There is more than one kind of consumer involvement. Depending on the antecedents of involvement (e.g., the product's pleasure value, the product's sign or symbolic value, risk importance, and probability of purchase error), consequences on consumer behavior differ. The authors therefore recommend measuring an involvement profile, rather than a single involvement level. These conclusions are based on an empirical analysis of 14 product categories.

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International audienceSince 1997, literature and research on the concept of brand personality have been flourishing, and specific scales have gone into widespread use in academic circles, unchallenged on their validity. Brand personality is certainly a key facet of a brand identity. As this paper will demonstrate, however, the current scales of brand personality do not in fact measure brand personality, but merge a number of dimensions of brand identity -- personality being only one of them -- which need to be kept separate both on theoretical grounds and for practical use. Brand research and theorising, as well as managerial practice, have nothing to gain from the present state of unchallenged conceptual confusion

International audienceToday luxury is everywhere. Everybody wants his products to be luxury. The concept of luxury is attractive and fashionable. There are luxury columns in all magazines and journals. There are TV shows on the business of luxury, and on luxury products and services. Even mass-consumption brands name many of their models " Deluxe" or qualify their experience as luxurious. New words have been recently invented and promoted that add to the complexity: masstige, opuluxe, premium, ultra-premium, trading up, hyperluxury, real or true luxury, and so on. There is a confusion today about what really makes a luxury product, a luxury brand or a luxury company. Managing implies clear concepts and, beyond these concepts, clear business approaches and pragmatic rules. The aim of this paper is to unveil the specifi city of management of luxury brands. Going back to fundamentals, one needs to distinguish it strongly from both fashion and premium or " trading up ". From this starting point, it sets out some of the counter-intuitive rules for successfully marketing luxury goods and services

In the current context of globalization, firms have concentrated their efforts on the development of international brands. As a result, international brand portfolios have been restructured, and many successful local brands have been eliminated. This article's objective is to improve the understanding of local brand differences and competitive advantages relative to international brands. To achieve this, the authors reanalyzed the Young & Rubicam database Brand Asset Valuator and examined more than 744 brands across the four largest countries in Europe: the United Kingdom, Germany, France, and Italy. The authors discuss the managerial implications of the findings for international marketers as they develop their ideal international brand portfolios.