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Abstract
Brand equity has been criticized by some for an alleged lack of managerial relevance. This paper reports a study which operationalizes brand equity and empirically tests a conceptual model adapted from the work of Aaker (1991) and Keller (1993) considering the effect of brand attitude and brand image on brand equity. The results indicate that brand equity can be manipulated at the independent construct level by providing specific brand associations or signals to consumers and that these associations will result in images and attitudes that influence brand equity. The results suggest that focusing on the constructs that create brand equity is more relevant to managers than trying to measure it as an aggregated financial performance outcome.
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Notes on contributors
James B. Faircloth
James B. Faircloth, (D.B.A., Mississippi State University) is an assistant professor of marketing at the University of Wyoming. He has previously published in such journals as the Journal of Marketing Theory and Practice, Journal of Contemporary Business Issues, and the New England Journal of Entrepreneurship. His current areas of research interest are in brand equity and small business marketing.
Louis M. Capella
Louis M. Capella (D.B.A., University of Kentucky) is a professor of marketing and Associate Dean for Internal Affairs, College of Business and Industry at Mississippi State University. He has previously published in such journals as Psychology and Marketing, Journal of Service Marketing, and the Journal of Marketing Theory and Practice.
Bruce L. Alford
Bruce L. Alford (Ph.D., Louisiana State University) is an assistant professor of marketing at Louisiana Tech University. He has previously published in such journals as the Journal of Business Research, Journal of Business Strategies, and Health Marketing Quarterly. His current areas of research interest are in consumer evaluation of services, retail reference prices, and measurement and validation.