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An integrated model of customer-brand engagement: Drivers and consequences

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Abstract

Customer-brand engagement is emerging as an influential area of modern marketing. Yet, the domain is at an early stage of development, reliant on conceptual reasoning. The purpose of this article is to provide clarity in the domain and to develop an integrated customer-brand engagement model. Customer-brand engagement is conceptualised and empirically supported as a psychological state, distinct to behavioural manifestations, which are considered a consequence of customer-brand engagement. The proposed model conceptualises two contributors to customer-brand engagement, namely a firm-led platform for driving engagement and customer-centred influences. A quantitative approach using structural equation modelling supports the hypotheses. The empirical assessment is measured across both product and service brands, with model support in both contexts. The empirical contribution of the firm-led platform for engagement provides insight for practitioners as to how they may actionably influence customer-brand engagement, whereas the demonstrated consequences highlight the real benefits for organisations in doing so. The model measures the impact of customer-brand engagement upon brand value and brand loyalty, demonstrating the customer’s role in value creation. The research appears to be the first to empirically measure both firm-led and customer-centred antecedents to customer-brand engagement in a comprehensive model, offering a significant contribution to the domain.

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Authors and Affiliations

  1. Department of Marketing, Griffith Business School, Griffith University, Gold Coast, Parklands Drive, Southport, 4222, QLD, Australia

    Cassandra France

Authors
  1. Cassandra France
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  2. Bill Merrilees
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  3. Dale Miller
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Correspondence to Cassandra France.

Additional information

1researches in branding at Griffith University, where she also teaches in branding, advertising and marketing. She has a particular interest in brand interactivity, engagement and co-creation. Her current research has a quantitative focus, exploring customer-brand engagement and co-creation. Her work appears in Marketing Intelligence & Planning. She brings recent branding industry experience to her research and is interested in both theoretical development and its practical application.

2heads the Branding@Griffith Research Cluster. His research interests encompass branding and innovation in a variety of contexts including firms, cities, communities, retailing and franchising. His extensive research has been published in the European Journal of Marketing, Journal of Brand Management, Journal of Product & Brand Management, Journal of Marketing Management, Journal of Business Research, Industrial Marketing Management and Journal of Strategic Marketing.

3researches branding in several domains including cities, communities, corporate branding, corporate rebranding and not-for-profit branding, as well as retail innovation; and sustainable business. She has published widely, including in the Journal of Business Research, Journal of Brand Management, European Journal of Marketing, Long Range Planning, International Journal of Retail & Distribution Management, and Journal of Retailing and Consumer Services. Her publications also include book chapters and the book, Retail Marketing: A Branding and Innovation Approach.

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France, C., Merrilees, B. & Miller, D. An integrated model of customer-brand engagement: Drivers and consequences. J Brand Manag 23, 119–136 (2016). https://doi.org/10.1057/bm.2016.4

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  • DOI: https://doi.org/10.1057/bm.2016.4

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