• Journal of the Korean Society of Clothing and Textiles
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• v.37 no.7
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• pp.935-951
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• 2013

The recent entry and heated competition of numerous fashion brands in the luxury fashion market have all compelled luxury businesses to change. The issue of brand equity has emerged as one of the most critical areas for luxury marketing management. Despite strong interest in the subject, there is little evidence of how brand equity is created by marketing activities and what their effects are. This study identifies the effects of luxury marketing activities on the brand equity of luxury items, utilizing Keller's (2001) 'CBBE (Customer Based Brand Equity) Model' as a theoretical framework. Based on literature review, a conceptual model for brand signature, heritage, premium price, controlled distribution, and promotion on customers' view on brand equity was tested. To test the hypothesized building paths of luxury brand equity, statistical analysis were performed with an AMOS 7.0 program using a confirmatory factor analysis and structural equation model. The results were: First, luxury brand equity was defined in terms of four components (brand awareness/association, customer judgment, customer feeling, and customer-brand resonance). Second, the proposed conceptual framework of this study was partially significant. We can provide an effectiveness of Keller's CBBE model to conceptualize the building process of luxury brand equity; subsequently, marketers should develop core elements to position a brand strategy to create a competitive advantage.

• Journal of the Korean Society of Clothing and Textiles
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• v.26 no.11
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• pp.1660-1671
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• 2002

The purpose of this study is to develop and test the casual brand equity measurement, utilizing Heller 5(2001) ‘CBBE(Customer Based Brand Equity) Model' as a theoretical framework. The research was conducted in three steps from May to November in 2001. In the exploratory step, focus-group interview was conducted 5 times for gathering responses related to fashion equity. In Pilot study, 945 university students were surveyed and the data were analyzed to identify the components of fashion brand equity and to develop questionnaires. In the main research, 696 university students evaluated three brands in order to compare their equity that were formed in customers' perception. Statistical analyses were performed with SAS and LISREL 8.12 program using factor analysis and covariance structural equation model. The results were as follows: First, casual brand equity was defined in terms of six components; customer-brand resonance, customer feeling, customer judgment, brand imagery, brand performance and brand awareness. Second, casual brand equity was multi-dimensional brand attitude, which could be measured by 23 items that were different from previous measurement such as Aaker's ‘Brand Equity Ten' and K-BPI.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.371-381
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• 2020

The objectives of this study are (1) to review previous studies in the context of brand management in consumer behaviors using costumer based brand equity (CBBE) and theory of planned behavior (TPB) as the basic foundation of the study; and (2) to develop a comprehensive research model by integrating relevant research constructs using meta-analysis. This study reviewed a total 173 studies from 58 published papers with 40 journals during 1991~2014 and developed a comprehensive framework with 16 research hypotheses. The results showed that (1) brand image, brand personality, brand association, and subjective norm are the important antecedents of brand attitudes; (2) brand awareness, brand trust, perceived quality, and perceived behavioral control are the important antecedents of brand loyalty; (3) brand attitude positively influences brand loyalty, which further influences brand equity; and (4) brand equity positively influences behavioral intention. This study fills in the research gap by integrating more research variables into CBBE model, particularly to include the influence of social context on consumer behavior through TPB. These results indicated that the integration between CBBE and TPB is meaningful and the comprehensive model can explain more variances than that of the individual model. Limitations, and recommendations for future research in this area are provided.

• Fashion & Textile Research Journal
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• v.15 no.1
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• pp.73-83
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• 2013

This study explores the ideal corporate social responsibility(CSR) that fashion consumers expect from a fashion firm in the identification of dimensions and levels of consumer expectations as well as examines the impact of CSR expectations on customer-base brand equity. The data of 315 adults were collected through a nationwide online survey. In order to analyze the data, this study employed Confirmatory factor analysis (CFA), paired t-test, structural equation modeling(SEM), and descriptive analysis. This study first identified seven fashion CSR expectations (environmental, ethical, social, internal management, philanthropic, economic, and legal expectations). Internal management and environmental activities were highly expected from fashion firms; however, economic activity was low in expectations. Five models separately tested the relationship between CSR expectations and brand equity (trustworthiness, attachment, performance, social image, and value). Economic, environmental, internal management, social and ethical CSR expectations influenced customer-based brand equity; however, philanthropic and legal expectations did not influence any dimension of customer-based brand equity. This study provides a framework of ideal CSR from a consumer perspective and suggests that fashion marketers should focus on economic, environmental, internal management, social and ethical CSR activities to meet the expect Haitians of fashion consumers and build stronger brand equity.

• Asia Marketing Journal
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• v.6 no.3
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• pp.99-121
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• 2004

Using Keller's customer-based brand equity framework, we attempt to understand and analyze marketing efforts that Pigeon has made to build the most valuable brand in the fabric softner marketing over the last 25 years. Our analysis revealed that first, Pigeon has developed and executed its brand system, brand elements, and marketing programs in a consistent and complementary way. Second, Pigeon's dedication to R&D as well as to customer needs has enabled it to offer a series of successful products with high quality and great value. Third, Pigeon has made good use of both scientific and intuitive approaches in the strategic management process. Lastly, the power leadership of the top management and its emphasis on personnel made a significant contribution to the success of Pigeon.