In the fast food industry, a variety of brands compete for consumer preference and loyalty. However, the factors driving the loyalty, especially in an emerging market need examination. This study adapted Şahin, Zehir and Kitapçı’s (2012) repurchase model to examine the consumer-related (brand experience, preference and satisfaction) and brand-related (brand popularity) factors impacting two dimensions of loyalty (attitudinal and behavioural). Data from 717 emerging market consumers using quantitative methods and a non-probability judgmental sampling, revealed through structural equation modelling that brand preference, satisfaction and popularity influenced behavioural loyalty through attitudinal loyalty.

The purpose of this paper is to provide a critical overview of the use of social marketing in Asia. A total of 17 countries were included in this paper. We demonstrate the development and trends of social marketing in Asia by highlighting prominent and effective cases. Our findings reveal that social marketing practice represents a wide spectrum of topics. However, public policy and education outweigh adoption of social marketing to address social issues. Several barriers influence adoption and effectiveness of social marketing. We highlight a few and recommend strategies to overcome them.

Markets are complex ecosystems consisting of various interconnected actors, in which resources are integrated to co-create value. Said value co-creation within markets can be enhanced by creating higher resource density, hence shaping the market. However, market shaping research predominantly focuses on the activities of market shapers, rather than the equally important roles of other market actors within the ecosystem. While market shapers are instrumental in the process of shaping, this narrow focus fails to consider how all market actors inevitably are influenced or influence the market ecosystem. All market actors exert effort in the value co-creation process, including the process of market shaping. This study therefore explores effort in a market shaping context and examines the effects of effort reduction as a mechanism to facilitate market shaping as it leads to enhanced value creation. This is a conceptual study that uses theory adaptation approach to link the concept of value co-creation, market shaping, and effort. This study offers a conceptual framework and five propositions outlining the role of effort reduction in the value co-creation process with flow on effects to market shaping. The developed conceptual framework indicates how market shapers can enhance resource density and increase value creation by reducing the effort required of other market actors in the value co-creation process. This research offers effort reduction in the value co-creation process as a viable market shaping tactic and extends the focus beyond the focal market shaper to consider the broader context with numerous market actors within it.

This study investigates the association between Food Neophobia and the intention of the consumers to buy fish farmed with insect-based flours. The findings suggest that buying intention is strongly influenced by the attitude of consumers toward this type of fish and both Food Neophobia and Food Technology Neophobia negatively influence consumers’ attitude.

Current forces of change such as the digital transformation, the increasing importance of service and experiential luxury, new customer groups with diverse cultural backgrounds and spending habits or rising expectations with regards to transparency and sustainability, force brands to rethink the way they do business. In some cases, this means quickly building up new capabilities, which often exist outside a company’s own organizational structure and cannot easily be developed or integrated. Luxury ecosystems are considered one way of dealing with the challenges of an ever more dynamic, fast-changing and multi- faceted environment. In luxury ecosystems, capabilities are built in collaboration with partners from the same or different industries that share a common vision. However, the ecosystem approach, especially when actively communicated to the outside world and made part of the brand’s DNA, partially stands in contrast to the more traditional notion of exclusivity and the luxury brand as a bounded, proprietary system shrouded in mystery. Based on a qualitative approach, including multiple case studies and interviews, this study examines the opportunities of an ecosystem mindset for Swiss luxury companies, explores different forms and identifies the success factors and limits of the concept.