Primacy and recency effects for the recall of brands across three product categories

The effect of the first brand recalled compared to later brand name recall has been explored in this research. In category cued recall events, the first brand recalled has greater linkages to associations in memory, and is a brand to which consumers are disposed more positively. In addition, the first brand recalled does not inhibit recall of competing brands, but has a facilitating effect on the number, positiveness and uniqueness of associations to the brand name. This concept was explored across three product categories: that of a fast-moving consumer good, a service and a durable. In addition, the first brand recalled was related to the last brand purchased for the services category.

An exploration of the propensity of consumers to recall brand associations for fabricated brands

This conceptual paper discusses the investigation of the recall of brand associations of consumer for brands of high and low salience, as well as for fabricated brands. There has been research on brand associations for "fake" or counterfeit brands, and also for brands with low residual awareness, but there has been little research on the role of brand associations for fabricated brands. This study will investigate the role of brand associations and the propensity of consumers to recall brand associations for brands that do not exist. It is proposed that consumers may revel1 to recalling associations for the product category when they are confronted with a brand name that does not exist. It is proposed to test this with an experimental method, utilising high salience, low salience and fabricated brands from a fastmoving consumer good and a service category. This study will have implications for the manner in which respondents utilise information related to a brand, and also the manner in which marketers advertise their brands, in order to differentiate the brand from others.

Consumer-citizens of China : the role of foreign brands in the imagined future China

This book presents a comprehensive examination of Chinese consumer behaviour and challenges the previously dichotomous interpretation of the consumption of Western and non-Western brands in China.

The use of Western brands in asserting Chinese national identity

Chinese consumers employ Western brands to assert competing versions of Chinese national identity. These uses emerged from findings that Chinese form meanings of Western brands, drawing from select historical national narratives of East-West relations: the West as liberator and Western brands as instruments of democratization; the West as oppressor and Western brands as instruments of domination; the West as subjugated and Western brands, by their own subjugation, as symbolically erasing China’s past humiliations; and the West as partner and Western brands as instruments of economic progress. Our emergent theory elaborates processes by which Western brands are shaped by macrolevel, sociohistorical forces to motivate consumers’ responses to them as political action tied to nation making.

It's a dirichlet world: Modeling individuals' loyalties reveals how brands compete, grow, and decline

The Dirichlet is one of the most important theoretical achievements of marketing science. It provides insights into the distribution of consumer loyalties and is used widely in industry for benchmarking and interpreting brand performance. The Dirichlet’s implications run counter to some well-entrenched marketing pedagogy and so, unsurprisingly, it has attracted criticism arguing that it cannot adequately reflect the dynamic nature of consumer choice. The authors address these criticisms by discussing how consumer loyalties are manifested and examining whether changes in consumer loyalties do, in fact, disrupt Dirichlet buying patterns. To the best of our discipline’s knowledge, based on extensive empirical and theoretical work, brands compete in a Dirichlet world.

Addressing the complexities of managing domestic and multinational corporate brands

Purpose – The purpose of this paper is to focus on the differences between managing domestic corporate brands (DCBs) and multinational corporate brands (MCBs), and presents a framework highlighting six types of complexity associated with managing both forms of corporate brands in an international business context.

Design/methodology/approach – This paper proposes a framework addressing six types of complexity involved in managing DCBs and MCBs drawing on the literature related to corporate branding, corporate brands, and domestic and multinational corporations. The six types of complexity examined include: strategic role, organisational structure, culture, knowledge, positioning and extended responsibility.

Findings – The research identifies that DCBs have a lower degree of complexity in regard to strategic role, knowledge and positioning, but have a higher level in regard to organisational structure, cultural and extended responsibility complexity. MCBs face more complexity than DCBs across all dimensions because they operate across business environments and need to coordinate activities while adapting to environmental differences.

Practical implications – The findings highlight the importance of environmental complexity for firms managing brands globally. The issues of complexity identified in this paper need to be understood if firms are to effectively build and manage their corporate brands within and across markets.

Originality/value – The paper highlights the concepts of DCBs and MCBs, and identifies the factors that contribute to the complexity of managing these two types of corporate brands domestically and internationally.

Are food brands that carry light claims different?

Little is known about the market performance of brands that carry light claims (for example low fat, low sugar) in comparison to their regular counterparts. In order to fill this gap, we explore whether light brands perform similarly to regular brands in terms of (a) brand performance measures (BPMs), such as market share (MS) and penetration, (b) loyalty levels, and (c) customer sharing. We analyse three product categories (cola, flavoured carbonated beverages and margarine) using UK household panel data provided by Kantar. The results show that when considering standard BPMs (that is MS, penetration and purchase frequency), regular brands receive higher BPMs than light brands. However, when considering repeat purchase loyalty, light brands achieve greater levels of loyalty than their regular counterparts. Finally, light brands share their buyers more with each other than expected, suggesting the existence of market partitions, although these are not isolated as buyers of these brands still buy regular brands. © 2014 Macmillan Publishers Ltd.

Exhibitions as sub-brands: an exploratory study

The purpose of this paper is to explore the adoption of major exhibitions, often called blockbusters, as a sub-branding strategy for art museums. Focusing the experience around one location but drawing on a wide data set for comparative purposes, the authors examine the blockbuster phenomenon as exhibition packages sourced from international institutions, based on an artist or collection of quality and significance. The authors answer the questions: what drives an art museum to adopt an exhibition sub-brand strategy that sees exhibitions become blockbusters? What are the characteristics of the blockbuster sub-brand?