This study aims to explore, in the case of the Over-The-Top (OTT) sector, Millennials’ perceptions of brand experience in relation to the well-established brand Netflix. In particular, the work addresses a clusterization of Millennials on the basis of their experience with the brand. The study first explores the theoretical background, highlighting current perspectives on Over-The-Top industry and on brand experience as a strategic process for creating holistic customer value, achieving differentiation and sustainable competitive advantage. Second, it offers a quantitative study (using a survey) and highlights the principal results related to the brand. Moreover, this work will attempt to use cluster analysis methodology exploiting brand experience validated scale and other related brand and behavioural constructs to cluster consumers. Both academics and marketing managers should focus on approaches able to deliver strong and memorable brand experiences. A positive and durable brand experience is related to other important consequences for consumer action and behaviour, such as the willingness to place brand trust, consumer loyalty towards the brand, an enduring consumer-brand relationship, repurchase intentions, and lastly, the long-term life of the brand

Purpose of the paper:The purpose of this study is to explore millennials' perceptions of brand authenticity in relation to their experience with well-established brands.Methodology: This study pursues a mixed approach, applying survey and focus groups as research methods. The quantitative study used cluster analysis to verify the differences and homogeneity of millennials' brand authenticity perceptions of wellestablished Italian brands (Vespa, Peroni and Cinecittà Studios). Then, it goes on to explain and explore the quantitative findings, focus groups revealed how and why millennials judged these brands to be (in)authentic.Findings: Four clusters of millennials (i.e., the Engaged, the Cheated, the Believer, and the Skeptics) emerged, each ascribing a specific hierarchy to brand authenticity attributes. In contrast, qualitative results show a transversal construct that unify millennials' quest for authenticity, namely coherence (i.e., coherency over time, coherency between brand promise and its delivery, and coherency between the brand identity and the consumers' identity).Research limits: This study only considers millennials and well-established brands. Therefore, the specific sample of respondents and brands might limit the generalizability of findings.Practical implications: Managers should invest on millennials, paying careful attention to the misalignment of brand values over time and to gaps between brand promise and its delivery. In fact, being the "Digital generation" millennials have a tremendous power in legitimating or de-legitimating the authenticity of brands, especially through e-WOM.Originality of the paper: This study suggests a shift from a historically-based approach to a more holistic one that takes into account the multifaceted nature of brand authenticity related to its quest for coherency.

The purpose of this study is to better understand the consumer behaviour, analysing the impact of brand authenticity on two main behavioural outcomes. The research aims also at finding out the behavioural differences of each generational cohort and to understand the effects on consumers' willingness to pay a premium price and on brand loyalty in the case of technological brands. The study follows a quantitative research design and uses a survey as a tool to collect data. The present work may suggest firms to be more targeted in their approach to create competitive advantage and strong relationships with their audiences. In present times, academics and practitioners must therefore recognize and take into consideration the differences across generational cohorts when studying and developing new marketing strategies.

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