Holistic augmented reality brand equity (HARBE) model: building customer-based brand equity through augmented reality

Branding has emerged as a top management priority in the last decade due to the growing realization because it is not only a name or symbols; it embodies everything that the product or service means to the consumer. The brand is a most valuable intangible asset. The purpose of this study is to create strong brand equity through developing and implementing a brand strategy from Bangladeshi supermarket's perspective. The concept of brand equity emerged in the early 1990s. This paper contained a new brand equity model in the perspective of Bangladeshi supermarket and implements this new model to find out how much effective this model in supermarket's branding strategy. The main asset dimension of new brand equity model is value based. The five stages APCJC value-based model highlights Cordial Reception stage that created by imagining and feel. Actually, the cordial reception we meant here at this stage super marketers should pay heed of their brand reception because there is no necessity to hold them separately in perspective of Bangladesh. We used qualitative research techniques for conducting research that is exploratory in nature and secondary data analysis is used to address the objectives of this study. This paper also breaks down the Keller brand equity model that is known as the Customer-Based Brand Equity (CBBE) Model. Implementing the APCJC value-based brand equity model, the paper finds out that “SHOWPNO” leads the Bangladeshi supermarket by maintaining brand strategies rules and create strong brand equity among its consumer mind. High brand equity provides a company with many competitive advantages because a powerful brand carries high credibility and also offers the company some defense against fierce competition.

The chapter describes brand equity and its types. Moreover, it brings unique pieces of work representing the phenomenon of internal brand management (IBM) along with the impact of employee-based brand equity (EBBE) on customer-based brand equity (CBBE). There are mainly three types of brand equity: financial brand equity, CBBE, and EBBE. The author has referred to the literature on EBBE and CBBE in chronological order. The prominent models of CBBE and EBBE are briefly discussed. The impact of EBBE on CBBE is highlighted; moreover, the combined effect of both EBBE and CBBE on the market performance of the organization is described through a framework. The application of EBBE across various industries is also discussed in the chapter. The author has cited the most significant work on brand equity in a descriptive way highlighting the importance of brand equity in general and the impact of EBBE on CBBE in particular. The importance, integration, and combined effect of EBBE and CBBE on market performance have been discussed.

Subject area Marketing Management, Product & Brand Management, Entrepreneurship. Study level/applicability This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship. Case overview The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face? Expected learning outcomes The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.

The emergence of smartphones has brought a transformative change in the smartphone industry in terms of technological innovations and business decision-making dynamics. Smartphones have appeared in the market as the standard configuration and currently represent the fastest-growing market segment in the telecommunications industry. It is considered a highly involved product that is relevant and important to the buyer due to its daily use and multiple functionalities. With this growth in smartphone use, the market has been more competitive with the emergence of new brands leading to a wide range of brand selection opportunities for customers. Therefore, there is a need for smartphone companies to understand customers’ brand equity before implementing strategic decision-making to promote their brands. This paper introduces a conceptual framework based on the theoretical framework of Keller and Aakar’s Customer-Based Brand Equity (CBBE) models. This conceptual framework consists of nine constructs organised into three layers: marketing programs, brand equity dimensions, and brand equity. The framework has been validated using a quantitative survey of Nepalese smartphone users in two phases. In the first phase, Exploratory Factor Analysis (EFA) has been performed to measure the reliability of the constructs and the Factor Loading (FL) of the scales under each construct of the proposed framework. In the second phase, the survey questionnaire has been revised based on the analytical results of the first phase, and the full-phase survey has been conducted. The full-scale survey data has been analysed using Confirmatory Factor Analysis (CFA). Hence, the relationship between the constructs has been measured using Structural Equation Modelling (SEM) for the proposed framework. This proposed framework has focused on different strategic decision-making constraints of smartphone marketing, which decision-makers can utilise to develop market policies and other business decisions. The results have indicated that the Product Features (PF) have an important role in creating positive Perceived Quality (PQ) if the promotion has been made to create Brand Awareness (BA). Positive PQ helps in enhancing Brand Image (BI). Marketers need to focus on creating positive Brand Preference (BP), as BI is not sufficient in creating Brand Loyalty (BL) and Brand Repurchase (BR).

<div><p><em>As consumers of health services, patients are increasingly aware of their rights and demand quality health services. The high quality of hospital services is expected to lead to satisfaction and positive patient experiences, which can positively affect the hospital's brand. Brand equity is a precious hospital asset to face a competition between hospitals. Seto Hasbadi Hospital faces stiff competition in Bekasi City with 40 other hospitals. In this study, Seto Hasbadi Hospital wanted to find out how the marketing activities affect the customer experience, which affects the Customer-Based Brand Equity (CBBE). This research uses marketing variables: physical environment, interpersonal care activity, technical process, administrative process, core services, service communication, access convenience, social responsibility, customer experience, and customer-based brand equity (CBBE). The number of samples in this study was 376 respondents with data analysis using Structural Equation Modeling with SmartPLS software. Marketing activities that positively and significantly impact customer experience are the physical environment, access, convenience, and social responsibility. The customer experience variable positively and significantly affects the Customer-Based Brand Equity variable. Because the R square value of the Customer-Based Brand Equity is very small, further research can look for other factors that can affect the brand equity of Seeto Hasbadi Hospital</em><em></em></p></div>

ABSTRACTStudies that measure the brand equity of destination brands by using the Customer-Based Brand Equity (CBBE) model in a developing country context are scarce. The present study investigates the destination brand equity of the Lahore Fort by employing the CBBE model in a developing country context of Pakistan. Following the positivist tradition, we adopted a survey-based approach to collect data from 237 tourists visiting the Lahore Fort. Data were collected through a questionnaire developed to explain the relationship of brand awareness, brand image, brand association, and brand loyalty with Lahore Fort’s overall brand equity. We used various robust statistical techniques such as correlation, regression and confirmatory factor analysis (using PLS method) to reach meaningful conclusions and found that brand image and brand associations positively contribute to brand loyalty. Furthermore, brand loyalty significantly contributes towards overall brand equity. Pragmatically, this study measures the customer based brand equity of the Lahore Fort, a destination brand. The results are useful as they suggest a few strategies that can help policy makers to enhance Lahore Fort’s brand performance.

Brand equity is a brand’s incremental value due to its name. It has been long argued that brand equity must be the ultimate criterion of success in brand management because brand equity contributes both to long-term sales and long-term profits. Celebrity endorsement has gained prominence as a popular resource for marketing strategies among many firms. This research aims to empirically test the role of celebrity endorsements in the brand equity formation process. This study explored the relationship between celebrity endorsements and four dimensions of brand equity of Aaker’s (1991) brand equity model in Indian luxury products market. Data were collected through a shopping mall intercept survey of 202 respondents in the cities of Delhi, Gurgaon, Faridabad, Noida and Chandigarh. Exploratory factor analysis was used for reducing the number of scale items while regression was used to test the proposed hypotheses. The results show a positive and significant effect of celebrity endorsements on two brand equity dimensions, that is, brand awareness and brand associations, but celebrity endorsements do not have any significant influence on other two dimensions, that is, perceived quality and brand loyalty. We finally discuss the implications—both theoretical and managerial—before providing directions for future research.

Airline brand management: A practical perspective to brand management in the airline industry

ABSTRACTIn an increasingly competitive media market, branding is a potent tool in the hands of media firms. Though significant developments have taken place in the realm of practice, there is sparse research in the academic domain on consumer-based brand performance drivers in the media industry. The objective of this article is to establish the variables that affect the customer-based brand equity (CBBE) of newspaper brands. A survey of local newspapers was undertaken, among consumers in India, to establish a brand equity model for newspapers, based on Aaker’s CBBE theory. Data were collected through survey, and factor analysis of the data indicated that localisation, ideology, credibility, and entertainment are the variables that influence CBBE. Subsequently, structural equation modelling revealed that all the variables had positive impact on brand equity. For marketers of newspapers, this study identifies the factors that they need to focus on if they want to garner the equity of the brand. For the first time, a model is being proposed to predict the CBBE of newspapers, and this can be the basis for further research into whether this model is feasible for other media products as well.

User-generated content, or UGC, is a marketing buzzword which means a form of customer-generated brand-related communication on social media sites. This study offers insightful information on how user-generated content affects consumer-based brand equity when present on social networking platforms. Purpose This study focuses on what motivates consumers to create User Generated Content (UGC) and what is the influence of Brand- Related UGC (Br-UGC) on Customer-Based Brand Equity (CBBE). It also studies the mediating role of Brand Attachment in influencing the Br-UGC on CBBE. Design The research was carried out by utilizing a survey questionnaire, which was administered to 364 participants selected through the convenience sampling method. Methodology Smart PLS 4.1 software has been used to establish the results of this study. Statistical tests have affirmed the validity and the reliability of the proposed framework. Findings The result of this research suggests that an urge to create, contribute, empowerment and self-recognition motivates the consumer to create content online. User-generated content serves as a powerful platform to motivate consumers to buy brands online on marketplaces and social media platforms. The powerful impact of Brand Attachment is also confirmed by the results of the study. Practical Implications This research aids the marketing professionals and brand managers in encouraging consumers to engage in generating content online. Originality/Value This study one of the first study to validate the mediating function of brand attachment between UGC and Brand Equity.

Conceptualising consumer-based service brand equity (CBSBE) and direct service experience in the airline sector

Purpose – There is a lack of research on the causal relationship between a tourism destination’s new brand equity and travel intention. This study aims to identify and explore the model of tourism destination new brand equity, validate and evaluate the relationships between tourism destination new brand equity elements and travel intention in the context of tourism destinations. Design – This study collected primary data from March to May 2021 based on a questionnaire survey of 589 domestic tourists traveling to Dong Thap province. The newly proposed conceptual framework was evaluated and validated using the PLS-SEM method. Findings – The main new findings of this study were the identification of the nine constructs of destination brand equity and their association with travel likelihood. The study revealed the effect of the new constructs of destination brand equity constructs on travel willingness, which can promote domestic tourism in Dong Thap province. Originality of the research – The current study can be considered as an important contribution to the theoretical and managerial implications for local authorities to understand the new model of destination brand equity from the perspective of domestic tourists. The findings of this study may increase travel intention and promote tourism in Dong Thap province.

The primary objective of this research endeavor outlined in the thesis was to evaluate the impact of the individual dimensions of Customer-Based Brand Equity (CBBE) – brand awareness, brand association, perceived quality and brand loyalty – on the overall brand capital of the researched amateur football club Talent Warszawa. The author sought to discern which among the individual dimensions of CBBE exerted the most significant influence on fostering the overall brand capital of the club under examination. A questionnaire was distributed amongst the constituents of Talent Warszawa, including players, parents and guardians, players’ families, and supporters of amateur football. The survey garnered responses from a total of 102 stakeholders affiliated with the club. The reliability of the measurement scale was validated through Cronbach’s Alpha analysis. The findings of the study evince a positive correlation among all variables under scrutiny, encompassing brand awareness, brand association, perceived quality, brand loyalty, and the overarching construct of CBBE. Notably, perceived quality emerged as the factor showing the highest positive correlation (0.88), thus indicating the most robust positive association with CBBE. However, despite the observed positive relationship, brand awareness manifested the lowest correlation with the overall consumer-based brand equity (0.70), relative to the other investigated factors. Using the insights from this study, amateur sports clubs can strategically manage brand elements to foster brand equity, emphasizing the importance of brand awareness as an initial step in building a positive brand image and fostering fan engagement and loyalty. Overall, the findings provide valuable insights into effective brand management strategies for amateur sports clubs to enhance their brand equity and foster enduring relationships with fans.

Accurately evaluating consumer-perceived innovation is essential for driving enterprises to adopt innovative strategies under appropriate guidance, ultimately leading to the establishment of competitive advantages. However, the ongoing debate regarding the inconsistent results of brand innovativeness highlights the need for researchers to explore how and to what extent consumer-perceived innovation can yield positive outcomes, such as brand loyalty and consumer satisfaction. More specifically, investigating the mechanisms through which consumer-perceived innovation influences brand loyalty—particularly with a focus on Consumer-Perceived Brand Innovation based on Urban Culture (hereinafter, CPBIUC)—is crucial for enterprises seeking to develop effective brand innovation strategies and build brand equity. Drawing on the Customer-Based Brand Equity (hereinafter, CBBE) model, this study examines the mediating role of brand resonance and brand image in the relationship between CPBIUC and brand loyalty, while also exploring the moderating effects of government policies and city image. A survey of 303 consumers was conducted to test the conceptual model. The empirical findings indicate that CPBIUC enhances brand loyalty through brand resonance and brand image. Additionally, government policies and city image negatively moderate the relationships between CPBIUC and brand resonance. These findings provide valuable insights into leveraging urban culture capital for brand innovation from the consumer perspective, elucidate the mechanism linking CPBIUC to consumer brand loyalty, and highlight the intervention effects of public administration and tourism fields, such as government policy and city image.

Customer-Based Brand Equity (CBBE) is a crucial concept in marketing that focuses on understanding and leveraging the value of a brand from the consumer’s perspective. Developed by Kevin Lane Keller, the CBBE model outlines how a brand’s strength is built and maintained through customer perceptions, associations, and experiences. The model is structured into four key dimensions: brand identity, brand meaning, brand response, and brand resonance. Each of these dimensions plays a vital role in creating a brand that is not only recognized and trusted but also deeply embedded in the consumer’s daily life. By focusing on how customers perceive the brand, the CBBE model helps organizations to strategically manage brand equity, ensuring long-term brand loyalty, competitive advantage, and financial success (Li et. al., 2020; Raza et. al., 2020; Wei, 2022; Coudounaris, 2024). In the context of higher education, the application of the CBBE model is particularly significant. As universities and colleges increasingly compete on a global scale, the perception of their brand among prospective students, alumni, employers, and other stakeholders becomes a critical determinant of success. A strong brand in higher education can influence student enrollment, retention, and overall satisfaction, while also enhancing the institution’s reputation and market position Khoshtaria et. al., 2020; Pinar et. al., 2020; Gardiana et. al., 2023). By employing the CBBE model, educational institutions can systematically build and manage their brand equity, ensuring that they resonate with their target audience and foster long-term loyalty and advocacy. This approach not only supports the institution’s immediate goals but also contributes to its sustainability and growth in an increasingly competitive and dynamic environment.