Love is not blind: investigating a love-hate transition among luxury fashion brand consumers
Journal of Fashion Marketing and Management
ISSN: 1361-2026
Article publication date: 7 April 2021
Issue publication date: 6 August 2021
Abstract
Purpose
There is extensive research where consumer emotions of brand love and brand hate are investigated. However, the studies where a transition in consumer-brand emotions is explored are scant. This paper aims to investigate the mediating effect of brand jealousy in the relationship between brand love and brand hate among luxury fashion brand consumers. Also how value expressiveness moderates the relationship between brand hate and negative word of mouth (NWOM) is examined.
Design/methodology/approach
The study is based on a cross-sectional survey conducted among 273 luxury fashion consumers from Pakistan. The structural equation modeling (SEM) technique is employed to test the proposed hypotheses.
Findings
All the proposed hypotheses are supported. Brand jealousy mediates the relationship between brand love and brand hate. Furthermore, value expressiveness buffers the relationship between brand hate and NWOM.
Practical implications
The luxury fashion marketers should focus on strengthening the symbolic identity of a luxury fashion brand via advocating its visual elements. Moreover, there is a need to advertise luxury fashion brands as exclusive to individual customers. Finally, some rewards can be offered to consumers to generate positive word of mouth (WOM) about luxury fashion brands.
Originality/value
The study of an emotional transition among luxury brand customers via a mediating role of brand jealousy is a unique theoretical contribution. Moreover, the moderating role of the value-expressiveness function examining the hate-to-NWOM path is also unique to this study.
Keywords
Citation
Kashif, M., Korkmaz Devrani, T., Rehman, A. and Samad, S. (2021), "Love is not blind: investigating a love-hate transition among luxury fashion brand consumers", Journal of Fashion Marketing and Management, Vol. 25 No. 4, pp. 625-643. https://doi.org/10.1108/JFMM-04-2020-0058
Publisher
:Emerald Publishing Limited
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