The effect of distribution channel diversification of foreign luxury fashion brands on consumers’ brand value and loyalty in the Korean market

Kim, Sookhyun; Lee, Yuri

doi:10.1016/j.jretconser.2010.02.006

Cited by 42 publications

(29 citation statements)

References 12 publications

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“…This study is in line with Škerlavaj et al (2010) finding that tacit knowledge exchange is an antecedent to improve innovativeness in the sense that sales people are becoming more creative and innovative, which can be developed and supported by an organizational environment such as team building, knowledge sharing, tacit knowledge sharing, and a supervisory system. The more innovative the sales people, the better the ability to transfer value to the customer as a strategic tool for improving sales performance, which is supported by previous studies (Ruiz et al, 2008, Kim et al, 2010, Lilford et al, 2014 suggesting that delivering the best customer value is a key to enhancing performance.…”

Section: Findings and Discussionsupporting

confidence: 58%

“…Because a salesperson develops a basis for cooperating with a customer in selling products to end-users, value creation and value delivery are prerequisites for interactions and commitment (Trond and Kjell, 2010) as a basis for enhancing and sustaining sales performance. As supported by Kim et al (2010), th effort to provide value is a key to enhancing sales performance, for example, by acquiring a good market share, generating a high level of monetary sales, generating sales to new customers, and exceeding sales targets (Lilford et al, 2014). Therefore, the following hypothesis is proposed: H5: Value-based selling capability positively influences sales performance.…”

Section: Value-based Selling Capability and Sales Performancementioning

confidence: 99%

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Salespeople’s innovativeness: a driver of sales performance

Ferdinand

Wahyuningsih

2018

Management &Amp; Marketing

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The purpose of this study is to develop a conceptual model for explaining the process of how salespeople’s innovativeness leverages sales performance by introducing the organizational learning-based factors such as sales team tacit knowledge exchange, value-based selling capability, and a positive selling ambiance initiative in the selling process to enhance sales performance. The novelty of this study is its construction of a conceptual model that adopts the organizational learning framework both in cultivating the organizational memory of salespeople working in a sales organization and in processing organizational memory for leveraging capabilities that lead to better sales performance. The acceptance of the proposed hypotheses demonstrated the importance of organizational learning-based factors in supporting the success of salespeople in the consumer product market.

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Section: Findings and Discussionsupporting

confidence: 58%

Section: Value-based Selling Capability and Sales Performancementioning

confidence: 99%

Salespeople’s innovativeness: a driver of sales performance

Ferdinand

Wahyuningsih

2018

Management &Amp; Marketing

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“…On the other hand, cooperate with TV programs to find the possible future designers will not only advertise on the new image of 'made in China' quality and design, but also give the local talented designer a platform to show what they can do [7]. Also, cooperate with global luxury brands to have more localized design, which will also help the global brand an opportunity to show its value in Chinese market and give local designers a way to learn how the industrial leaders work.…”

Section: B Corporationmentioning

confidence: 99%

Future Development and Present Situation of China's Luxury Market

Lin¹,

Shi²

2017

Proceedings of the 2017 3rd International Conference on Social Science and Higher Education

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Abstract-Chinese tourists have become one of the groups that consume most luxury goods in the world since 2013. Based on the data from ministry of commerce of the People's Republic of China, the foreign luxury goods consumption of Chinese tourists is about 1 .02 trillion Yuan in 2015. Meanwhile, Chinese luxury goods market exhibits a potential of stronger demand and it has attracted a lot of international companies to pay more attention to Chinese market. In this article, the facts and characteristics of China's luxury market will be discussed; and some strategies are suggested for both foreign and local companies with regard to possible development.

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“…Research by Wiedmann et al (2007Wiedmann et al ( , 2009) and Kim et al (2010) has resulted in value frameworks, comprising comparable sub-dimensions to those of Sweeney and Soutar (2001), although for luxury markets, Wiedmann et al (2009) does not define an explicit financial dimension, but identifies a segmented marketplace based on consumer value emphasis, categorizing distinct consumer groupings.…”

Section: Brand Valuementioning

confidence: 99%

“…Specific to Korea, various value dimensions were identified by Kim et al (2010) as positively influencing consumer loyalty, although particular combinations were distribution-channel specific. Deng et al (2010), through customized implementation of the framework presented by Sweeney and Soutar (2001) within China, demonstrate functional and emotional value impact on consumer satisfaction, the latter combining to explain loyalty.…”

Section: Brand Valuementioning

confidence: 99%

Luxury brand commitment: a study of Chinese consumers

Robson

Coates

2014

Marketing Intelligence &Amp; Planning

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to assess brand commitment levels demonstrated by luxury brand consumers in China and seeks to identify the most significant combination of antecedents from brand affect, image, value and trust. Design/methodology/approach -A self-completion, researcher-supported questionnaire was disseminated within four Beijing shopping malls, generating 501 participants. The questionnaire comprised a range of scale sets covering brand affect, image, value, trust and commitment. The analysis comprised a summary overview of brand attainment followed by a substantive analysis involving confirmatory factor analysis and structural equations modelling to identify the most significant combination of antecedents relating to brand commitment. Findings -Regarding absolute consumer endorsement, brand affect was the most positive area, with image, trust and value representing relatively positive brand attributes. Declared commitment was relatively low, representing a potential commercial challenge. Value, represented by its social and symbolic components, and trust were identified as providing a significant and direct explanation of consumer commitment, represented by its affective and continuance dimensions. The role of value and trust must be central in marketing luxury brands given their direct and combined impact on consumer commitment. Research limitations/implications -The findings are transferable to other "Tier 1" locations in China, but take no account of either consumer behaviour outside of these wealthier conurbations, or segmentation of the associated markets. Originality/value -Geographic setting and consideration of a vast consumer group provides research value and contribution to marketing planning in the pursuit of higher levels of consumer commitment to their brands.

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The effect of distribution channel diversification of foreign luxury fashion brands on consumers’ brand value and loyalty in the Korean market

Cited by 42 publications

References 12 publications

Salespeople’s innovativeness: a driver of sales performance

Salespeople’s innovativeness: a driver of sales performance

Future Development and Present Situation of China's Luxury Market

Luxury brand commitment: a study of Chinese consumers

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