Search results

After retirement, energetic seniors still can contribute to social development. This paper aims to explore the structural relationship between energetic seniors’ social reengagement intention (SRI) and its five drivers. The antecedents of energetic seniors’ SRI were identified through extensive literature (including social marketing) review and focus group interviews.

Data was collected from Pearl River Delta region of Guangdong Province, China. The proposed model was tested using partial least squares structural equation modeling with a community-based valid sample size of 750 energetic seniors (ages 60+).

Results indicate that energetic seniors’ SRI is directly determined by their perceived social value and knowledge sharing intention, which are, in turn, directly determined by their individual social capital, social achievement motivation and perceived social risk.

To the best of the authors’ knowledge, this is the first study to provide a new approach toward reengagement social development for energetic seniors. The discussion provides implications and managerial new insights for research and practice of population aging.

The purpose of this paper is to explore the structural relationships among skepticism, experiential risk, cognitive dissonance, experiential quality, brand experience and experiential satisfaction, switching intentions and switching behavior from the perspective of green branding.

A questionnaire survey was used to collect data from consumers who had purchased environmental shampoos, obtaining 613 valid samples which were analyzed with structural equation modeling.

The results indicate that green brand experiential risk, green brand cognitive dissonance, green brand experiential quality and green brand experience influence green brand experiential satisfaction. In addition, green brand experiential satisfaction has an impact on green brand switching intentions, which, in turn, positively influence green brand switching behavior.

To decrease the perceptions of green brand skepticism, green brand experiential risk, green brand cognitive dissonance, green brand switching intentions and green brand switching behavior and increase the perceptions of green brand experiential quality, green brand experience and green brand experiential satisfaction, the findings will help environmental organizations develop and implement market-orientated product strategies.

The results provide a better understanding of the relationships among skepticism, experiential risk, cognitive dissonance, experiential quality, brand experience, experiential satisfaction, switching intentions and switching behavior in an environmental context.

This study examines whether consumer brand engagement (CBE) can mitigate the negative effects of economic animosity (EA) on purchase intention (PI) and strengthen the positive effect of country-of-origin (COO) on PI.

Using questionnaires distributed to 372 young Chinese adults, the study collected PI data for US products in the Chinese market. Partial least square structural equation modeling was adopted.

This study found a positive relationship between COO and CBE and a negative relationship between EA and CBE. CBE exhibits a partial mediating effect in the relationship between COO and PI and a full suppression effect on EA toward PI.

This research is limited to China; future research could extend this framework to the United States.

This study contributes to relationship marketing knowledge. Furthermore, it provides new tools for multinational corporations to deploy their marketing strategies and avoid negative consequences stemming from the EA effect in the Chinese market following the US–China trade war.

This study is the first to extend COO and EA research to CBE discipline.

Most new product research for the past two decades has focussed on new product development and product innovation. Only a few product launches have been discussed in specific fields. The purpose of this paper is to fill the literature gap regarding enhanced product launch performance by using the customer relationship.

From the contract manufacturer’s perspective, the authors propose that the customer relationship and senior management involvement affects lean launch execution. The customer relationship includes both cooperativeness and behavior monitoring. Studies have suggested that a lean launch exerts a direct influence on new product performance and marketing performance. We used a questionnaire to collect data to test the postulated research model and hypotheses from project, account, and purchasing managers in the high-tech manufacturing industry.

The results provided compelling evidence that the customer relationship exerts a positive effect on lean launch, which in turn exerts a positive effect on new product performance. Although lean launch execution affected marketing performance through new product performance, the direct effect on marketing performance was non-significant. Senior management involvement exerted an indirect influence on lean launch performance through cooperativeness.

This paper suggests and empirically tests a model to explain how contract manufacturers manage brand-customer relationship through cooperativeness and behavior monitoring, leading to higher levels of lean launch execution toward new product performance.