The Impact of Value Congruence on Consumer-Service Brand Relationships

Abstract

By integrating results from literature pertaining to social psychology, organizational behavior, and relationship marketing, the authors develop and test a model that explains how value congruence affects the key components of consumer-brand relationship quality and outcomes, including satisfaction, trust, affective commitment, and loyalty. Using structural equation modeling, they test the model with data from a survey of 1,037 consumers of clothing stores and banks in the Netherlands. The results show that value congruence has significant direct, positive effects on satisfaction, trust, affective commitment, and loyalty. Furthermore, value congruence indirectly influences loyalty through satisfaction, trust, and affective commitment. The authors discuss the implications of these findings for marketing theory and practice.

Exploring the impact of silos in achieving brand orientation

“…While the impact of internal cultural cohesiveness has been considered in the literature (see Berry, 2000;de Chernatony, 1999;de Chernatony & Cottam, 2006;Moseley, 2007), discussion has focused on the impact of cohesiveness on consumer perception of the brand and congruence between the values of the brand and consumer values (e.g., O'Cass & Grace, 2004;Zhang & Bloemer, 2008). The differing mindsets uncovered in this case study ultimately hindered the company in achieving the ideal of 'living the brand' (Ind, 1997) and whilst there was strong brand commitment (Burmann & Zeplin, 2005) at some levels, there were contradictory strains in priorities, as reflected in tasks undertaken and knowledge sought.…”

Brand Experience, Trust Components, and Customer Loyalty: Sustainable Malaysian SME Brands Study

“…Loyal customer usually tends to pay more as well as spreading positive word of mouth among friends and family (Chaudhuri & Holbrook, 2001;Ismail & Spinelli, 2000;Lau & Lee, 1999;Zhang & Bloemer, 2008). This is beneficial for business performance of SME given they highly rely on customer recommendations to get new customers (Hogarth-Scott, Watson, & Wilson, 1996).…”

“…Apart from that, SME brands with already limited financial resources will face higher probability of being eliminated out of the market when customers did not return to make repeated purchase given the high number of SMEs business establishment in the foodservice industry mentioned above. Therefore, it is vital for SME brands to capture loyal customers to ensure ongoing revenues and profits (Chaudhuri & Holbrook, 2001;Lau & Lee, 1999;Rauyruen, Miller, & Groth, 2009;Zhang & Bloemer, 2008).…”

“…In particular, intentions scales were measured using the 4 items developed by (Delgado-Ballester et al, 2003) while reliability scales were measured using the 4 items developed by (Delgado-Ballester et al, 2003). Brand loyalty scales were adapted from items developed by Chaudhuri & Holbrook (2001), Ismail & Spinelli (2000), Lau & Lee (1999), Zhang & Bloemer (2008). All the statements were measured with six-point Likert scale (1=strongly disagree and 6=strongly agree).…”

Initiative Analysis to Enter into Potential and Restricted Market: Small, Medium and Largest Enterprises Having Chance into a Virgin Market: Latin American (CELAC) and China (Practical, China Case)

“…8, No. 3; relationships have referred to partnerships (Aaker et al, 2004), (Hennig-Thurau et al, 2002), (Garbarino and Johnson, 1999), (Schau et al, 2009), (Fournier and Lee, 2009), (Zhang and Bloemer, 2008); network, argued by Agndal and Axelsson (2002, p. 448), D'Souza (1993), McDougall et al (1994, Bell (1995), Poon andJevons (1997) andCoviello& Munro (1997); and in this point and CCII-Commercial Cluster Integration Initiative (Hu et al, 2005;Chen et al, 2006;Lai and Shyu, 2005). Table 3 summarizes the definitions of clusters in several aspects.…”