Customer advocacy and brand development

dc.contributor.authorLawer, Christopher-
dc.contributor.authorKnox, Simon-
dc.date.accessioned2014-03-18T04:01:47Z
dc.date.available2014-03-18T04:01:47Z
dc.date.issued2006-03-01T00:00:00Z-
dc.description.abstractPurpose – The purpose of this article is to define and explore the strategic value of customer advocacy through the lens of the brand management literature.  Design/methodology/approach – The paper reviews recent analysis of the value and vulnerabilities of brands and branding in order to understand why customer advocacy is becoming an attractive strategic option for many firms. A model of empowered consumer value drivers is constructed to demonstrate how they are becoming an important source of brand value. A framework for brand management in a customer advocacy context is introduced and examples of companies pursuing advocacy-based strategies and practices are illustrated.  Findings – Through careful brand management, customer advocacy is capable of unlocking new consumer value.  Originality/value – The paper offers a discussion of the opportunities presented to brand management when developing customer advocacy.en_UK
dc.identifier.citationChristopher Lawer, Simon Knox, (2006) Customer advocacy and brand development, Journal of Product & Brand Management, Volume 15, Issue 2, Pages 121-129.
dc.identifier.issn1061-0421-
dc.identifier.urihttp://dx.doi.org/10.1108/10610420610658956-
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/8327
dc.language.isoen_UK-
dc.publisherEmerald Group Publishing Limiteden_UK
dc.titleCustomer advocacy and brand developmenten_UK
dc.typeArticle-

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