Relating Brand Equity and Customer Equity: An Exploratory Study

Romero, Jaime; Yagüe, María Jesús

doi:10.2501/ijmr-2015-050

Cited by 9 publications

(5 citation statements)

References 52 publications

(70 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…emphasising measures related to customer acquisition, retention and loyalty) (Ambler et al, 2002;Leone et al, 2006). Despite this difference, the complementary role between both concepts has been noted by a number of researchers (Romero and Yagüe, 2015;Leone et al, 2006). For example, Romero and Yagüe (2015) state that marketing decisions that are made to build brand associations and brand loyalty will modify acquisition and retention rates and margins.…”

Section: Mo ! Service Innovation Capability ! Hotel Performancementioning

confidence: 99%

“…Despite this difference, the complementary role between both concepts has been noted by a number of researchers (Romero and Yagüe, 2015;Leone et al, 2006). For example, Romero and Yagüe (2015) state that marketing decisions that are made to build brand associations and brand loyalty will modify acquisition and retention rates and margins. As more customers (re)purchase a brand, its reputation tends to improve.…”

Section: Mo ! Service Innovation Capability ! Hotel Performancementioning

confidence: 99%

See 1 more Smart Citation

Market orientation and hotel performance: investigating the role of high-order marketing capabilities

Alnawas

Hemsley‐Brown

2019

IJCHM

View full text Add to dashboard Cite

Purpose Using the resource-based view (RBV), the purpose of this paper is to examine the potential mediation effect of customer relationship management capability, branding capability and service innovation capability on the established link between market orientation (MO) and hotel performance. It further investigates the complementarity between these capabilities in relation to hotel performance. Design/methodology/approach The survey data were collected from 216 UK hotels. AMOS 23 was used to analyse the research data. Findings The link between MO and hotel performance appears to be indirect via customer relationship capability, branding capability and service innovation capability. The three capabilities also appear to play different complementary roles when affecting hotel performance. Practical implications The current study offers hotel managers a ranking of the contribution of individual capabilities to hotel performance. It also helps them to make better investment decisions in developing the right capability combinations to enhance their hotel performance. Originality/value The research is based on integrating MO and RBV into a single framework to gain a deeper understanding of the relationship between MO and high-order marketing capabilities and how these factors shape hotel performance.

show abstract

Section: Mo ! Service Innovation Capability ! Hotel Performancementioning

confidence: 99%

Section: Mo ! Service Innovation Capability ! Hotel Performancementioning

confidence: 99%

Market orientation and hotel performance: investigating the role of high-order marketing capabilities

Alnawas

Hemsley‐Brown

2019

IJCHM

View full text Add to dashboard Cite

show abstract

“…Particularly, marketing academics have developed a wide range of brand performance measures. For example, Romero and Yagüe (2015) highlight the interaction between brand equity and consumer-based brand equity (CBBE) to assess the overall productivity of marketing. Ehrenberg et al (2004) introduce three brand performance indicators: (a) measures related to brand size (market share and market penetration), (b) measures related to loyalty (e.g., purchasing per buyer, percentage buying, and percentage category purchases), and (c) measures related to switching behavior.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A consumer-based brand performance model for assessing brand success

Molinillo

Ekinci

Japutra

2018

International Journal of Market Research

View full text Add to dashboard Cite

The aim of this study is to introduce a Consumer-Based Brand Performance Model (CBBPM) to measure brand success. The CBBPM consists of four critical constructsbrand equity, brand trust, brand satisfaction and brand loyaltyand is applied across different product categories and brands. In total, 881 consumers participated in the survey, and a structural equation modelling approach was employed to test the research hypotheses. The findings of the study suggest that the CBBPM is valid and reliable. Brand equity is positively associated with brand satisfaction, brand trust and brand loyalty. The positive effects of brand trust and brand satisfaction on brand loyalty are supported. The study suggests that the CBBPM should be used as a strategic brand management tool to track brand performance and to compare them with competing brands.

show abstract

“…This is indeed a challenging task. In an exploratory study, Romero and Yagüe (2015) show that this overlap varies across industries. In effect, the relative importance of BE and CE for a company depends on industry factors (Bick, 2009), among others.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Marketing assets: Relating brand equity and customer equity

Romero

Yagüe

2016

Self Cite

View full text Add to dashboard Cite

Purpose: Brand equity and customer equity are inextricably linked. Some authors propose that marketing activities build these intangible assets simultaneously. In contrast, others suggest that brand equity is an antecedent of customer equity. In this research, we aim to shed light about the relationship between brand equity and customer equity, by empirically testing these two alternative explanations. Design/methodology:We propose four research models that reflect these two alternatives explanations regarding the link between brand equity and customer equity. In order to estimate these models we employ Structural Equations Modelling. We measure model variables using data collected through a survey to marketing managers of services companies that operate in Spain. We compare these four research models in terms of explanatory power and goodness of fit. Findings:Our results indicate that the models that correspond to the simultaneity approach have a higher explanatory power and goodness of fit than the models that suggest that brand equity is an antecedent of customer equity, thus supporting that these intangible assets are built by marketing activities at the same time.-591-Intangible Capital -http://dx.doi.org/10.3926/ic.727Research limitations/implications: Our results recommend caution when interpreting previous research about the effects of brand (customer) equity, as they might indeed correspond to customer (brand) management. Similarly, future research focusing on customer and brand management need to take into account both managerial areas in their studies. Practical implications:From a practitioners' point of view, our findings suggest adopting a brand-customer portfolio approach to enhance company profitability. Similarly, we derive implications for firm valuation processes, which incorporate brand equity and customer equity in their calculations. Originality/value:We empirically study the relationship between brand equity and customer equity, while previous research has analyzed this topic only at a theoretical level. Clarifying this link enriches our comprehension about how companies build these marketing intangible assets and increases the accuracy of firm valuation processes.

show abstract

Relating Brand Equity and Customer Equity: An Exploratory Study

Cited by 9 publications

References 52 publications

Market orientation and hotel performance: investigating the role of high-order marketing capabilities

Market orientation and hotel performance: investigating the role of high-order marketing capabilities

A consumer-based brand performance model for assessing brand success

Marketing assets: Relating brand equity and customer equity

Contact Info

Product

Resources

About