The market for luxury is changing with new competitors to the market, more modest growth, and new types of customers (Kim and Ko 2012, Ko, Phau and Aiello 2016) as well as the ubiquity of digital marketing channels (Okonkwo 2009). Moreover, social media has transformed the logic of fashion marketing by providing new ways of engaging, interacting, and connecting with customers (Dhaoui 2014) as well as enabling consumers to participate in branding process (Burman 2010). As a consequence, also luxury brands need to develop experience-based marketing strategies that emphasise interactivity, connectivity and creativity (Atwal and Williams 2009). What is more, despite of growing importance of social media marketing in luxury industry, extant research on the topic still remains quite limited (Ko and Megehee 2012). While the previous studies have well documented the benefits of luxury marketing on social media (Kim and Ko 2012, Kim and Ko 2010, Brogi et al. 2013, Kontu and Vecchi 2014, Godey et al. 2016), and their implications on luxury brand management (Dhaoui 2014, Larraufie and Kourdoughli 2014), and even co-creative marketing practices (Choi, Ko and Kim 2016, Tynan, McKehnie, and Chuon 2010), no studies to this date have looked at co-creation from consumer-perspective. This article provides a novel perspective on luxury branding, by following the resource-based theory of consumer (Arnould, Price and Malshe 2006) to study the brand identity as co-created in social media. To do this, visual frame analysis (Goffman 1974, Luhtakallio 2013) is applied on consumer generated images downloaded from Instagram feed of brand exhibition staged by luxury brand Louis Vuitton. Based on the analysis, a typology of co-created brand identities is proposed. The findings indicate that in the branded exhibitions, consumers co-create brand identity by utilising resources available in the experiential brandscape by taking and posting these objectifications of brand on social media (Presi et al. 2016) and in so doing create symbolic/expressive, and experiential/hedonic value (Tynan et al. 2010). Theoretically, this article provides a novel perspective on luxury brand as co-created and in so doing, demonstrates the dynamics of firm-consumer co-creation. What is more, to extend the emerging stream of visual analysis of luxury (Kim et al. 2016, Freire 2014, Megehee and Spake 2012), an application of novel is demonstrated in the article. Managerially, this explorative study provides new insights on luxury marketing in social media by suggesting that branded experiences should be designed in a manner that engages the consumer to actively use the resources available to them. The financial implications of this shift are also significant as according to McKinsey study, three out of four luxury purchases are influenced by social media (Hope 2016)

Marketers commence to use types of brand alliance strategies including co-branding. Many previous studies focused on the strategic performance of the co-branded credit card or loyalty programs. The introduction of the department store co-branded credit card successfully increases revenues and expands the market shares for both the banking industry and the department store industry in Taiwan. In view of the importance of co-branding strategy to extend market share for both the banking industry and the retailing industry in Taiwan, it is worthy to have a better understanding of whether or not consumer’s affective loyalty to the bank and/or consumer’s affective loyalty to the department store will influence his/her attitude toward the department store co-branded credit card, which in turn influence his/her intention to continue to use or apply for the co-branding credit card. This study aims to ascertain what factors determine consumer’s intention to continue to use and/or to apply for the department store co-branded credit card. This study collected data on the Internet Website from December 8, 2013 to January 30, 2014. A total of 444 valid data were used in this study. The two-stage procedure of structural equation model (SEM) analysis was conducted to examine the hypothetical causal relationship in the proposed theoretical model. The results indicate that for those who had applied for the department store co-branded credit card, consumer’s affective loyalty to the bank and consumer’s affective loyalty to the department store indeed exert positive impacts on his/her attitude toward department store co-branded credit card, which in turn influence his/her intention to continue to use the co-branded credit card. In addition, for those who did not have the department store co-branded credit card, consumer’s affective loyalty to the department store can induce his/her attitude toward department store co-branded credit card, which in turn influences his/her intention to apply for co-branding credit card. The implications and suggestions for both the banking industry and the retailing industry are also provided in this study.

A study of the comparison of customers' satisfaction and loyalty at McDonald's two types of outlets is presented. The objective of this study is to test correlation among selection attributes, customer satisfaction and loyalty of customers patronizing two types of Mcdonald's restaurants - stand alone and co-branded, as Mcdonald's is known to be actively participating in co-branding with discount stores such as E-Mart. In order to measure customer loyalty, benchmark scores from customers showing extreme satisfaction are compared to the mean scores of total sample customers at each outlet. Meeting or exceeding benchmarking scores does not automatically bring in and create loyal customers but in doing so will certainly help build up strong customer relationship which will create additional loyalty. Marketers should be well aware that statistically significant difference do exist between these two groups of customers and should take into consideration these findings in opening up new outlets or renovating existing outlets.