Title

The effects of affective and utilitarian brand relationships on brand consideration

Document Type

Journal article

Source Publication

Journal of Brand Management

Publication Date

8-1-2014

Volume

21

Issue

6

First Page

469

Last Page

484

Keywords

affective brand relationships, brand consideration, consumer-brand relationships, utilitarian brand relationships

Abstract

Most consumer brand relationship research concentrates on understanding the relationship between the consumer and the brand, and very little research investigates the consequences of those relationships. Given the plethora of brands on the market, each competing for the attention of the consumer and the opportunity to build a relationship with the consumer, understanding the effects of consumer-brand relationships (CBR) provides vital information to the brand manager about the types of brand relationships to attract and engage. This study looks at this under-researched area and investigates the effects of CBR on consideration and brand equity in the context of fast food and banking in Hong Kong. The results suggest that utilitarian brand relationships are best as they are likely to increase the chances of the brand being included in the consideration set, increase perceptions of brand uniqueness and a consumer's propensity to pay more. These novel results are surprising given the amount of attention dedicated to affective brand relationships, brand love, and the building of emotional brands and/or brand connections in recent literature. These surprising results may help brand managers develop strategies to limit the number of brands in consideration set or to be first choice when purchasing.

DOI

10.1057/bm.2014.15

Print ISSN

1350231X

E-ISSN

14791803

Publisher Statement

Copyright © 2014 Palgrave Macmillan

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Full-text Version

Publisher’s Version

Recommended Citation

Leung, L. C., Bougoure, U. S., & Miller, K. W. (2014). The effects of affective and utilitarian brand relationships on brand consideration. Journal of Brand Management, 21(6), 469-484. doi: 10.1057/bm.2014.15