded products and services related sales or e-commerce, marketing, promotion and support services, alternative products and services brands lists. BSN also provides Social Customers Relationship Management (SCRM) and Multi Brand Customers Services Life Cycle (MCSLC) Framework to facilitate brand owners and customers.

Finding sources of brand value : developing a stakeholder model of brand equity

Abstract: This article reflects the current interest in brand research towards studying non-consumer relations and their role in brand value creation. It presents a model of stakeholder equities as a tool for brand managers to assess the value of multiple stakeholders in relation to the brand. A stakeholder brand value model is then developed to strengthen understanding of the sources of brand value. It is argued that brand value is co-created through interaction with multiple strategic stakeholders. Considerations for brand mangers and suggestions for future research are presented.

The performance benefits of being brand‐orientated

Abstract: Purpose – This paper aims to undertake an empirical study to investigate the nature and magnitude of potential benefits that accrue to firms that have a high level of brand orientation.Design/methodology/approach – A quantitative study is undertaken. The sample of firms surveyed included more than 400. The scope of the study included measuring the level of brand orientation among other variables. A conceptual model linking brand orientation and performance is developed and tested.Findings – The overall structural model fits the data well, giving confidence to interpreting the individual paths within the model. The main result is a very strong positive relationship between brand orientation and brand performance. Brand orientation also exerts another, less direct influence on performance, via brand distinctiveness. Innovation mediates the influence of brand distinctiveness.Research limitations/implications – The most obvious limitation is that the study pertains to one country only at this stage, pending m...

Does country‐of‐origin matter in the relationship between brand personality and purchase intention in emerging economies? Evidence from China's auto industry

Abstract: Purpose – The purpose of this paper aims to investigate the relationship between brand personality, country‐of‐origin (COO) image and purchase intention. Specifically, it is suggested that COO image exerts both main and interaction impact on purchase intention.Design/methodology/approach – A cross‐city survey of China's auto industry for the Sino‐German Joint Venture's auto brand of Bora was conducted to test hypotheses, predicted on a sample of 1,200 respondents. Another sample for Japan and the Sino‐Japanese Joint Venture's Honda auto brand was used for validation.Findings – Results reveal that both brand personality and COO image exert significant positive main effects on purchase intention. Furthermore, COO image is found to be a positive moderator in the relationship between brand personality and purchase intention. Specifically, a positive COO image could enhance brand personality's positive impact on purchase intention, whereas a negative COO image could significantly decrease the positive brand pe...

A cross‐national validation of the consumer‐based brand equity scale

Abstract: Purpose – This study seeks to investigate the measurement invariance of the consumer‐based brand equity scale across two samples of UK and Spanish consumers.Design/methodology/approach – Brand equity was conceptualised as a multi‐dimensional concept consisting of brand awareness, perceived quality, brand associations and brand loyalty. To test the brand equity scale cross‐nationally a survey was undertaken in the UK and Spain. Measurement invariance was assessed using multi‐group confirmatory factor analysis.Findings – The brand equity scale was invariant across the two countries. Results show that the consumer‐based brand equity scale has similar dimensionality and factor structure across countries. In addition, consumers respond to the items of brand equity in the same way, which allows meaningful comparison of scores.Research limitations/implications – Future research could examine the cross‐national generalisability of the brand equity scale using other countries' products and services.Practical impli...

Luxury Brand Management: A World of Privilege

Abstract: INTRODUCTION CHAPTER 1 - SPECIFICITIES OF THE LUXURY INDUSTRY WHAT IS SO DIFFERENT ABOUT THE LUXURY INDUSTRY? The meaning of size Sales figures are difficult to compare How many employees? The specific financial characteristics A very high break even A limited cash need A different time frame a) The specific case of the fashion cycle b) The time necessary for a turn around or a major change KEY TO SUCCESS IN LUXURY GOODS 1. The need for a strong name Why are you better off with the name of a person? Brand extension and legitimacy To make products that can be identified a) The primacy of design b) The "reason for being" behind each product Products must be part of the social and cultural environment a) How to keep in line with social trends? b) Should one react when out of phase with the trends? THE MAJOR OPERATORS 1. What is the size of the luxury market? How the French and the Italian perform? It this an oligopoly or an open market? The three large corporations a) LVMH b) Richemont c)PPR Gucci Can the mono brand company survive? CHAPTER 2 - MAJOR LUXURY SECTORS A THE READY TO WEAR ACTIVITIES 1. The specific fashion business and the way to operate The different nationalities How to develop a brand? How to make money? 2. Key management issues a) The creative process b) The worldwide presence c) Why is it difficult to make money? 3. The most frequent organization structure B. THE PERFUMES AND COSMETICS BUSINESS 1. The perfumes and cosmetic market a) Consumer expectations b) Product types c) The financial aspect 2. The major operators a) The major brands b) The major corporations c) Is there room for outsiders? 3. Key management issues a) Sophisticated marketing b) Worldwide advertising and promotion c) Managing distribution networks Organization structures C. WINES AND SPIRITS 1. The wines and spirits market a) The "brown" products b) The "white" products c) Champagnes d) Other categories 2. The major operators a) The major brands b) The major corporations 3. Key management issues a) Dealing with mass merchandisers b) The need for a worldwide structure c) Financing inventories d) The need for "pull" marketing 4. Organization structures D. THE WATCH AND JEWELRY MARKET 1. The market a) The jewelry market b) The watch market 2. The major operators a) The jewelry brands b) The watch brands 3. KEY MANAGEMENT ISSUES a) Retail versus wholesale b) Pricing and product lines for jewelry and watches c) The risk of the major customer 4. Organization structures CHAPTER 3 - THE POWER OF THE LUXURY BRAND A. THE VALUE OF A BRAND 1. The methodology of Interbrands 2. The luxury brand in the total universe of brands 3. The luxury brands in the top 100 B. THE CHARACTERISTICS OF A BRAND 1. The brand as contract 2. Brands and time 3. Brands and society C. THE BRAND AND ITS SIGNS 1. Brand names 2. Logos a) The functions of the logo b) A few forms of logo c) Managing logos d) Logomania 3. Other signs of recognition D.THE LEGAL ASPECTS AND THE DEFENCE OF A BRAND 1. Brand protection a) brand registration b) Registration renewal c) the original regustration 2.Fighting counterfeit activities a) The case of knock offs and tables of correspondence b) The case of Chinese or Korean counterfeits c) The "lenient" countries CHAPTER 4 - PRODUCT LYFE CYCLE 1. Measuring a brand's strength 2. The birth of a brand Growth of a brand a) Sectorial growth b) Geographical expansion c) New categories of products d) Optimization of internal processes e) Brand repositioning f) Conclusion A brand's maturity Decline, relaunching and death of a brand a) Continuing decline b) The death of a brand c) Relaunching Global brands, local brands a) Conditions and advantages of a global strategy b) Possibilities for local strategy c) The vulnerability of global brands CHAPTER 5 - THE LUXURY CLIENT A. WHO ARE THE LUXURY CLIENTS? 1. The rich, the very rich or everybody? 2. The excursionists B. THE NEW CONSUMER 1. New customer expectations 2. New customer behaviors C. ARE THE CLIENTS FROM DIFFERENT NATIONALITIES SIMILAR? 1. Differences in consumption patterns between nationalities a) The ready to wear and accessories b) Perfumes and cosmetics c) Wines and spirits 2. Differences in attitude between nationalities 3. The RISC study CHAPTER 6 - BRAND IDENTITY A. A STILL TOO UNFAMILIAR CONCEPT B. TOOLS FOR ANALYZING BRAND IDENTITY 1. The identity prism 2. Brand ethic and aesthetic The semiotic square Semiotic mapping The narrative scheme 3. Others analytical models C. FROM THE SEMIOLOGIST TO THE MANAGER 1. Brand identity and consumer identity 2. Single identity/multiple perceptions 3. The need to evolve D. THE LIMITS OF BRAND IDENTITY 1. Operational implications 2. The place of the brand identity in company strategies 3. Limitations of the concept of identity 4. The responsibilities of the company CHAPTER 7 - MANAGING CREATION A. NATURE OF THE CREATIVE ACTIVITIES B. ORGANIZATION OF THE CREATIVE FUNCTION 1. Example of some leather goods brands design organizations 2. Mass market versus luxury brands C. MANAGING THE PRODUCT 1. The Collection Plan 2. The Collection Calendar 3. The Product Empowerment Teams D. BRAND AESTHETICS Relevance of the notion of Brand aesthetics Issues better treated with the notion of brand aesthetics E.COMMUNICATION ISSUES Possible brand aesthetics management tools Conclusion on brand aesthetics F.BRANDS AND ARTS 1. From brands to arts 2. From arts to brands Campbell art versus Warhol brand Museum business CHAPTER 8 - COMMUNICATION A. OBSOLESCENCE OF THE 4 PS Table 5 Brand meaning and consumer's behaviour B. ADVERTISING 1) The media 2) The advertising process 3) The advertising agencies C. PR, EVENTS, WEBSITES AND PROMOTION 2) Promotion. D. THE PLACE OF THE PRODUCT 1) The product tangible attributes 2) The key to the brand's relationship with the consumer 3) The principal dimension of creation and innovation 4) Always in context E. COMPANY BEHAVIOUR 1. Uncontrolled behaviours 2. Controlled decisions F. ACTUAL CONSUMERS G. WHAT IS GOOD COMMUNICATION? CHAPTER 9 - INTERNATIONAL DISTRIBUTION A. INTERNATIONAL "DISTRIBUTION SYSTEMS" B. THE DIFFERENT "DISTRIBUTION SYSTEMS" 1) Exclusive sales from Paris or Milan 2 )Subsidiaries 3) Local distributors 4) The joint venture system C. PRICE STRUCTURES D. THE ADVERTISING BUDGET AND ADVERTISING POLICIES E. THE SPECIAL CASE OF THE DUTY FREE OPERATIONS 1) The duty free system 2) The major duty free operators 3) The negotiation F. THE PARALLEL MARKET : REASONS AND CONSEQUENCES 1) The reason why of the parallel market 2) How to collect products for the parallel markets? 3) How to fight the parallel distribution? CHAPTER 10 - RETAILING A. BACKGROUND ANALYSIS 1) Store location and site selections 2) In-store behaviour 3) Retailing indices 4) Internal Display rules of thumb in supermarkets B. RETAILING IN THE LUXURY FIELD 1) Store location and leasing systems a) store location b) The different leasing systems and their costs 2) Budget, planning and control a) The sales target b) Inventory forecast c) Purchasing plan d) Margin control 3) The store information system 4) Staffing, training and evaluation a) Staffing b) Training 5) Retail consumer response management C. THE STORE AS A COMMUNICATION TOOL 1) Landmark projects 2) The store communicating power THE SAME EXERCISE COULD BE CONDUCTED FOR EACH TYPE OF MANIFESTATIONS TO DEFINE WHAT PART OF THE COMMUNICATION PROGRAM IT COULD BEST CONVEY. 3) Store personnel communication 4) Internal and external display 5) Selling on line D. THE RETAIL VERSUS THE WHOLESALE MODEL 1. The so-called "ideal" model 2. The exceptions to the "ideal" model 3. The management of retail and wholesale CHAPTER 11 - LOGISTICS AND LICENSING A. LOGISTICS 292 1. Moving the product 2) Outsourcing KEEPING DIRECT CONTROL OF THE PRODUCTION 3) Deciding not to produce directly 4) Made in China B. LICENSING 297 1) The licensing process a) The selection of a licensee b) The development of this new activity c) The control of licensees 2) Different phases of licensing activities a) The phase 1 b) The phase 2 c) The phase 3 d) The phase 4 CHAPTER 12 - THE BRAND AUDIT 1. THE BRAND'S IDENTITY First category: the general esthetic. Second category: products. Third category: merchandising. Fourth category: the consumer. 3. The consistency and coherence transition 4. Perceptions of identity 5. The effectiveness transition 6. The act of purchase 7. The relevance transition a) Observation of points of sale b) Financial and management data c) Organizational charts d) Strategies and brand identity e) Manifestations of the brand's identity f) Verification of consistency and coherence g) Analysis of consumers h) Analysis of competitors and interviews with opinion leaders i) Verification of effectiveness j) Verification of relevance k) Recommendations B. CRITERIA OF GOOD BRAND MANAGEMENT 1. The product a)Expertise b)The product is the principal dimension of creation and innovation c)The product is its own best advertising d)The product is the key to the brand's relationship with the consumer e)The product is the basis of economic results 2. Identity a) A differentiated identity b) A perceived identity c) A relevant identity d) A well-managed identity 3. Organization and operational processes a) Logistics b) Organization 4. Innovation, attentiveness and reactivity to the market 5. A simple recapitulative diagram

A Dynamic Model of Brand Choice When Price and Advertising Signal Product Quality

Abstract: In this paper, we develop a structural model of household behavior in an environment where there is uncertainty about brand attributes and both prices and advertising signal brand quality. Four quality signaling mechanisms are at work: 1 price signals quality, 2 advertising frequency signals quality, 3 advertising content provides direct but noisy information about quality, and 4 use experience provides direct but noisy information about quality. We estimate our proposed model using scanner panel data on ketchup. If price is important as a signal of brand quality, then frequent price promotion may have the unintended consequence of reducing brand equity. We use our estimated model to measure the importance of such effects. Our results imply that price is an important quality-signaling mechanism and that frequent price cuts can have significant adverse effects on brand equity. The role of advertising frequency in signaling quality is also significant, but it is less quantitatively important than price. In the printed version of Marketing Science, Vol. 27, No. 6, Erdem et al. 2008 was mistakenly identified as a Research Note. It is a regular article and has been corrected here and in the online table of contents.

An application of Keller’s Brand Equity Model in a B2B context

Abstract: Purpose – The importance of branding in industrial contexts has increased, yet a comprehensive model of business-to-business (B2B) branding does not exist, nor has there been a thoroughempirical study of the applicability of a full brand equitymodel in a B2B context. This paper aims to discuss the suitability and limitations of Keller’s customer-based brand equity model and tests its applicability in a B2B market. Design/methodology/approach – The study involved the use of semi-structured interviews with senior buyers of technology for electronic tracking of waste management. Findings – Findings suggest that amongst organisational buyers there is a much greater emphasis on the selling organisation, including its corporate brand, credibility and staff, than on individual brands and their associated dimensions. Research limitations/implications – The study investigates real brands with real potential buyers, so there is a risk that the results may represent industry-specific factors that are not representative of all B2B markets. Future research that validates the importance of the Keller elements in other industrial marketing contexts would be beneficial. Practical implications – The findings are relevant for marketing practitioners, researchers and managers as a starting-point for their B2B brand equity research. Originality/value – Detailed insights and key lessons from the field with regard to how B2B brand equity should be conceptualised and measured are offered. A revised brand equity model for B2B application is also presented.

Designer nations: Neo-liberal nation branding – Brand Estonia

Abstract: This article critically examines the emergence of nation branding as a commercial practice at the end of the Cold War by conceptualizing it as a means for nations to redefine and reposition themselves within the master narrative of globalization. It examines the industry literature of the nation branding movement, which seeks to legitimate the practice. It argues that nation branding is an engine of neo-liberalism that explicitly embraces a reductive logic, which privileges market relations (market fundamentalism) in articulations of national identity; also contends that nation branding is a risky business that can backfire, since its success depends, in large part, on the intuitive knowledge of individual industry ‘creatives’. It maintains that the methodology of nation branding, qua methodology, is profoundly anti-democratic. It offers recommendations for making nation branding more transparent and accountable to democratic values, but also explores Umberto's concept of ‘semiotic guerrilla warfare’ as a...

Multidimensional Customer-Based Brand Equity and Its Consequences in Midpriced Hotels:

Abstract: This study examined the relationship between hotel brand equity and guests' perceived value and revisit intention. The path model (brand equity factors leading to outcome variables) was formed to test research hypotheses. Data from 264 travelers who have stayed in midscale hotels were used for the structural equation modeling (SEM) analysis. All dimensions of brand equity (brand loyalty, perceived quality, and brand awareness/association) positively affected perceived value. Two brand-equity dimensions (brand loyalty and brand awareness/association) were found to increase guests' revisit intention. Although perceived quality was not a direct determinant of revisit intent, the effect of perceived quality on revisit intent was mediated by perceived value. Overall, this study highlights the importance of perceived value in lodging customers' mind. Managerial implications are provided based on the results.

How to Make Brand Communities Work: Antecedents and Consequences of Consumer Participation

Abstract: The majority of brand community literature deals with the exploration of the nature of brand communities and the measurement of community effects. However, existing literature on how to implement and to manage company-run brand communities is rare. In the present article, we conceptualize drivers and consequences of consumer brand community participation and empirically test our model with a data set of 1,025 members of a virtual brand community. Results indicate that identification with community, satisfaction with community, and degree of influence explain most of the variance in consumer participation. Moreover, positive influences of participation on recommendation behavior, brand image of the community sponsor, and intention to continue community membership can be confirmed.

Tourism destination brand identity: The case of Slovenia

Abstract: This paper explores the concept of tourism destination brand identity from the supply-side perspective, in contrast to those studies that have focused on the demand-driven, tourists' perceived tourism destination brand image. Both researchers and practitioners have concluded that an analysis of the branding concept from both the identity and perceived-image perspective is essential and should be intertwined, where appropriate. This study, however, argues that investigations of tourism destination branding have primarily been conducted from a perceived-image perspective. Therefore, the dearth of studies offering an insight into the supply-side perspective may lead to an unbalanced view, misunderstandings and oversights concerning the possibilities and limitations of tourism destination branding. It introduces a theoretical framework designed to analyse tourism destination identity, particularly for the case study of Slovenia.