브랜드 이미지와 브랜드 애호도 관계의 이해: 종단적인 연구

하홍열 ( Hong Youl Ha ) 한국소비자학회 2010 소비자학연구 Vol.21 No.4

본 연구는 브랜드 이미지와 브랜드 애호도의 관계를 시간 흐름의 변화에 따른 차이에 대해 고찰한다. 특히 기존의 문헌이 특정 시점을 중심으로 하는 횡단연구에 초점을 둔 반면, 본 연구의 목적은 종단연구에 초점을 둠으로써 temporal effect와 carryover effect를 측정한다. 특히 브랜드 이미지를 구성하는 3개의 하위요인인 강도, 호의, 독특성을 중심으로 시간 경과 이후의 차이를 비교하고, 그 결과에 대한 시사점을 제공하는데 보다 초점을 둔다. 이와 같은 연구 목적을 위해 온라인 쇼핑몰을 이용하였으며, T 시점과 T+1 시점의 동일 응답자 308명을 대상으로 실증분석을 실시하였다. 연구결과 브랜드 애호도, 강도, 호의, 독특성은 T+1 시점에 긍정적인 carryover effect를 나타내었으나, 브랜드 이미지는 그렇지 못하였다. 그러나 브랜드 이미지를 구성하는 3개 하위요인의 temporal effect는 상당히 유효하게 조사되었으며, 브랜드 이이지→브랜드 애호도의 관계는 시간이 경과하면서 더욱 강화되는 경향을 보였다. 이론적인 측면에서, 브랜드 이미지 평가의 중요성은 장가적인 관점에서 브랜드 애호도를 구축하는데 매우 중요하게 고려되어 왔기 때문에, 브랜드 이미지와 애호도의 관계가 시간경과 이후에 보다 강화된다는 본 연구의 결과는, 기존의 학계에서 주장되어 온 내용을 실증적인 평가를 통해 보다 강화시킨다. 또한 기존연구에서 고려되어지지 않은 temporal & carryover effects를 도입함으로서 브랜드 이미지 강화를 통한 브랜드 애호도 구축의 효과적인 접근방법을 제공했다는 의의를 찾을 수 있다. Even though extensive research is avaliable on brand image-brand loyalty relationships, relatively little research focuses on the three dimensions of brand image and loyalty over time. This study attempts to fill this research gap. In so doing, this study investigates the differences between brand image and brand loyalty and between three dimensions of brand image and brand loyalty over time. In particular, the existing literature focuses on a specific point between two parties, whereas the current study aims at measuring both temporal and carryover effects using a longitudinal study. More specifically, this study compares differences with three sub-dimensions(strength, favorably, and uniqueness) of brand image over time and provide insights for scholars and practitioners. Thus, this study conducts a survey using online shopping malls and tests an empirical analysis on the same respondents(n=308) at time point T and T+1. More specifically, 350 online private customers were randomly selected from lists provided by commercial websites during time point T and collected 329 usable data sets. At time point T+1, the sample of respondents in the longitudinal study was drawn from the original sample of 329 and finally collected 308 usable data sets. The findings show that carryover effects appear brand loyalty, strength, favorably, and uniqueness, but brand image doesn`t. However, temporal effects are significantly supported by three sub-dimensions of brand image. More specifically, the weights of three dimensions of brand image dropped over time. Furthermore, the relationship between brand image and brand loyalty is likely to be reinforced over time. That is, the weights increased from .57 to .69. To a better understanding of the current study, key results show the following: The relationship between three dimensions of brand image of brand image is dynamic and changes over time. For three dimensions examined, there was a shift in weights from time point T and time point T+1. The relationship between brand image-brand loyalty at time point T and brand image-brand loyalty at time point T+1 changed over time. These results showed strong temporal effects among three dimensions, brand image, and brand loyalty. The result clarified the process by which brand loyalty at time point T influences brand loyalty at time point T+1. The result indicated carryover effect in the relationship between brand loyalty at time point T and brand loyalty at time point T+1. Since the importance of brand image evaluation has been critically considered as establishing brand loyalty, our findings empirically support the relationship over time. As a consequency, the current study contributes to enhance scholars knowledge of between two parties from the theoretical perspective. More importantly, an introduction of both temporal and carryover effects provides managerial insights for an effective approach of building brand loyalty through the reinforcement of brand image.

브랜드 개성이 브랜드 사랑을 매개해 브랜드 충성도에 미치는 영향: 브랜드 애착의 조절된 매개 역할

배병렬,장곤우,송종현 대한경영학회 2023 大韓經營學會誌 Vol.36 No.10

기업이 강한 브랜드 충성도를 구축하는 것은 고객유지를 위해 필요하다. 본 연구는 브랜드 충성도(brand loyalty)에 영향을 미칠 것으로 기대되는 브랜드 개성(brand personality), 브랜드 사랑(brand love), 브랜드애착(brand attachment)을 연구모형에 포함하였다. 브랜드 개성을 세 차원(진실감, 흥분감, 유능감)으로 나누었다. 브랜드 개성이 브랜드 사랑에 영향을 주고, 이 브랜드 사랑이 브랜드 충성도에 영향을 주는 것으로 가설화 하였다. 브랜드 애착이 이들 간의 효과를 조절하는가를 연구 문제로 설정하였다. 이들 가설을 검정하기 위해 중국 소비자389명이 선호하는 화장품 브랜드를 대상으로 SmartPLS 4.0을 이용하여 분석하였다. 연구 결과를 요약하면 다음과같다. 첫째, 브랜드 개성의 세 차원은 모두 브랜드 사랑에 긍정적인 영향을 미치는 것으로 나타났다. 브랜드 개성의세 차원 가운데 진실감이 브랜드 사랑에 가장 큰 영향을 주는 것으로 나타났다. 둘째, 브랜드 개성의 세 차원은모두 브랜드 충성도에 긍정적인 영향을 미치는 것으로 나타났다. 브랜드 개성의 세 차원 가운데 진실감이 브랜드충성도에 가장 큰 영향을 주는 것으로 나타났다. 셋째, 브랜드 사랑은 브랜드 충성도에 긍정적인 영향을 미치는것으로 나타났다. 넷째, 브랜드 사랑은 브랜드 개성의 세 차원과 브랜드 충성도 간의 관계를 매개하는 것으로나타났다. 마지막으로, 브랜드 애착은 브랜드 개성이 브랜드 사랑에 영향을 주고 브랜드 사랑이 브랜드 충성도에주는 매개효과를 조절하는 조절된 매개효과(moderated mediation effect)가 있는 것으로 나타났다. 즉 브랜드애착이 클수록 매개효과는 커지는 것으로 나타났다. 이러한 결과를 토대로 관리적 시사점, 이론적 시사점, 연구의한계 및 향후의 연구 방향에 관해 기술하였다. Strong brand loyalty is essential for customer retention. This study included brand personality, brand love, and brand attachment, which are expected to influence brand loyalty, in the research model. The following research questions are raised. First, does brand personality (authenticity, excitement, competence) affect brand love? Second, does brand personality affect brand loyalty? Third, Does brand love affect brand loyalty? Fourth, does brand love have a mediating effect in the relationship between brand personality and brand loyalty? Fifth, does brand attachment moderate the mediating effect of brand personality (authenticity, excitement, and competence) on brand loyalty through brand love (moderated mediation effect)? To solve these research questions, the purpose of the study was to study the relationship between brand personality (authenticity, excitement, and competence), brand love, and brand attachment regarding loyalty to their preferred cosmetics brand among 389 Chinese. Specifically, this study aimed to examine the influence of brand personality's three dimensions (sincerity, excitement, competence) on brand love, its impact on brand loyalty, and the potential mediating role of brand love in the relationship between brand personality and brand loyalty. The investigation focused on 389 Chinese consumers and their preferred cosmetic brands, utilizing SmartPLS 4.0 for hypothesis testing. The key findings of the study can be summarized as follows. First, all three dimensions of brand personality positively affected brand love. Among the three aspects (i.e., sincerity, excitement, and competence) of brand personality, it was discovered that sincerity had the most significant impact on fostering brand love. Second, these dimensions also positively influenced brand loyalty. Among the three aspects of brand personality, it was discovered that sincerity had the most significant impact on fostering brand loyalty. Third, brand love had a favorable effect on brand loyalty. Fourth, brand love acted as a mediator between the three dimensions of brand personality and brand loyalty. Fifth, brand attachment was found to moderate this mediated relationship, intensifying the relationship between brand personality, brand love, and brand loyalty. The study discussed implications for both managerial practices and theoretical insights, outlined limitations, and suggested avenues for future research.

장수 브랜드의 명성이 고객 충성도에 미치는 영향

김흥기 ( Kim Hung-ki ),금진우 ( Keum Jin-woo ) 커뮤니케이션디자인학회(구 시각디자인학회) 2021 커뮤니케이션 디자인학연구 Vol.75 No.-

오랫동안 시장 경쟁에서 살아남는 기업은 강한 이미지를 가진 브랜드를 개발하여 소비자로부터 장수 브랜드로 충성도를 만들어 낸 기업이다. 다른 기업이 따라 올 수 없는 브랜드를 기반으로 하여 경쟁에서 지속적인 우위를 이룬 기업은 고객의 마음 속에 브랜드와 관련하여 우호적이고 강력한 명성을 구축하였다. 최근 소비자의 충성도를 결정하는 과정에 영향을 미치는 독립 변수로서 브랜드 명성에 관한 연구가 이루어지고 있다. 브랜드 명성이 고객의 브랜드 충성도에 미치는 효과를 분석한 기존 연구를 바탕으로, 본 연구는 장수 브랜드로서 브랜드 명성이 고객의 충성도에 미치는 효과를 살피고자 한다. 대중들이 권위가 있고 신뢰성 있는 메시지를 스스로 받아들이듯이, 제품의 기능에서 차이가 나지 않는다면 높은 명성을 구축한 장수 브랜드에 대해 상대적으로 더 강한 일체감을 형성할 가능성이 높다. 본 연구는 장수 브랜드로서 브랜드 명성이 고객 충성도에 미치는 상대적 효과를 살펴보는데 그 목적이 있다. 연구 결과는 다음과 같다. 첫째, 장수 브랜드의 명성 요소 중에서 속성과 태도는 고객의 태도적 충성도와 행동적 충성도에 긍정적인 영향을 미쳤다. 그러나 혜택은 태도적 충성도에는 영향을 미치지 않으나 행동적 충성도에 영향을 미치는 것으로 나타났다. 둘째, 고객의 충성도 내에서도 태도적 충성도는 행동적 충성도에 긍정적인 영향을 미치는 것으로 나타났다. To survive in the severe market competition, company needs to have brand with strong image and high brand loyalty as a longevity brand. To have sustainable competitive advantage, brand has build the favorable and strong in the minds of customers. Recently, some studies have been accumulated for relationship among brand reputation and customer loyalty. To expand the past studies for the effects of brand reputation and customer loyalty, this study investigates the effect of brand reputation as a longevity brand on the customer loyalty. Brand with higher reputation as a longevity brand may result in stronger brand - self identification compared to brand with lower reputation if there is no different in quality consumers interpreted the brand reputation as being prestigious and reliable. The purpose of this study is to examine the relative effect of brand reputation as a longevity brand on the customer loyalty. The results of this study can be summed up as follows. First, it was found that among various factors related to the brand reputation as a longevity brand, the ‘quality’ and ‘attitudinal’ had a positive (+) effect on all of such factors as the condition of same brand, the ‘attitudinal loyalty’ and the ‘behavioral loyalty’. On the other hand, it was found that while the ‘beneficial’ has a positive (+) effect on the behavioral loyalty, it did not influence the condition of the same brand and attitudinal loyalty. Second, the attitudinal loyalty had a positive (+) effect on the behavioral loyalty.

굿뜨래 공동브랜드의 컬러마케팅과 충성도간의 관계분석 -브랜드 카리스마의 조절효과-

김신애,이점수,권기대 한국일러스아트학회 2013 조형미디어학 Vol.16 No.2

The most important factor for existing in korea's agricultural market which is full of severe competitions is to keep customers having a brand color and loyalty. Aaker(1991) had addressed that brand loyalty is an important concept of brand assets which shows attachment degree to a certain agricultural brand, that is, is the final aim of brand management activities. in a word, the activities those reinforce brand awareness and brand color image about agricultural products improve customer satisfaction & loyalty and make positive attitude to a brand, and furthermore so called brand charisma of agricultural product brand induce continuous purchase and use of a certain brand agricultural product. There are a little studies on customer brand loyalty especially on the brand charisma of agricultural products in korea. However it is clear that we had overlooked brand benefits an important factor of brand charisma and loyalty. This study is to investigate an empirical study how effect of color marketing(symbolization, association, discrimination) upon brand loyalty in co-brand of agriculture goods, that is GOODTRAE in korea. specifically this study conceptualizes that brand color marketing affect brand loyalty which try to buy a specific brand agricultural product. and that brand charisma to GOODTRAE influence brand loyalty which leads to customer relationship management. In these brand charisma would have the moderating role between color marketing and brand's loyalty. In the empirical analysis, we found that color marketing of symbolization & discrimination would affect loyalty of brand. Hypothesis what is left is not supported. I verified the assumption that brand charisma of agriculture would moderating role between brand color marketing and brand loyalty in the agriculture co brand, and the result partially supported that assumption of it. and we found that brand association of color marketing would have q moderate effect in bilateral variables. Several strategies and suggestions for increasing attractiveness of agro brand charisma are inferred from the results. 부여군 공동브랜드 굿뜨래는 농림수산식품부에서 2007년도부터 매년 농식품 파워브랜드대전에서 6년 연속 우수 브랜드 선정 경력을 갖고 있다. 굿뜨래는 공동브랜드로서 벤치마킹되는 배경은 첫째, 단일 농산물 품목이 아닌 지역에서 생산되는 1차산업에서 3차산업에 이르는 모든 생산 품목들을 상시 품질경영체제를 가동하고 있고, 격년마다 행정기관과 전문가에 의해 엄격하고 공정한 평가관리과정을 거친다. 둘째, 굿뜨래의 승인사용 농업경영체들은 농산물을 시장에 출하할 때 경매가격과 가격 협상력을 높여 생산농가의 소득증대와 지역경제활성화로 귀결되고 있다. 셋째, 굿뜨래 생산농가들은 굿뜨래에 관한 높은 자부심과 애착심으로 오늘날의 파워있는 브랜드로 포지셔닝시켰다. 이러한 굿뜨래를 문헌연구와 설문지에 의한 현장조사를 활용하여 제안한 연구가설의 분석결과는 다음과 같다. 첫째, 소비자의 굿뜨래에 대한 컬러마케팅(상징성, 연상성, 식별성)은 충성도에 정(+)의 영향관계는 상징성과 식별성만이 충성도에 긍정적인 영향관계를 미쳤다. 즉, 굿뜨래가 부여를 상징하는 농산물이며, 다른 지역과의 차별성을 보여주고 있음을 보여주고 있다. 둘째, 브랜드카리스마의 컬러마케팅과 충성도간에 조절효과 여부는 연상성만이 채택되었다. 즉, 소비자들은 굿뜨래에 관한 한 브랜드카리스마에서 백제의 왕도 부여라는 유구한 역사속의 이미지를 내포하는 연상성을 갖는 것으로 해석해 볼 수 있다. 향후 농산물시장의 경쟁관계가 치열하고 감성마케팅시대로 진입하면서 공동브랜드의 리뉴얼 및 브랜드 개발에 앞서, 보다 소비자의 기억인지와 지속적 충성도를 가질 수 있도록 브랜드컬러의 반영으로 브랜드자산을 제고시켜야 할 것이다.

SNS, 브랜드 충성도 구축의 새로운 대안인가? -SNS유형에 따른 효과검증을 중심으로-

김문태 ( Kim Moon Tae ) 한국고객만족경영학회 2016 고객만족경영연구 Vol.18 No.4

본 연구는 전통적 방식의 온라인 브랜드 커뮤니티인 카페, 블로그, 기업홈페이지 내 커뮤니티 등을 페이스북과 함께 SNS에 포함시켜 과거와 현재의 방식을 아울러 SNS 브랜드 페이지가 브랜드 충성도에 영향을 미치는데 있어 중요한 변수들을 검증하였다. 연구결과는 다음과 같은 이론적, 실무적 시사점을 제시하고 있다. 첫째, 콘텐츠 유용성 및 상호작용성은 SNS 브랜드 페이지 충성도에는 긍정적 영향을 미치는 중요한 변수임을 알수 있었다. 결국, 소비자들이 좋아할만한 콘텐츠를 갖추고 이에 의해 회원들 간 상호작용성을 높여 줌으로써 SNS 브랜드 페이지의 충성도를 높이는 노력이 중요하다고 볼 수 있다. 둘째, SNS 브랜드 페이지 충성도는 브랜드 신뢰와 브랜드 충성도에 영향을 미치는 것으로 나타났다. 본 연구에서는 브랜드 신뢰에 대한 영향이 브랜드 충성도에 대한 것 보다 훨씬 높으므로 SNS 브랜드 페이지 충성도가 브랜드 신뢰를 통해 브랜드 충성도에 영향을 미칠 수 있다는 점 그리고 SNS 브랜드 페이지를 통해 결국 브랜드 충성도를 강화할 수 있다는 논리가 타당할 수 있다는 것을 검증하였다. 마지막으로 본 연구는 소비자 주도 SNS가 기업 주도 SNS보다, 가입 시 승인을 받아야하고 회원관리가 엄격한 SNS가 회원 가입이 용이하고 관리가 엄격하지 않은 SNS보다 브랜드 충성도 구축에 전반적으로 효과적인 도구일수 있다는 것을 제시하였다. 최근의 소셜미디어 플랫폼인 페이스북은 사람들이 다른 사람들과 소통하는 방식을 바꾸었는데 이러한 SNS의 장점은 실시간으로 모바일을 통해서 이용할 수 있다는 것과 많은 친구들에게 적은 노력으로 브랜드에 대한 정보와 브랜드 관련 활동들을 알릴 수 있다는 것이다. 그럼에도 불구하고 본 연구는 브랜드 충성도를 구축하는데 있어서는 보다 전통적인 방식의 카페가 페이스북보다 효과적인 SNS라는 것을 제시하고 있다. This study testified important variables that influence SNS brand page loyalty and brand loyalty among various kinds of SNSs like cafes, facebook, blogs, communities in company homepages. And research conclusions suggest several theoretical and managerial implications as follow. First, this study shows content usefulness and interactivity among consumers are important variables that affect SNS brand page loyalty. This means marketer should make contents that consumers prefer and enhance the interactivity among consumers and finally build SNS brand page loyalty. Second, this research testified that SNS brand page loyalty affect brand trust and brand loyalty. Because estimate between SNS brand page loyalty and brand trust is much higher than that of SNS brand page and brand loyalty, the facts that SNS brand page loyalty can influence brand loyalty through brand loyalty and finally brand loyalty enhanced by SNS brand page loyalty is proved. And finally, this study suggested that consumer made SNS is much effective than company made SNS to build brand loyalty. Further more, SNS that a little bit hard to join and managing member`s levels might be a useful SNS that has not those kinds of things. Recent social media platforms like facebook have simply altered how humans interact with each other. What is powerful about some of the recent social media is the ability to conduct it in a mobile environment on real time. And the ability to announce brand information and brand related activities to a wide network of friends with relatively little effort. In spite of these advantages, a little bit old type of SNS like cafe is much more effective tool to build brand loyalty.

항공사의 브랜드 충성도 향상을 위한 문화마케팅에 관한 연구

방장규(Bang, Jang-Kyu) 한국문화산업학회 2013 문화산업연구 Vol.13 No.4

최근 들어 각 기업은 경쟁우위를 확보하려고 끊임없이 변화하고 있다. 이는 항공사의 경우에도 예외가 아니다. 최근 들어 저비용 항공사의 출현으로 인해 항공업계의 경쟁은 매우 치열해졌다. 항공사의 본격적인 경쟁이 시작되었다. 이에 따라 항공사의 브랜드 충성도는 매우 중요해졌다. 이에 따라 본 연구는 항공사의 문화마케팅이 브랜드 충성도 향상에 어떻게 영향을 미치는지에 대해서 살펴보았다. 연구의 모형은 문화마케팅과 브랜드 품격 및 브랜드 신뢰와의 관계, 브랜드 품격과 브랜드 신뢰와 브랜드 애착 및 브랜드 충성도와의 관계, 브랜드 애착과 브랜드 충성도와의 관계에 대해서 살펴보았다. 연구결과, 항공사의 문화마케팅은 브랜드 품격에는 긍정적인 영향을 미쳤다. 그러나 브랜드 신뢰에는 영향을 미치지 않았다. 브랜드 품격과 브랜드 신뢰는 브랜드 애착에 긍정적인 영향을 미쳤다. 또한 브랜드 충성도에도 긍정적인 영향을 미쳤다. 그리고 브랜드 애착은 브랜드 충성도에 긍정적인 영향을 미쳤다. In recent years, most of companies around globe have been trying to change in order to boost up competitiveness. Airline companies are not except. Airline industry was very competitive due to the presence of low cost carrier. Competitions among airline companies has started. Brand loyalty was to be important for airline companies. This study was to figure out how cultural marketing of airline could affect the increase in brand loyalty. At the research model, the authors investigated the relationships between cultural marketing and brand dignity, also brand trust. There were some tests about relationships among brand dignity, brand trust, brand attachment and brand loyalty. Finally we tested the causal relationship between brand attachment and brand loyalty. In the research results, airlines’ cultural marketing had a positive impact on brand dignity. But it did not affect brand trust. Brand dignity and brand trust had a positive effect on brand attachment, and also they positively affected brand loyalty. And brand attachment had a positive impact on brand loyalty. 최근 들어 각 기업은 경쟁우위를 확보하려고 끊임없이 변화하고 있다. 이는 항공사의 경우에도 예외가 아니다. 최근 들어 저비용 항공사의 출현으로 인해 항공업계의 경쟁은 매우 치열해졌다. 항공사의 본격적인 경쟁이 시작되었다. 이에 따라 항공사의 브랜드 충성도는 매우 중요해졌다. 이에 따라 본 연구는 항공사의 문화마케팅이 브랜드 충성도 향상에 어떻게 영향을 미치는지에 대해서 살펴보았다. 연구의 모형은 문화마케팅과 브랜드 품격 및 브랜드 신뢰와의 관계, 브랜드 품격과 브랜드 신뢰와 브랜드 애착 및 브랜드 충성도와의 관계, 브랜드 애착과 브랜드 충성도와의 관계에 대해서 살펴보았다. 연구결과, 항공사의 문화마케팅은 브랜드 품격에는 긍정적인 영향을 미쳤다. 그러나 브랜드 신뢰에는 영향을 미치지 않았다. 브랜드 품격과 브랜드 신뢰는 브랜드 애착에 긍정적인 영향을 미쳤다. 또한 브랜드 충성도에도 긍정적인 영향을 미쳤다. 그리고 브랜드 애착은 브랜드 충성도에 긍정적인 영향을 미쳤다. In recent years, most of companies around globe have been trying to change in order to boost up competitiveness. Airline companies are not except. Airline industry was very competitive due to the presence of low cost carrier. Competitions among airline companies has started. Brand loyalty was to be important for airline companies. This study was to figure out how cultural marketing of airline could affect the increase in brand loyalty. At the research model, the authors investigated the relationships between cultural marketing and brand dignity, also brand trust. There were some tests about relationships among brand dignity, brand trust, brand attachment and brand loyalty. Finally we tested the causal relationship between brand attachment and brand loyalty. In the research results, airlines’ cultural marketing had a positive impact on brand dignity. But it did not affect brand trust. Brand dignity and brand trust had a positive effect on brand attachment, and also they positively affected brand loyalty. And brand attachment had a positive impact on brand loyalty.

THE ROLE OF LUXURY BRAND ATTACHMENT ON CONSUMER BRAND RELATIONSHIP

Anwar Sadat Shimul,Michael Lwin,Ian Phau 글로벌지식마케팅경영학회 2017 Global Fashion Management Conference Vol.2017 No.07

This study aims to investigate the role of luxury brand attachment on consumer brand relationship by examining the relationship with trust, commitment, satisfaction and loyalty. This also examines the interrelationships among trust, commitment, satisfaction and loyalty from luxury branding context which provides a good number of theoretical and practical implications. Introduction The global luxury market exceeded $1 trillion in the year 2015 with a 5% annual growth (Bain & Co., 2015). However, industry experts predict that the luxury industry will face challenges in upcoming year primarily due to the economic instability and turmoil in the global foreign exchange market (Robert, 2015). Therefore, the luxury brand executives should carefully target their future consumer segment to sustain the current growth (Luxury Society, 2015). Earlier studies demonstrate that consumers seek various types of emotional benefits from luxury brands such as status seeking (Nelissen & Meijers, 2011), hedonic pleasure (Tsai, 2005), feeling good (Aaker, 1999), pleasurable experience (Atwal & Williams, 2009), mental peace (Silverstein & Fiske, 2003), and impressing others (Wiedmann, Hennigs, & Siebels, 2009). Moreover, these emotional benefits create a comprehensive and memorable experience in terms of ownership and consumption of luxury brands (Choo et al., 2012). Therefore, luxury brand marketers should emphasize more on emotional attachment for building a long term and sustainable customer relationship (Orth et al., 2010). Research Gap Existing literature on consumer-brand relationship mostly considers cross-cultural issues (Chang & Chieng, 2006), reviving brand loyalty (Fournier, 1997), consumer attitude (Aggarwal, 2004), satisfaction (Sung & Choi, 2006), self-brand connection (Cheng et al., 2012), trust-based commitment (Hess & Story, 1995) and such other dimensions on brand evaluation (e.g. Swaminathan et al., 2007). Few studies have considered luxury products (Hodge et al., 2015) and the role of emotional aspects (Hwang & Kandampully, 2012) in the consumer-brand relationship. Still, there is a lack of empirical support for understanding the role of luxury brand attachment into the construct. This research will attempt to fulfil these research gaps. Conceptual Model and Hypotheses Psychological theories explain attachment as the tie between a person and an object or any other components (Bowlby, 1979; Hazan & Shaver, 1994). Brand attachment is defined as a long-term and commitment oriented tie between the consumer and the brand (Esch et al., 2006). The conceptualization of luxury brand demonstrates that the inherent traits of luxury brands are distinctiveness, high transaction value, superior quality, inimitability, and craftsmanship; and luxury brand consumption is mostly emotion laden (Nueno & Quelch, 1998). Based on the existing attachment concepts and theories, we define luxury brand attachment as the emotional bond that connects a consumer with a specific brand and develops deep feelings toward the brand. Several past studies have found that brand attachment reinforces brand trust and there is a positive relationship between brand attachment and trust (e.g. Belaid & Behi, 2011). In addition, Esch et al. (2006) argue that brand satisfaction and brand attachment are interrelated and satisfaction results long-term consumer-brand relationships (Gladstein, 1984). Moreover, strong commitment from the consumers has been identified as a critical factor of long lasting brand relationship (Li et al., 2014; Sung and Choi, 2010). Further, Thomson et al. (2005) find that brand attachment creates behavioural loyalty for which consumers are also willing to pay higher prices. Expecting similar relationship from luxury branding context, we propose that H1: The higher the luxury brand attachment, the greater the consumers trust in that brand. H2: The higher the luxury brand attachment, the greater the consumer satisfaction for that brand. H3: The higher the luxury brand attachment, the greater the consumer commitment to that brand. H4: Higher luxury brand attachment leads to higher behavioural loyalty to that brand. Scholars explain that satisfaction is an essential element of brand loyalty and both the constructs are positively related (e.g. Agustin and Singh, 2005). Past researches find that highly satisfied consumers demonstrate repeat purchases (e.g. Bennett et al, 2005). Past studies also show that trust toward the brand results brand loyalty and strengthen the relationship (Bansal et al., 2014; Belaid & Behi, 2011). Fournier (1997) identify brand trust as the key determinant of brand loyalty. Thus, we propose that H5: Higher satisfaction to the luxury brand leads to higher behavioural loyalty to that brand. H6: Higher trust to the luxury brand leads to higher behavioural loyalty to that brand. Ganesan (1994) argue that a satisfied customer develop trust toward a specific brand. In support of this, Belaid & Behi (2011) state that if a brand becomes successful in fulfilling the promise with consistence performance, the consumer will have satisfaction and positive feeling about the brand. In addition, the authors find a positive relationship between brand commitment and behavioural loyalty. Expecting similar relationship from luxury branding context, we propose that H7: The higher the trust in luxury brand, the more customer satisfaction in that brand. H8: Higher commitment to the luxury brand leads to higher behavioural loyalty to that brand. Summary of the hypothesised relationships are illustrated in Figure 1. Methodology The simple random sampling will ensure proper representation of the target population and eliminate the sampling bias (Cook & Campbell, 1979; Zikmund, 2002). The sample population will be 300 young Australian consumers aged between 20-30 years. Previous studies have found that there is a growth in luxury brand purchase by individuals in younger age groups e.g. 20 – 30 (Hung et al., 2011). Therefore, this is representative of the possible drift in the ages of consumers in the market for luxury brand purchase (Han et al., 2010). A consumer panel from Qualtrics database will be used and the sample frame consists of consumers who have higher brand likeability (Martin & Stewart, 2001). Established scales will be used to measure the constructs. All items will be measured on a seven-point Likert scale with 1 representing “strongly disagree” and 7 representing “strongly agree”. Research Significance This would be the very first study to investigate the role of luxury brand attachment in consumer brand relationship. This research will provide meaningful insights for the brand managers, brand strategists and advertising managers. This research will assist luxury brand managers in allocation of resources for the action plans that will ensure a stronger tie with the consumers in a cost efficient way. For brand managers luxury brand attachment may help them with segmentation process and well as providing direction on improving attachment to the consumers to influence trust, commitment, satisfaction, and loyalty.

The Effects of Young Generation’s Self-Congruity to Luxury Brands on Brand Loyalty through Brand Commitment

함정민,민대규,최철재 한국유통경영학회 2023 유통경영학회지 Vol.26 No.4

Purpose: The aim of this study is to verify the impact of actual self-congruity and ideal self-congruity on brand attachment, while considering the moderating effect of consumers’ gender characteristics. The study focuses on the millennial generation, a young consumer group in Korea. Furthermore, this research seeks to determine the causal relationship between brand attachment and brand commitment, attitudinal loyalty, and behavioral loyalty. Additionally, the study aims to confirm the mediating role of brand commitment in the relationship among these variables. Research design, data, and methodology: The data for this study were collected through individual interviews with 350 domestic millennial consumers who had recently shopped for luxury brands. A total of 339 valid questionnaires were analyzed for empirical analysis. The validity and reliability of the data, as well as the empirical analysis, were tested. The study employed a structural equation model analysis to verify the model fit and test the proposed research hypotheses. Results: Both actual self-congruity and ideal self-congruity exhibited a positive influence on brand attachment. Brand attachment, in turn, positively affected brand commitment and attitudinal loyalty, although it did not significantly impact behavioral loyalty. Brand commitment demonstrated a positive effect on both attitudinal loyalty and behavioral loyalty. Additionally, attitudinal loyalty had a positive impact on behavioral loyalty. The relationship between brand attachment and attitudinal loyalty was partially mediated by brand commitment, whereas the relationship between brand attachment and behavioral loyalty was fully mediated by brand commitment. Gender characteristics were found to moderate the relationship between actual self-congruity and brand attachment, but no moderating effect was observed between ideal self-congruity and brand attachment. Research implications or Originality: Luxury brand managers and marketers should recognize that millennials constitute the primary consumer base for luxury brands. It is crucial for them to develop brand strategies that align with the millennial identity. Specifically, strategies should be devised to enhance brand commitment and foster brand loyalty by incorporating self-concept elements that align with consumers’ gender characteristics.

공연예술 작품에 대한 감성과 경험이 공연 브랜드 일체감과 애호도 및 카테고리 애호도에 미치는 영향에 관한 연구

이장우 경희대학교 산업관계연구소 2009 産硏論叢 Vol.34 No.-

This study examines how (Performing Arts) audience emotion affects brand identification. It also explore show this brand identification is affected by factors such as audience life experiences. Lastly, it explores the relationship between performing arts brand identification and performing arts brand loyalty. This study also reviews factors such as performing arts genre, (audience) performing arts experience (including monthly frequency of experience) and audience demographics. This study reviews audience characteristics such as emotion, life experiences, brand identification and brand loyalty. Historically, statistical analysis has supported the following assertions: Customer emotion has a strong impact on brand identification, while customer life experience likewise affects brand loyalty. In turn, brand identification has a strong impact on brand loyalty and brand loyalty affects category loyalty. However it was found that this assertion was somewhat different as concerns the Performing Arts. It is a necessary first step to establish brand identification to build brand loyalty, and it is also an important process in later building category loyalty. To do this, it is necessary to affect customer emotion. As the statistics above show, Performance Arts customer emotion will affect brand identification when monthly viewing frequency rises to +3 times per month. Also, brand identification will be positively correlated to brand loyalty at this frequency. Therefore, customers with relatively higher viewing frequencies may be open to marketing which causes their emotions to identify with a particular brand; this in turn could lead to eventual brand loyalty. Marketing should also take into account Performance Arts genre, since the importance of particular Performing Arts marketing factors will change according to genre.

THE HOTEL INDUSTRY VS. ONLINE TRAVEL AGENCIES: FOREVER FOE?

Sun-Young Park,Jonathan P. Allen 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

The hotel industry vs. online travel agencies: forever foe? The rise of Online Travel Agency (OTA) conglomerates such as Expedia and Priceline has forced the hotel industry to find ways of working with, or avoiding, an increasingly powerful channel for room distribution, and an increasingly relevant set of brands for consumers (Zhang, Denizci Guillet, & Kucukusta, 2015; Lee, Denizci Guillet, & Law, 2013). Although strategizing how to work with different electronic distribution channels has been studied, very few of them have addressed hoteliers‘ perceptions of OTAs, and how OTAs are affecting the industry. In this exploratory research, we sought to investigate the state of current and possible future relationships between OTAs and the hotel industry, from the perspective of diverse hoteliers in the U.S. Using a grounded theory method (Charmaz, 2014; Corbin, Strauss, & Strauss, 2014) that advises to maximize variety to increase the chances of finding new distinctions through a method of ‗constant comparison‘ between data sources, we interviewed eight highly accomplished hotel industry professionals in the U.S., mostly executives, across a variety of roles. Two of our informants were owners/operators of a large hotel management group (Interviewees 1 and 2), one was a former C-level executive at a major hotel brand (Interviewee 3), one was a senior executive at a midlevel regional hotel brand (Interviewee 4), one was the owner/operator to two family-run independent hotels (Interviewee 5), one was the owner of an independent, luxury hotel online services provider (Interviewee 6), one was the manager of a mid-level major brand hotel (Interviewee 7), and one was the owner of a hotel real estate investment company (Interviewee 8). The interviews were semi-structured on: the influence of OTAs on their business, and the hotel industry in general and current strategies for working with, or competing against, OTAs. The interviewees were guaranteed full anonymity, and the resulting 60-75 minute conversations were fully transcribed. Based on the grounded theory design, we followed gradual phases of data analysis: a preliminary open coding phase where concepts are associated with a line-by-line reading of transcripts; a focused coding phase where a limited number of concepts are chosen for further analysis; and an ‗axial‘ coding phase where concepts are systematically related to each other. During the open coding phase, this study‘s authors individually did initial code generation. They then came together to select the primary themes that emerged during focused coding, and worked together to relate the chosen themes to each other, and to key contextual variables such as industry role, hotel size, and hotel category. The impact of OTAs The first consistent perception of OTAs from every corner of the hotel industry is that they ―are not going away‖ (Interviewees 1, 2, 3, 4, 5, 7, 8). The interviewees noted that OTAs first came into the picture post 9-11 when the market was down. Back then, hoteliers ―signed up for OTAs without thinking about any future impacts‖ (Interviewee 5), and ―did not anticipate how disruptive they were going to be, because the original OTA model was to sell distressed or unusable inventory‖ (Interviewee 1). The negative perceptions of OTAs were widespread, with the use of terms such as ―necessary evils‖, ―evil empires‖, and ―Frankenstein‖ (Interviewees 4 and 5). The hotel industry ―sold its soul‖ to OTAs (Interviewee 1), we [hoteliers] are idiots‖ (Interviewee 8) and ―we hate them all.‖ (Interviewee 5). The interviewees expressed that OTAs have had an unexpectedly significant and negative impact on the hotel industry and their business, ―dramatically changing the landscape of hotel business‖ (Interviewee 8). With a marketing budget far larger than that of many hotels, OTAs have successfully convinced consumers to book on their websites for speed, convenience, choice, and loyalty points, and made them believe – incorrectly, according to the interviewees – that they can get the cheapest rates there. The negative view of OTAs has led to a predominantly zero-sum view of the hotel- OTA relationship. OTAs have consolidated to develop a large network of suppliers, and they have been taking more direct business away from hotels, according to the interviewees. As such, the main impact of OTAs on the interviewees‘ hotel bookings was increasing costs due to commission fees to the OTAs, which ―drive up the customer acquisition cost, [which is why] profit hasn‘t gone up in proportion to the revenue increase‖ over the years (Interviewee 6). All but one interviewee mentioned the term ―rate parity,‖ whereby hotels and OTAs have to offer the same room rates on their respective websites. Nonetheless, one interviewee expressed discontent about OTAs‘ practices of rate parity, because hoteliers have ―no clue what they‘re selling [my inventory] for, especially when hotels are packaged with other travel products‖ (Interviewee 5). To minimize this negative financial impact, hotels try to increase direct bookings as much as possible from their members by offering extra features such as mobile check-in, or better rates available only to them. This ‗closed group‘ offering is also practiced by OTAs through which their loyalty program members can also be offered more favorable pricing or terms. The interviewees mentioned that the impact of OTAs is larger for independent than for chain hotels because independent hotels have no ―big distribution channel, and it‘s a way for [them] to be visible‖ (Interviewee 8). However, OTAs are more expensive for independent than for chain hotels, as the latter can leverage their large size to negotiate better terms with OTAs. The OTA commission rates at the interviewees‘ hotels ranged between 6% and 28%, with the highest rate being for independent hotels. Four interviewees pointed out that hotel location and service/price level influence the degree to which OTAs are utilized. That is, OTAs‘ booking volume is higher at resorts, and at hotels at or near airports with a high guest turnover. OTAs‘ booking volume is also higher for hotels with limited service (economy or budget hotels) than those with higher levels of service/price (luxury or upper scale hotels). The former, as compared to the latter, are akin to ―soap on a shelf‖ (Interviewee 8) because they are not distinctive in the consumer‘s mind, and consumers who choose to stay at the former are typically price-elastic. Although the majority of bookings at major chain hotels are still generated by direct bookings, what concerns the hoteliers most is that the percentage of bookings by OTAs has been ―growing at a double-digit rate for many years‖ (Interviewee 3). This makes the interviewees feel that ―OTAs take customers away‖ from their hotels (Interviewee 8). Strategic response of the hotel industry Although all the interviewees acknowledged and worried about the negative financial impact of OTAs, the only consistent strategy for coping with OTAs was to divert bookings to more cost-effective channels such as direct booking, or ―limit visibility over premium dates as much as possible‖ (Interviewee 8). They responded that they use or have to use most or all major OTAs (e.g., Expedia, Priceline), simply because these are prevalent and most familiar to consumers today. The response to the perceived OTA threat varied, depending on the respondent‘s role in the hotel industry. The REIT investor (Interviewee 8) and the major brand executive (Interviewee 3) displayed the purest zero-sum view of the relationship. The REIT investor believed the best response is to strengthen the bargaining position of hotels and win back lost revenue, expressing that hotels are ―letting other people take all this money…we‘re stupid.‖ From the major brand perspective, the best response was consolidation (getting bigger) to have better leverage in complex OTA negotiations, and to have more capital for marketing campaigns and technology development. For the more ―independent‖ respondents there was more scope to react by working with OTAs at some level. The single hotel manager and the independent hotel owner both used the metaphor of ―playing the game‖ to survive in the new era: ―You‘d better play ball with them if you want a presence online‖ (Interviewee 5). For an independent hotel, ―Expedia is my franchise website‖ (Interviewee 7) because OTAs are ―doing things that I could never do as an independent‖ (Interviewee 5). In particular, they emphasized the necessity to understand and master the digital marketing landscape of social media, review sites, search engine optimization, daily deal sites, and a good online presence on their own websites, expressing ―You gotta fish where the fish are‖ (Interviewee 4). Independent and small hotels do suffer from higher OTA commissions, but can also work in their favor in terms of preferred placement in hotel searches and referrals from OTAs. The technology service company‘s, (Interviewee 6) key strategic response was to gain control over customer data, because customer email addresses are particularly important for ―retargeting and email marketing to get guests back for zero costs‖ but is difficult to obtain when receiving bookings from OTAs. Some interviewees were able to see other potential strategic responses that were promising, but not yet pursued widely. One example was ‗bundling‘ products and services along with hotel rooms in new ways (Interviewees 1, 2, 4, 5, 6), similar to Airbnb‘s recent pivoting of offerings. Recognizing that part of the success of OTAs comes from customer convenience, some interviewees thought that innovations such as eliminating check-in (Interviewee 4) would help hotels cope with the new pressures. The regional hotel chain executive and the hotel management company owners perceived that changes to the physical product offered by hotels were needed to compete with Internet providers, especially Airbnb, saying that hotels need to ―rethink the long hallway‖ and the ―300 square-foot rooms‖ (Interviewee 4). This same executive saw significant barriers to innovation in the hotel industry. ―We [hotel industry] are definitely trying…but we are capital heavy, labor heavy, slow to innovate‖ (Interviewee 4). Discussion Our exploratory findings suggest that hoteliers, across a variety of hotel industry roles, had an almost uniformly profoundly negative, zero-sum view of the OTA relationship. While not dismissing the very real concerns and profitability pressures of the hotel industry, we are concerned that these perceptions may lead hotel industry players to not pursue or develop the relationship between them and OTAs in more mutually beneficial ways. The strategy of choice right now is to simply compete directly with OTAs, which is not a strategy that has necessarily worked for other traditional industries when digital intermediaries have entered their space, especially highly fragmented ones with many service providers such as the media and retail industries (Grossman, 2016). This view of the relationship does explain the relative lack of innovation about how to maximize the benefits of this relationship for both sides. In contrast to the zero-sum view, we would point to an alternative theory such as coopetition (Brandenburger & Nalebuff, 2011). The theory of co-opetition points to two simultaneous processes: the cooperation required to ‗create the pie‘, or create value for all parties; and the competition to ‗divide up the pie‘ or capture the value created. Success in co-opetition comes from ‗changing the game‘ by developing new partnerships with four related parties: customers, suppliers, competitors, and complementors that offer ancillary services. In our data, we saw some tentative recognition of co-opetition possibilities in each of these four categories. For new customer relationships, we saw some desire by hoteliers to improve customer convenience and value, beyond simply increasing loyalty rewards. Some hoteliers recognized that OTAs have succeeded in part because of the consumer convenience and value proposition is a superior one. For new supplier relationships, there is limited recognition that new kinds of hotel products might be needed, supplied by non-traditional sources as in the Airbnb case, or by construction partners when building new hotels. Hotels have traditionally worked with complementors by bundling rooms with various travel services such as gaming or meals, but OTAs and Airbnb now offer similar services, making it difficult for hoteliers to differentiate themselves. Thus, there is an opportunity for hoteliers to creatively rethink their relationship with complementors, which none of our respondents mentioned. Despite the negative perceptions, our respondents reported some possibilities for new relationships with their OTA competitors, by using digital marketing techniques to their own advantage. To take an example, instead of having a booking war against OTAs, Red Lion Hotels strategically decided it would partner with Expedia in 2016. When customers see Red Lion hotel rates on Expedia sites, they see both a loyalty member rate, which is lower, and a non-member rate. Even if they are not part of Red Lion‘s loyalty program, customers can still book the loyalty rate and are then automatically enrolled as Red Lion members – thus enjoying member benefits while at the same time also earning points with Expedia. To complete the enrollment, the customer‘s email address is then sent to Red Lion ―which is a big deal because the online travel agencies don‘t normally share such information with partners‖ (Schaal, 2016b, p. 1). Looking across all four categories of new co-opetition relationships, however, we see little evidence of coordinated, systematic strategies for pursuing them in the hotel industry. For the hotel industry to respond to the rise of today‘s OTAs, and the other technology companies that might enter the industry in the future, we suggest that hotels will need to transcend their negative, zero-sum views of the OTA relationship and actively experiment with new co-opetition relationships. In addition, the hotel industry should also continue to improve the effectiveness of its traditional responses to OTAs, including their loyalty programs and brand loyalty initiatives. Several interviewees acknowledged that consumer behavior is changing and consumers today are not as brand loyal at they used to be. Research results echo the same phenomenon. For example, Wollan, Davis, De Angelis, and Quiring (2017) found that 71% of 25,426 respondents in 33 countries said ‗loyalty programs do not engender loyalty‘; 77% ‗retract their loyalty more quickly than they did three years ago‘; and 61% said they ‗switched one brand to another in the last year.‘ Decreasing brand loyalty is also apparent for hotels. MBLM (2017) found that consumers have the least ‗brand intimacy‘ (emotional bond with a brand) with hotel brands compared to those of other industries such as automotive and retail. Similarly, Oracle Hospitality (2017) found that 58.7% of survey participants (8,000 in Australia, Brazil, Mexico, France, Germany, Japan, U.K. and U.S.) stated that they do not belong to any hotel program. The Global Traveler Study (2014) also found the diminishing meaning of ‗loyalty to one hotel,‘ as 66% of their 4,618 respondents in the U.S., U.K., Germany and China are members of 1-4 hotel loyalty programs, while 15% are members of 5 or more programs. Despite the decreasing numbers and the questioned value of such programs, hoteliers are still trying to make consumers loyal to their own brand by enticing them to join their loyalty program. This effort is to increase direct bookings and compete with OTAs by offering ‗member-only‘ incentives such as member discounts, or additional perks such as free late check-outs, free meals, or free upgrades. However, these incentives may exacerbate the already increasing costs for hoteliers, particularly if they are attracting consumers who are price sensitive and would not book directly unless they get something back. While the interviewees mentioned their efforts to increase direct bookings through loyalty programs, none referred to the cost of those programs. Given the changing consumer behavior toward becoming less loyal to brands, it stands to reason for hoteliers to re-consider their loyalty programs. Conclusion Hoteliers are fighting intermediation and trying to push direct bookings. This is nothing new for them since they have been doing it with traditional travel agencies for years. Yet, bookings with traditional agencies remain strong, and OTA bookings continue to grow. It seems that it might be time for hoteliers to quit fighting intermediation, and embrace the ―good‖ that it can bring by adopting a co-opetition mindset, while also creatively thinking about brand loyalty programs and what they might bring to that mindset – if anything. In the zero-sum perception of OTAs, however, we found little space for innovative thinking about how to create new offerings through new partnerships, or loyalty programs. While existing OTAs, and emerging OTAs such as Airbnb, are personalizing services for customers, offering new services that are bundled with rooms, and new products with a new population of room suppliers, the hotel industry‘s response is to simply copy what the OTAs are doing and apply it to their own online bookings. We urge the hotel industry to move beyond this response, and be equally creative in finding new co-opetition opportunities that speak to the traditional strengths of the hospitality industry and its experienced professionals.