In the new digital age, the emergence of user-generated content enables consumers to enjoy greater freedom and control over their behavior on the internet and assume more active roles in sharing brand-related information with others. This research examines the role of brand engagement on consumer psychological ownership, purchase intention, electronic word of mouth (eWOM), and consumers’ willingness to defend the brand on social media. The findings provide evidence of consumer psychological process to demonstrate that companies can use social media to engage with consumers, so consumers are likely to spread positive WOM and be protective of the brand. It is important for marketing managers to assess the level of brand engagement on social media sites and develop tools and techniques to increase consumers’ participation such as using subliminal priming on brand image, with an aim to create a close consumer brand relationship.

In response to the increasing deployment of brand chatbots in the service sector, this study developed a conceptual framework to examine the psychological processes through which brand chatbots contribute to relationship building efforts. A 2 (interactivity: high vs. low) X 2 (anthropomorphic conversation style: warm vs. competent) between-subject design was conducted in the context of the coffee service business. The levels of interactivity in the chatbots were operationalized by altering the subdimensions of interactivity: modality (i.e., media richness, response latency), message (i.e., interdependency in message exchanges), and source (i.e., customization of content flow). Different linguistic elements (e.g., terms of address, vocabulary, punctuation, emoticons) were used to construct two sets of scripts that emphasized either warmth or competence of the chatbots. Based on the results of the pretests, four brand chatbots via Facebook Messenger were developed using the platform provided by GoSky AI Inc.

Not only luxury brands, but also fast fashion brands such as ZARA and H&M have successfully opened flagship stores in prime locations such as Ginza, Tokyo. The market-entry strategy via flagship stores appears to be successful, as numerous companies have adopted it. However, for this strategy to work, it is important to consider and verify not only the place, but also the product, price, and promotion aspects. This study systematically investigates the flagship store strategy by comparing the strategies of luxury brands, represented by Chanel and Louis Vuitton, and those of SPA (Specialty store retailer of Private label Apparel) brands, represented by ZARA, developed by the Spanish Inditex Corporation.

Most of the luxury brands have flagship shops. In recent years, Fast fashion brands also have flagship shops. Both flagship shops are large store, situated in special place such as Ginza for brand-building. However, flagship shop importance is not only place and size but also Product, Price, Promotion. In this article, we investigate flagship shop strategy and the relationship between flagship shop strategy and brand building by case Uniqlo.

As Internet use has increased, customers have become more active at sharing their travel opinions through social media regarding their experiences with service organizations. Social media has become a ubiquitous tool that enables customers to share their travel experiences. In particular, members of Generation Y are more likely to be active on social media and more likely to share their experiences online. Understanding Generation Y’s online customer engagement preferences on different social media platforms may help to enhance brand loyalty. Customer engagement (CE) has been attracting the attention of both practitioners and academics because it may help to enhance both brand loyalty and purchase decisions. Social media platforms have become a significant communication tool for both customers and service providers, creating an opportunity to engage with customers. Interacting with active customers on the right social media platform can increase direct bookings, building brand loyalty. Therefore, the purpose of this research is to examine Generation Y’s brand loyalty preferences through its members’ engagement with social media. The results of this research will expand understanding of Generation Y customers’ online engagement through social media. This research may also suggest how hotels are able to utilize social media platforms in order to encourage online engagement with Generation Y by building brand loyalty.

Investigation concerning the presence of customer-brand relationships in online communities is recent and scarce and might offer potential (Moraes et al., 2014; Huber et al., 2015; Vernuccio et al., 2015). The purpose of this investigation is to understand and analyse how brand love can influence brand loyalty among millennials generation, considering engagement constructs and social networks. It bridges an academia gap in the context of the consumer brand relationship literature. This research aims to answer the following questions: (1) Is brand love effective in building true brand loyalty? (2) Does interactive engagement with brands and brand love contribute to build brand loyalty? and (3) Does interactive engagement on social networks reflect millennials love of brands? To collect data we conducted two online surveys, covering two different brand categories: Fashion and Electronics/Technology. We have in total 1278 inquiries. The analyses of data and hypotheses test were made by using the Structural Equation Model (SEM) and a multi-group factor analysis. The proposed structural equation model was validated and all hypothesis were accepted. So, consumers’ Brand Related Social Media Content was proved to have a direct impact on Social Interactive Brands and Brand Loyalty. Social Interactive Brands were proved to have a direct impact on Emotional Attachment and Self Expressive Brands which also proved direct impact on Brand Love. Brand Love for instance was proved has been directly connected with Brand Loyalty and Word of Mouth and Brand Loyalty also, directly impacts Word of Mouth. The model behave well in the previous research so we wanted to test it with a smaller sample and different brand categories the results would maintain. The results of the multi-group factor analysis showed that we have configural and metric invariance in both different studies, covering Fashion and Technological brands. As though for management purposes it might be of no disagreement to state that marketing alone is no longer enough to influence purchase motivation and intention for consumers. This investigation advance and valid a new theoretical framework in the consumer brand love approach

In response to growing instability and a perceived over-commercialization also of luxury brands, there is a trend among consumers to search for meaning and for experiences that feel genuine. The “humanization” of brands may feed the consumers growing desire for authenticity. This paper combines the brand personality concept and brand anthropomorphization and introduces the notion of personality-driven brand management especially for luxury brands and high-end cultural and creative businesses. After an introduction into the concept of brand personality, and with reference to identitydriven brand management, we explain what personality-driven brand management actually means. When the focal point of brand management shifts to the enlivened brand, the brand personality becomes the main source of inspiration for brand-building and influences all branding decisions. With personality-driven branding, managers may leverage the full potential of brand anthropomorphization. For instance, it can help to turn the brand into a strong character, which can spark the employee’s enthusiasm and thus also the customer’s passion for the brand. As a prerequisite of (internal) brand anthropomorphization, managers need to decide what kind of person they would like their brand to represent. For this purpose, they can consult a framework of brand personality dimensions for some guidance. A central part of this paper is a study about the major dimensions of luxury brand personality. Results suggest that there exist five distinct luxury personality dimensions including tradition, modesty, elitism, eccentricity, and sensuality. They help brand managers to develop distinct brand personalities by encouraging them to decide between contrasting traits. After presenting the major strategies to bring a luxury brand personality alive, the paper discusses the benefits of personality-based brand management and concludes with some major lessons learned.

What kind of reasons or bases could lead to strong and positive brand attitudes? This study aims to identify the factors that have strong relationships with positive brand attitudes and to test whether the findings can be generalized and applied across cultural contexts. Historically, attitude research has assumed that attitudes are based on cognition (i.e. beliefs) and affect (Bodur, Brinberg, & Coupey, 2000; Crano & Prislin, 2006). This study suggests a new schema comprised of ‘self-based’ and ‘public-based’ evaluations as the foundation of brand attitudes. ‘Self-based’ evaluations refer to brand evaluations based on consumers’ personal judgments and feelings. These evaluations mainly derive from consumers’ experiences with products. In contrast, ‘public-based’ evaluations are influenced by others’ opinions and brands’ public reputations. Consumers are frequently exposed to word-of-mouth messages about brands and related products, and they can assess them even when they have not personally used the product. Based on previous brand management literature, two hypotheses below were developed. Hypothesis 1: Self-based evaluations predict positive brand attitudes, but public-based evaluations do not predict positive brand attitudes. Hypothesis 2: Self-based evaluations predict the purchase intentions of consumers with independent self-construal, but public-based evaluations predict the purchase intentions of consumers with interdependent self-construal. The data were collected in a Western and an East Asian country and analysed for authenticity as well as by country, which should be important to global brand building. The results supported the hypotheses and this study made three important discoveries. First, it demonstrated that self-based evaluation was a broadly important factor to building positive brand attitudes. Second, public-based evaluation was marginally effective for branding and is important only in the East Asian context. Third, it was found that authenticity had ‘double-edged’ effects on branding. Finally, the contributions and implications of this study were discussed.

Developments on the Chinese automotive market could change the business in the race to the crown for German premium brands. With extraordinary growth rates, car manu-facturers prioritized Asian market development. More concrete, a quickly evolving segment of young, wealthy Chinese customers demanding German luxury cars seems to be a chance to compensate maturing home markets. BMW – originated in premium segments – is about to expand its luxury reach through its 7-series while, at the same time, serving the increasing demand for “affordable luxury” in all markets. However, competitors are catching up with new concepts. Whereas Mercedes-Benz always had a great proportion in the luxury segment, Audi became the market leader in China by launching several new luxury models. BMW sees the answer in the possible launch of a new 9-series sharing a platform with their Rolls-Royce cars. Furthermore, the BMW Individual manufactory launched a new, strictly limited 7-Series in corporation with silver manufacturer Robbe & Berking – the most expensive and exclusive car BMW ever crafted. To be able to win the race, BMW has to incorporate new technologies when considering the trading-up or trading-down of their model range.

The aim of this article is to explore and to sum up essential elements in building a strong luxury brand. Contribution of this article to the academic discussion on branding is in critical review of the literature and collection of empirical insights from the Swiss watchmaking industry. The novelty of this project lies in the «industry-based» approach to the conceptual framework development (semi-structured interviews among watchmaking industry experts). The main findings of this research are ten pillars (axes) of strong luxury brand that gather the essential elements for creation of a strong brand in Swiss luxury watchmaking industry.

There has been a global growth of luxury business start-ups, which has accelerated especially since the late 1990s along with the upswing of the global luxury market. Start-ups in the high-end cultural and creative industries reflect the various new types of luxury from green or sustainable luxury and slow luxury to value luxury, and from digital and high-tech luxury to experience luxury. However, there exist only a few studies about luxury brand-building, the related area of luxury marketing success factors (Fionda and Moore, 2008) and the new research domain of luxury entrepreneurship (Fonrouge and Lipovetsky, 2013). Therefore, the objective of this paper is to identify critical success factors of luxury brand-building. In the high-end and generally in the lifestyle segment, the generation of a business model must go hand in hand with brand-building. Even more, setting-up a luxury or lifestyle business is hardly possible without emphasizing on brand-building. Consequently, we suggest combing business model generation with brand-building as this is naturally an interrelated process, especially in the high-end and creative industries. Based on the Business Model Canvass by Osterwalder and Pigneur (2014), we develop the Brand-Building Canvas and then use it as a framework to analyze the success factors of luxury brand-building. As success criteria of luxury marketing depend on a brand’s stage of development, we employ the concept of brand lifecycles to differentiate success factors. Due to its explanatory power for real-life organisational phenomena, our study relies on Grounded Theory, combined with a multiple case study methodology according to Fionda and Moore (2008). We analyzed ten luxury start-ups in different development stages and from various luxury industry segments and countries. The empirical database was obtained from multiple sources including also documentary material such as company presentations, brochures, homepages, and media articles. Moreover, expert interviews were conducted with representatives of the luxury start-ups and other relevant industry experts. Based on a content-analysis of the empirical database, we outline an overview of success factors of luxury brand-building, organized by brand lifecycle stages and the categories of the Brand-Building Canvas.

The main purpose of this paper is to investigate how a luxury brand may be affected by the variables associated to a new market entry as the Chinese and how those new market variables are integrated in the process of rebranding in the new geographical context. In doing so, the paper will review the existing literature in the field and following three derived propositions through a qualitative approach, it will analyse the successful brand strategy of three Italian luxury brands. The luxury brands considered in our investigation are three international ones with a specific consolidated brand heritage and with a multisectorial positioning. The methodological approach chosen in the analysis is the case-study method (Yin, 1984) with the specific purpose of focusing on a particular phenomenon instead of generalising (Schramm, 1971). Following the case-study methodology, this paper will explore and analyse the specific luxury brand building and rebranding process adopted by three Italian luxury brands to enter the new market and specifically through the digitalisation of the brand. The abstract will report a summary of one case as a reference sample. The empirical research will evidence the positive impact of digitalisation for successful luxury branding and rebranding in entry market strategy and justify its adoption in the exclusive luxury sector by the socio-cultural context-related factors of the new market. It will provide specific orientations and recommendations as well as best practices for luxury corporations on the specificities of branding and digitalisation of luxury in China. The research will show a successful model path for luxury branding when entering the Chinese market and the key impact of the “luxury digitalisation” strategy - usually associated to high accessibility - with respect to a traditional “luxury retailing” strategy - associated to the exclusivity of the luxury sector. Introduction The increasing interest in luxury brands in the fast growing economies of Asia, with particular attention towards China, has supported the growth of the luxury market in the last years. China, the global second largest economy, with the global largest consumer market, has reached a role of an undisguisable strategic leader in the luxury market. Far from theexponential double digit growth rates characterizing China’s growth in the past decades - as high as 14.2% in 2007 – at the moment it is entering a different phase of growth. A recent trend is tending to see China as the source of a multiplicity of diversified aspects impacting the global luxury market scenario – despite the fact that luxury industry market situation is not simply China related. The ongoing Chinese growth in the last decade has been associated with a decrease in European and US markets. In addition to this, further issues have negatively affected the market grow more related to Chinese market specificity. Chinese exponential luxury market growth has negatively influenced the exclusivity aura associated to luxury goods and consequently disrupting non-Chinese luxury customers and Chinese top spenders luxury brands orientation. In relation to the economic crisis in consolidated markets, international luxury brands have focused their interest towards fast growing economies. As a result, global brands have focused their attention on attracting fast growing economies with a specific growth in affluent consumers interested in foreign brands and in an augmentation in global consumption (Le Monkhouse et al., 2012). As a consequence, China has attracted much attention by significantly contributing to balance the sales decline in consolidated economies that in 2013 accounted for 28% of the €212 billion global luxury consumption (Schiliro, 2013). In the new luxury oriented Chinese context, local shoppers have started to become brand aware of what they were in the past and with a specific focus on luxury fashion brands (Bruce & Kratz, 2007). However, it would be too limited to simply consider that the volumes of the market and focus on luxury brands is resulting only from consumer intentions to purchase luxury brands. A multiplicity of factors and in particular context related factors affecting shoppers luxury brand perception and luxury goods purchasing experience must be considered and as a consequence those context related factors that may affect the branding process itself. China's culture is different from Western cultures (Henriksen, 2009), and thus, Chinese luxury consumption may not follow the trends of the Western world. The Chinese perceive luxury brand value in terms of China's unique cultural background and as a consequence of the Chinese economic development, the Chinese luxury lifestyle is gradually evolving and beginning to show its own distinct characteristics. Although prior research related to luxury examines different cultures and markets such as the US, Indian, European, the Chinese luxury context and its impact on luxury brand when entering this market have not been examined sufficiently. Literature review Luxury Brands, Rebranding and the Chinese Context Literature teaches us that “luxury” is used to denote the main category of highly prestigious brands (Vigneron & Johnson, 2004). In the same way, luxury brands are related to wealth, exclusivity and power and are related to the fulfilment of nonessential desires (Brun et al., 2008 and Dubois and Gilles, 1994). “Luxury brands” comprises highly quality, expensive and nonessential goods and services that are symbols of rarity, exclusivity, prestige, and authenticity in for their consumers and they can provide highlevels of symbolic and emotional value (Tynan, McKechnie, & Chhuon, 2009). Vigneron and Johnson (2004) and later Wiedman et al. (2007) defined the concept of luxury as the physical and psychological values provided by prestige of luxury brands and consequently highlighting the symbolic and conceptual dimension associated to luxury. However, it was evidenced how the dimension is strongly associated to the cultural values and to the social environment by considering luxury goods representatives of individual and social identity (Vickers & Renand, 2003). These elements of exclusivity, prestige, rarity as well as individual and social identity are the key values distinguishing luxury from nonluxury brands (Tynan et al., 2009). In the same perspective, Kapferer (1997, p. 334) highlighted the importance of those luxury brand values in evidencing that brand memory and brand values should not be abandoned when the brand is revised suggesting that rebranding is an incremental process in contrast to a radical change. The Digitalisation of Luxury Brands and the Chinese Market In the western countries, the elder people mainly compose luxury customers, while luxury consumers become younger (about under 40 years old) in China. The increasing number of middle-level class has been the main force of online luxury consuming. The consumption concept of younger customers are huge different from that of traditional customers. Solomon (2009) expressed that customers’ behavior is a dynamic concept because they are influenced by the outer factors and inner elements (Solomon, 2009). A survey from McKinsey & Company indicates that there are almost 90% of Chinese Internet users living in tier1, tier2 and tier 3 cities have enrolled in a social-media site and Chinese people can be regarded as the world’s most active social-media population, around 91% of respondents telling they visited a social-media site in the previous six months, followed by 70% in South Korea, 67% in the United States and 30% in Japan (Chiu, Lin, & Silverman, 2012). The Chinese social and cultural context is increasingly becoming “digitally savvy” and Chinese citizens are more likely to gain information from Internet when they would make shopping decisions. First Proposition Indirect orientation for the first proposition comes from Vickers and Renard (2003) conceptual development that evidences that the conceptual dimension of luxury is strongly influenced by cultural elements and by the social context. Consequently it derives that the digitalisation of luxury as a part of the social and cultural variables of contemporary Chinese consumers’ market will be conceptualised in the rebranding process for luxury brands when entering the Chinese market. Second Proposition Specific support for our second proposition comes from Kapferer (1997) theory highlighting that successful luxury rebranding has to keep least certain core brand elements to have a proper transition from the existing luxury brand to the revised luxury brand in the new Chinese market. The digitalisation process for rebranding will evidence the core elements kept as a part of the brand heritage and identity.In the re-branding process new market segments may be touched or even new markets (Kapferer, 1997). Successful luxury rebranding may require meeting the needs of new market segments. As a consequence, in our third proposition it is assumed that new attributes to the brand may be required to satisfy the new market and in particular the Chinese digitally savvy” segment. These principles of rebranding applied to our Chinese luxury context refers to the existing literature relating to re-create the brand vision to entry the new Chinese market. Research questions and methodology This research aims to analyse the impact of cultural and social variables of a new market, the Chinese one, in the redefinition of a luxury brand and in particular: - the evolution towards a new digital orientation as a response to the needs of the new customer segments - the specific socio-cultural characteristics of the new Chinese market customer segments In order to provide specific responses from the field, the empirical research methodology is based on the case analysis method (Yin, 1984). The luxury brands cases considered in the research have been kept anonymous in order to keep the confidentiality of the data collected and consequently referred as A, B and C. It has been based on interviews carried out in China and in Europe with the management of the luxury brand, with a sample of its customer segments and also on the published data of the corporation. The Case of an Italian Luxury Brand in China The A case: Rebranding through Digitalisation for Successful Entry in the Chinese Market Out of the three cases, A is an Italian global luxury brand with an established brand image and heritage internationally. Its positioning as authentic luxury brand worldwide specifically focus its image on exclusivity, originality and innovative design. China, which was entered lately with respect to the other geographical markets in their global strategy, has now become clearly the main focus. Its entry strategy has been oriented towards a progressive reinforcement of relations between brand and market, in particular in relation to the digitalisation of the market and its consumption mode. The brand started opening the main flagship store in the Mainland China capital Beijing and following with the fashion centre Shanghai at the beginning of 2006. After a few years of gradual expansion and monitoring of the market evolution, the brand can nowadays count on a consolidated flagship store network adding value to the brand awareness. Counting on the younger Chinese luxury market segments, the brand had a remarkable immediate growth in the market as a result of its brand core values and image as well as of its own digitalisation of the brand development strategy. The growth and consolidated positioning allowed the brand to start a brand expansion strategy by introducing the cosmetics line in department stores after clothing and apparel and perfumes. Conclusion A luxury brand focused on a specific rebranding as entry strategy for the Chinese market through the integration between the socio-cultural variables associated to the local context and the core components of the brand. A transferred the brand to the Chinesemarket by maintaining its own young style and image, specifically suitable for the young Chinese luxury market. In the initial phase of the Chinese market entry, A focused on reinforcing the brand image and awareness in the local socio-cultural context by developing their retail and distribution in particular by having key premium locations, fundamental to communicate the brand identity and core values. However, the retailing network was not perceived as sufficient to create “a social buzz” in the Chinese young socio-cultural context that is specifically influenced by digital media in this geographical environment. The analysis of the brand and its entry strategy in China have clearly shown that they entry and kept expanding in China from first to third tier cities and to different targeted segments by developing an intelligent digitalisation of the brand. Starting from developing a Chinese version of the brand name, A brand modified its brand name as a main strategy to giving meaning to the brand in the Chinese socio-cultural context, as well as emphasizing the heritage of the brand and creating a strong position in the mind of the Chinese consumer and creating a strong advantage in the digital search positioning. Furthermore, in analysing the market socio-cultural digital trends and the decreasing reach of conventional media and the increasing one of the digital ones, A decided to focalise on a diversified use of digital media in their entry strategy - through online video advertising and the growing digital out of home as well as local search engine as Baidu or local social networks, BAIDU Sina.com Wechat Youku and in particular online influencers and BBS, Bullet Board Systems – by clearly choosing to rebrand through the digitalisation of their luxury brand in compliance with the socio-cultural variables and trends of the market. The sample case will be reported and the model path for branding and rebranding in the Chinese context will be presented.

소비 시장이 감성 소비 환경으로 바뀌면서 브랜드의 역할이 더욱 중요해졌고, 이를 위한 브랜드 이미지 전략으로서 디자인의 역할이 확장되고 있다. 브랜드와 소비자가 소통하는 지점인 소비자 접점은 체험을 통한 브랜드 이미지가 형성되는 경로이므로, 기업이 지향하는 이미지로 각인시키기 위해서는 소비자 접점에 대한 총체적인 기획 및 관리가 필요하게 되었다. 위와 같은 배경에서, 이 연구의 목적은 변화된 시장 환경에서 성공적인 브랜드 이미지를 구축하기 위한 통합 디자인의 구성 방법을 정의하는 것이다. 이를 위해 브랜드 이미지의 특성, 소비자 체험의 조건, 감성의 역할을 이해하고, 이미지와 감성 처리 모형과의 상관성을 해석하여, 이미지의 3가지 특성을 도출하였다. 이미지의 특성은 1) 경험적 판단에 근거하며, 2) 감성적 내용을 표현 전달하고, 3)관념적 공감에 의한 심리적 가치를 만드는 것이다. 이러한 이미지를 창출하는 디자인의 조건을 성공적인 브랜드의 사례연구를 통해 분석하여, 강력한 이미지를 구축하기 위한 브랜드 아이콘의 역할과 이를 위한 통합 디자인의 필요성을 밝혔다. 이 통합 디자인을 구성하는 방법은 1) 브랜드 이미지 포지셔닝에 의한 이미지 집중화, 2) 브랜드 이미지 플롯에 의한 시각적 주제 활용, 3) 이미지 통합 관리를 위한 Total Identity Program, 4) 브랜드 이미지각인을 위한 Brand Icon 개발 등이다.

마케팅 커뮤니케이션의 진화에 따라 IMC는 마케팅의 키워드가 되었고, 대안매체와 BTL은 마케터의 중요 관심사항이 되었다. 이러한 것은 브랜드 구축의 중요 툴이 되고 있다. 브랜드 노출의 다양한 상황에서 브랜드 노출을 어떻게 할 것인가를 연구하는 것은 마케터나 디자이너에게 매우 중요하다. 사인시스템은 도시경관에서 브랜드노출로 기업의 마케팅 입장과 도시이미지 구축의 측면에서 모두 중요하다. 기업이 사인시스템을 통한 브랜드이미지 구축의 전략적 선택이 이루어짐과 동시에 도시경관 측면에서는 어떻게 상충점을 극복하여 도시브랜드 구축을 이루어 가는지 실 사례를 통해 해법을 조사하였다.