Purpose This paper aims to empirically test a model of different facets of perceived value (economic, emotional, aesthetic and convenience) and social mindfulness (SM) as determinants of consumer satisfaction and repurchase intentions of mobile smart wristbands. Design/methodology/approach A questionnaire designed to assess these effects was administered to students at a Midwestern US university. Data were analyzed using AMOS structural equation modeling software. Findings The findings reveal that SM was significant in explicating perceived convenience value. The utilitarian value measures in the model (economic and convenience) were found to significantly affect satisfaction and in turn, repurchase intention. Surprisingly, all hedonic-related constructs in the model (emotional and aesthetic) did not significantly affect satisfaction and subsequently, repurchase intentions. Practical implications Findings from this research suggest that when targeting young adults, marketing managers and retailers should focus their efforts to convenience value as influenced by SM. Originality/value This is one of only a few studies in marketing to investigate the role of SM and perceived value on satisfaction and repurchase intentions of a technology gadget among young consumers.

This study investigated factors that predict propensity to use smartbands to engage with brands. The study shows that the bandwagon effect moderates the relationship between self-monitoring, personal attachment, ease of use, convenience value, and satisfaction with smartbands. Since the strong bandwagon effect diminishes the relationship between perceived ease of use and satisfaction levels, managers can take steps to moderate that relationship. As compared to previous customer engagement studies rooted in the traditional idea of personalized communication with consumers, such as customized emails and messages, this study underscores the importance of community engagement by studying the bandwagon effect to see how different customers respond to brand engagement through smartbands. Suggestions for managers are provided.

The purpose of this study was to fill the gaps in the literature in terms of understanding how marketing and international entrepreneurship educators have responded to the impact of the pandemic on experiential learning pedagogy in developing countries. To address these gaps in the literature, this article conceptualizes a Classroom-run Virtual Startup Incubator (CVSI) program as a virtual learning space for seamless collaboration, networking and relationship building among multiple stakeholders across borders to inspire students to create startups and marketing alliances in marginalized communities. This article extends the KNOW-DO-BE model to include the OPERATE dimension to encourage innovation, experimentation, failure, and collaboration opportunities among the participants on the CVSI platform. Also, the study shows that relational/network approaches such as the resource dependence theory are important lenses for understanding participants’ experiences on the CVSI platform. These theoretical contributions are based on the analysis of the qualitative case studies gathered from the experiential learning experiences of students and mentors who participated in the CVSI program.

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