Exploring Customer Perceived Value towards non-deceptive counterfeiting: a grounded theory approach

Abstract

Purpose

The study explores and builds theories in Customer Perceived Values (CPVs) that drive counterfeit buying intention, using a Grounded Theory Approach (GTA) in an emerging market, India.

Design/methodology/approach

Counterfeit studies have either resorted to a survey approach or modelling approach in investigating various aspects and dimensions. This study, among a few, attempted a GTA in building theory on CPVs. Based on the observations and recorded responses that emerged through several Focus Group Discussions (FGDs); conducted in two metropolitan cities (India), newer insights into this illicit phenomenon of “Counterfeiting” were derived.

Findings

Adding to the counterfeit literature, the study presents a comprehensive view of the CPVs. Findings reveal economic, socio-normative, pleasure-based, euphemistic, acquisition-centrality, self-regulating, situational and sustainable consumption values that influence counterfeit attitudes and in turn impact counterfeit buying intentions. Although Economic Values (ECV) have been the primary motivation for counterfeit purchase, complex and newer values that emerged through this research study bears significance.

Practical implications

As a single point of reference, this study will provide impetus to scholars and academicians in expanding the counterfeit research domain. While aiding policymakers and marketers in further understanding this illicit practice, it will also guide brand managers in strategizing their offerings and reaching out to the masses with strong brand aesthetic values.

Originality/value

Based on a systematic literature review using the 4 Ws framework, this study is one of the few attempts that has adopted a GTA to explore and develop theories on CPVs in counterfeit research.

Citation

Samaddar, K. and Gandhi, A. (2024), "Exploring Customer Perceived Value towards non-deceptive counterfeiting: a grounded theory approach", South Asian Journal of Business Studies, Vol. 13 No. 2, pp. 201-225. https://doi.org/10.1108/SAJBS-07-2021-0259