Customer-based brand competitiveness (CBBC) scale: advancing the relative perspective

Abstract

Purpose Brand competitiveness as a brand’s outperformance of competing brands is receiving growing attention in the literature. This study aims to provide a theoretical underpinning for the construct’s relevance, introduce customer-based brand competitiveness (CBBC) as a customer-based perspective and develop a scale to measure the construct. Design/methodology/approach The scale development process comprises three stages, with a literature search and a qualitative consumer study (n = 20) in the scale construction stage, interviews and a survey with academic branding experts (n = 21) in the scale refinement stage and three quantitative studies with consumers (n = 1,157), resulting in 2,078 brand evaluations across five industries, in the scale validation stage. Findings This study develops a seven-item CBBC scale, representing a powerful yet parsimonious tool for measuring brand competitiveness. The superiority of the new over the existing brand competitiveness scale was validated through structural equation modelling by comparing the performance in explaining customer-based brand equity and purchase intentions. Originality/value To the best of the authors’ knowledge, this study is the first to develop a brand competitiveness scale following a scholarly scale development process. The CBBC scale advances the relative perspective in brand performance measures, considering the relativity at the individual customer level. This study offers a theoretical underpinning for the construct’s relevance and further insights into brand competitiveness by investigating the customer-based perspective. Finally, this study suggests and empirically validates customer-based brand equity and purchase intentions as outcomes of CBBC, extending research into the nomological network of brand competitiveness.