Validation of a Fashion Brand Image Scale Capturing Cognitive,Sensory, and Affective Associations: Testing Its Role in an Extended Brand Equity Model

This research validated a new 16‐item brand image scale that captures cognitive, sensory, and affective dimensions (i.e., mystery, sensuality, intimacy) of tangible and intangible attributes of fashion brands. Three studies were conducted to develop a holistic, yet parsimonious, fashion brand image measure. The initial subthemes of brand image and representative items were based on a review of scholarly literature and industry‐based information and on interview findings. Reliability and validity of the new scale were confirmed using data from 218 college students and a national sample of 2,373 respondents. Convergent and discriminant validity were supported through confirmatory factor analysis. Nomological validity was supported through testing a structural model containing the three brand image dimensions, Roberts’ ( 2005 ) lovemarks experience, and brand equity variables. The new brand image scale is different from existing scales because it incorporates Roberts’ industry‐based perspective, including more comprehensive sensory and affective dimensions than found in past brand image scales. This study provides support for Roberts' lovemarks model and the contributors to brand equity, which has implications for theory and for marketing firms that endeavor to build an effective fashion brand image.     

Managerial decision making in customer management: adaptive, fast and frugal?

While customer management has become a top priority for practitioners and academics, little is known about how managers actually make customer management decisions. Our study addresses this gap and uses the adaptive decision maker as well as the fast and frugal heuristics frameworks to gain a better understanding of managerial decision making. Using the process-tracing tool MouselabWEB, we presented sales managers in retail banking with three typical customer management prediction tasks. The results show that a majority of managers in this study are adaptive in their decision making and that some managers use fast and frugal heuristics. Usage of adaptive decision making seems to be mainly driven by low objective task difficulty, the use of fast and frugal heuristics by experience. While adaptive decision making does not impact predictive accuracy, usage of fast and frugal heuristics is associated with proportionally greater use of high predictive quality cues and a significant increase in accuracy. Hence, the existing skepticism concerning heuristics should be questioned.