Brand value chain in practise; the relationship between mindset and market performance metrics: A study of the Swedish market for FMCG

Anselmsson, Johan; Bondesson, Niklas

doi:10.1016/j.jretconser.2015.03.006

Cited by 22 publications

(22 citation statements)

References 73 publications

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“…A finding that is in line with previous studies comes from Netemeyer et al (2004) and Anselmsson & Bondesson (2015).…”

Section: Brand Strength -Overall Retailer Equity (Willingness To Buy)supporting

confidence: 93%

“…These are the components that make up the "brand equity chain" presented in Figure 1 (similar frameworks can be found in Keller and Lehmann, 2003;Kotler and Keller, 2012;Wood, 2000;Anselmsson and Bondesson, 2013;Feldwick, 1996;). More recently, several studies have empirically examined the components of the brand equity chain, including investments in areas such as advertising and sales promotion (Buil et al, 2013), important facts of image (Huang and Sarigöllü, 2012), strength (Anselmsson and Bondesson, 2015) and value (Stahl et al, 2012). Brand investments or marketing programme investments affect brand equity, either intentionally or unintentionally.…”

Section: Customer-based Brand Equitymentioning

confidence: 99%

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Customer-based brand equity and human resource management image

Anselmsson

Melin

Bondesson

2016

EJM

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Purpose The purpose of this study is to investigate the relationship between an organization’s human resource management (HRM) image and its customer-based brand equity. Research into HRM in relation to branding has mostly dealt with how to attract and maintain employees through employer branding. The present study attempts to link HRM directly to marketing and branding aimed at customers as an altruistic dimension of the brand image and as something that applies to customers’ sociological needs. Design/methodology/approach The study is based on a survey of Swedish customers in two different retail categories: groceries and home decoration. Findings The results show that HRM image is distinct from a more traditional service image and that there is a significant relationship between favourable customer perceptions of an organization’s HRM and customers’ willingness to buy and pay a premium for products provided by the retail chain. This finding leads to the conclusion that HRM is not only relevant for employer branding, internal branding and operations management but also plays a significant role in building customer-based brand equity. The results show that further integration of HRM and brand management is needed, both in theory and practice. Originality/value This study takes a holistic approach to marketing and is one of the first attempts to incorporate HRM and employer branding into the customer-based brand equity framework. Implications for future research, retailing and other businesses are discussed in the conclusion.

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“…A finding that is in line with previous studies comes from Netemeyer et al (2004) and Anselmsson & Bondesson (2015).…”

Section: Brand Strength -Overall Retailer Equity (Willingness To Buy)supporting

confidence: 93%

Section: Customer-based Brand Equitymentioning

confidence: 99%

Customer-based brand equity and human resource management image

Anselmsson

Melin

Bondesson

2016

EJM

Self Cite

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“…One crucial aspect of strategic branding is understanding, measuring, and evaluating brand equity (Keller, 1993). Brand equity is an important concept for retailers given its association with purchase behavior, market share, financial performance, and shareholder value (Aaker, 1991;Anselmsson and Bondesson, 2015;Keller and Lehmann, 2003;Swoboda et al, 2016). Given the intensified competition in the retail industry, a better understanding of retailer brand equity is strategically important for both retail management and retail performance (Arnett et al, 2003;Das et al, 2012;Keller, 2010;Londoño et al, 2017;Swoboda et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

An integrated retailer image and brand equity framework: Re-examining, extending, and restructuring retailer brand equity

Anselmsson

Burt

Tunca

2017

Journal of Retailing and Consumer Services

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Retailers are amongst the world's strongest brands, but little is known about retailer brand equity. In spite of their extensive use, we argue that current operational models are too abstract for understanding the uniqueness of the retail industry and too simplistic to understand the interrelationships among the dimensions in the retailer brand equity building process. This study contributes to the existing and largely generic retailer equity frameworks in three ways: first, by incorporating retail specific dimensions from the retailer image literature; second, by re-examining and developing the structures and relationships between the dimensions of retailer equity by testing alternative structures commonly used in the more general brand equity literature; and finally by creating a short and parsimonious scale for assessing retailer brand equity in different contexts. Three alternative models are compared and tested on six brands in both convenience and shopping goods categories, ranging from discount to middle range price levels. The outcome is an operational framework supporting the main building blocks of the conceptual brand resonance model presented in Keller (2001) with seven dimensions structured in a four-step sequence as awareness → pricing policy, customer service, product quality, physical store → retailer trust → retailer loyalty, thereby describing retailer brand equity as a four-step process. The extended, although parsimonious, 17-item retailer equity scale can be used by academics as well as practitioners to examine the underlying values of retailer brands and has the potential to incorporate additional dimensions and attributes to investigate specific retail contexts without creating lengthy questionnaires.

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“…In European supermarkets, the FMCG attrition rate can reach 15-20%, which may block the development of a sustainable economy and lead to losses amounting to millions of dollars [10,11]. To reduce profit loss, some retailers will set a higher price for FMCGs, thereby leading to the decrease of consumer purchasing frequency [12].…”

Section: Introductionmentioning

confidence: 99%

The Consumer Demand Estimating and Purchasing Strategies Optimizing of FMCG Retailers Based on Geographic Methods

2018

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Abstract:The fast-moving consumer goods (FMCG) industry is expected to grow dramatically given the rapid increase in purchasing power of Chinese consumers over recent years. In order to facilitate the sustainable development of the Chinese FMCG market, it is important for FMCG retailers to understand the provincial market demand and make out flexible purchasing strategies. This paper proposes a new combination of geographic methods to estimate market demand at the micro-scale through historical sales data. Based on the consumer demand of regions and the sales performance of nearby regions, this study also proposes a method to decide what kinds of optimizing purchasing strategies should be adopted for the retailers in different areas, the positive strategies or the conservative strategies. The sales data of FMCG retailers in Guiyang was used in the experiment, and the results showed that their theoretical sales could be improved by over 6.5% and 10.2 under two strategies. The findings indicate that this study can provide practical guidance for retailers to estimate the market demand, and develop suitable optimizing purchasing strategies, thus improving the profit of retails and decreasing the risk of products waste.

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Brand value chain in practise; the relationship between mindset and market performance metrics: A study of the Swedish market for FMCG

Cited by 22 publications

References 73 publications

Customer-based brand equity and human resource management image

Customer-based brand equity and human resource management image

An integrated retailer image and brand equity framework: Re-examining, extending, and restructuring retailer brand equity

The Consumer Demand Estimating and Purchasing Strategies Optimizing of FMCG Retailers Based on Geographic Methods

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