By analyzing a large car registration dataset, Beat Meier shows various aspects of consumer behavior in the context of durable goods. He thereby isolates various influences on purchase decisions, e.g. the brand owned before, the price, and demographic variables. Furthermore, he investigates the short-term effects of tax incentives and reputation shocks on brand choice and brand loyalty. The dataset used is very unique and allows a longitudinal examination of the cars owned by a person. This permits to gain insights on consumer behavior of durable goods that are relatively expensive and bought infrequently.

Covers traditional marketing techniques and theories alongside the latest concepts, and acknowledges the increased importance of marketing in the customer-oriented environment.

Persistent Preferences in Market Place Choices reviews classic research on loyalty, the many definitions of commitment and their relevance for persistent preference, the constituents of preference persistence, research on attitude strength, and behavioral decision theory research relevant for preference persistence.

Customers use mental short cuts and they get into ruts when making product and brand choices. Brand Choice provides the tools that reveal customers' automatic thoughts and how such thoughts accurately forecast brand choice. Strategic thinking by customers includes their focusing attention and introspectively telling about how, when, where, and why they buy and use brands and products. For learning customers' strategic thinking, this book advocates in situ use of the long interview method.

Loyalty is one of the main assets of a brand. In today’s markets, achieving and maintaining loyal customers has become an increasingly complex challenge for brands due to the widespread acceptance and adoption of diverse technologies by which customers communicate with brands. Customers use different channels (physical, web, apps, social media) to seek information about a brand, communicate with it, chat about the brand and purchase its products. Firms are thus continuously changing and adapting their processes to provide customers with agile communication channels and coherent, integrated brand experiences through the different channels in which customers are present. In this context, understanding how brand management can improve value co-creation and multichannel experience—among other issues—and contribute to improving a brand’s portfolio of loyal customers constitutes an area of special interest for academics and marketing professionals. This Special Issue explores new areas of customer loyalty and brand management, providing new insights into the field. Both concepts have evolved over the last decade to encompass such concepts and practices as brand image, experiences, multichannel context, multimedia platforms and value co-creation, as well as relational variables such as trust, engagement and identification (among others).

This text presents a cutting edge approach to the analysis of brand choice, relevant to marketing practice and social science. This analysis reveals the causes of consumer choice that underlie brand selection; the role of price and non-price elements of marketing; a new way of describing the structure of markets and analyzing consumer behaviour.

The most important assets of any business are intangible: its company name, brands, symbols, and slogans, and their underlying associations, perceived quality, name awareness, customer base, and proprietary resources such as patents, trademarks, and channel relationships. These assets, which comprise brand equity, are a primary source of competitive advantage and future earnings, contends David Aaker, a national authority on branding. Yet, research shows that managers cannot identify with confidence their brand associations, levels of consumer awareness, or degree of customer loyalty. Moreover in the last decade, managers desperate for short-term financial results have often unwittingly damaged their brands through price promotions and unwise brand extensions, causing irreversible deterioration of the value of the brand name. Although several companies, such as Canada Dry and Colgate-Palmolive, have recently created an equity management position to be guardian of the value of brand names, far too few managers, Aaker concludes, really understand the concept of brand equity and how it must be implemented. In a fascinating and insightful examination of the phenomenon of brand equity, Aaker provides a clear and well-defined structure of the relationship between a brand and its symbol and slogan, as well as each of the five underlying assets, which will clarify for managers exactly how brand equity does contribute value. The author opens each chapter with a historical analysis of either the success or failure of a particular company's attempt at building brand equity: the fascinating Ivory soap story; the transformation of Datsun to Nissan; the decline of Schlitz beer; the making of the Ford Taurus; and others. Finally, citing examples from many other companies, Aaker shows how to avoid the temptation to place short-term performance before the health of the brand and, instead, to manage brands strategically by creating, developing, and exploiting each of the five assets in turn