Creating emotional brand attachment is a key branding issue in today's marketing world. One way to accomplish this is to match the brand's personality with the consumer's self. A key question, however, is whether the brand's personality should match the consumer's actual self or the consumer's ideal self. On the basis of two empirical studies of 167 brands (evaluated by 1329 and 980 consumers), the authors show that the implications of selfcongruence for consumers' emotional brand attachment are complex and differ by consumers' product involvement, consumers' individual difference variables, and the type of self-congruence (fit of the brand's personality with the consumer's actual self versus with the consumer's ideal self). On a general level, actual self-congruence has the greatest impact on emotional brand attachment. Product involvement, self-esteem, and public self-consciousness increase the positive impact of actual self-congruence but decrease the impact of ideal self-congruence on emotional brand attachment. The authors discuss important managerial and academic implications of these findings.

In recent years, companies have been confronted with a new type of negative consumer behavior: consumers who have turned hostile and who are strongly determined to cause damage to the brand. Empowered by new technological possibilities, an individual consumer can now wreak havoc on a brand with relatively little effort. In reflection of this new phenomenon, the authors introduce the concept of consumer brand sabotage (CBS). On the basis of different underlying motives, a conceptual framework distinguishes CBS (a form of hostile aggression: harming the brand as dominant motive) from other forms of negative consumer behavior, such as customer retaliation and negative word of mouth (instrumental aggression: harming a brand is only a means to achieve other objectives, e.g., restoring equity). This framework adapts insights from aggression and appraisal theories as well as qualitative interviews with actual saboteurs to a consumer–brand relationship context in order to develop an improved theoretical understanding of the under-researched phenomenon of CBS. The authors analyze the mental escalation processes of individual consumers toward CBS and develop a road map for future research.

Customers' long-term brand relations are crucial drivers of a service brand's sustainable competitive advantage. This research empirically examines the quality of customer-service brand relationships in the context of an airline's frequent flyer program. The authors show that service brand relationship quality (BRQ) involves both a hot (based on emotions) and a cold (based on object-relevant beliefs) component. They find that these two components have different implications for a service brand's performance and are at least partially driven by different antecedents whose relative importance changes over time. Specifically, cold BRQ is important for word-of-mouth behavior and is strongly driven by partner quality (i.e., the generalized assessment of the brand in its role as a relationship counterpart). Hot BRQ, on the other hand, has a stronger impact on willingness to pay a price premium and consideration set size. In early stages of a customer-brand relationship hot BRQ is more strongly driven by self-congruence (i.e., consumer's perception of the fit between his/her self and the brand's personality), in later stages partner quality becomes more relevant. The authors discuss the implications of their findings for the development of BRQ and the implementation of alternative growth strategies in a services context.

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In the context of retail branding, the recently identified and conceptualized phenomenon of consumer brand sabotage (CBS) has become highly relevant as CBS does not only harm targeted manufacturer brands but also related retailer brands. Whereas the necessity of a managerial response to CBS seems evident, finding the most effective retailer response appears to be more complex. This article examines potential negative spillover effects from a sabotaged manufacturer brand on the respective retailer. Furthermore, it studies outcomes of different response strategies of retailers and takes important contingency factors (i.e., type of CBS and retailer's assortment size) and process variables (i.e., fairness perceptions) into account. Based on two large-scale online experiments, this article reveals negative spillover effects from a sabotaged manufacturer brand on the retailer brand and that an adequate response of the retailer (i.e., delisting vs. continuing to carry the brand) can decrease this effect, depending on contingency factors.