The cosmetic industry in emerging economies such as Malaysia shows vast growth. However, fierce competition has forced domestic cosmetic brands to be more competitive. Brand loyalty is one of the key aspects of management to retain the competitive advantages of the market. Thus, this research would like to investigate the factors that led to the brand loyalty of the domestic cosmetics brand in Malaysia. There are four independent variables in this study, namely brand price, brand perceived value, brand satisfaction, and brand trust, while brand loyalty is a dependent variable. A correlation study was conducted to determine whether there is a positive relationship between the dependent variable and the independent variable. The purpose of this study is twofold: First, to examine the level of loyalty of domestic consumer brands; second, to investigate the relationship between brand prices, brand satisfaction, brand trust, and brand perceive value to the brand loyalty of cosmetic brand. A survey was conducted to measure these variables. A total of 200 useable questionnaires were collected from a commercial hub in Malaysia. Descriptive and correlation analysis were used to investigate the level of loyalty and to test the relationship between these variables.
Transportation is extremely important in contributing to the life quality development of urban areas. However, it has influenced negatively on individuals and the environment due to carbon emissions and gases. Worldwide, organizations and countries are exploring a solution and have developed Electric Vehicles (EVs) as the best possible solution. Electric vehicles emit no exhaust emissions and are powered by batteries. The adoption rate of EVs in rich countries is increasing year after year, while consumer adoption intention of EVs in poor countries is quite low, particularly in Malaysia. The ownership percentage of Internal Combustion Engine Vehicles (ICEs) in Malaysia is 93 percent, placing it near the top of the globe, but EV adoption is just about 3.5 percent. Consumer awareness of EVs is quite low, which is why consumer adoption intentions toward EVs are not increasing. Malaysia is the world's 26th highest emitter of carbon and greenhouse gases (GHG). This study will assist in identifying the characteristics that can maximize consumer interest in EVs and will be beneficial to the government and industry in developing the market as stated in the Paris accord and achieving the Carbon Neutral Nation 2050 aim. The study will go through the motivators that lead consumers to purchase EVs. These characteristics will provide transportation sectors insights on bridging the demand and supply of sustainable vehicles.
Two models of corporate brand or reputation management include "leadership and success" as a dimension that influences reactions of multiple stakeholders to organisations. Primary groups of stakeholders such as shareholders/investors, employees, and customers, often associate leadership of organisations with Chief Executive Officers (CEOs) or managing directors. This paper proposes that if CEOs are to be capitalised as part of corporate brand management, their leadership should be projected clearly to stakeholders to influence stakeholder attitudes. Although some studies tend to focus on linking leadership brands and transformational leadership to employees' commitment, little is known what type(s) of leadership is (are) attractive to multiple stakeholders. Both, leadership brands and transformational leadership, can be presented as leadership archetypes, that is, personifications of abstract leadership qualities summing up leaders' traits and behaviours in situational contexts. Using the Competing Values Framework (CVF) for leadership, the researchers reviewed publications of CEO leadership in situational contexts and classified the CEO leadership roles based on the respective scholars' conceptual definitions. The classification revealed that CEOs were perceived as playing multiple leadership roles, which are manifested into leadership archetypes. The archetypes were derived from respondents' perceptions and had different labels subject to the situational contexts. Some of the archetypes reflect CEO functional roles, whilst others were metaphoric. A few leadership archetypes were common across academic literature, whilst others were not. These archetypes offer explicit representations of "leadership" dimension of the CBM models and can assist image generators to gauge which leadership archetypes are excellent or appealing to multiple stakeholders.
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