Determining consumer-based brand equity of South African luxury fashion brands
- Authors: Appiah – Nimo, Kenneth
- Date: 2020
- Subjects: Luxury goods industry - South Africa - Marketing , Fashion merchandising - South Africa , Branding (Marketing) - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/480546 , uj:43506
- Description: M.A. , Abstract: The luxury goods industry constitutes a niche, yet tremendously valuable, segment of the global economy (Atwal & Bryson, 2014b). According to Euromonitor (2019), the sale of luxury fashion goods and leather accessories in South Africa grew by 53.8% between 2013 and 2018. The growth prospect of South Africa’s luxury goods industry remains robust, propelled by good retail and supply chain infrastructure and a steadily expanding aspirational middle-class (Pwc, 2012; AfrAsia, 2018; Euromonitor, 2019). South Africa’s vibrant luxury retail market has attracted scores of international luxury fashion brands and fostered the establishment of a small, yet distinguished, cohort of local luxury fashion brands (Jacobs, 2013, Crosswaite, 2014; Martin-leke & Ellis, 2014). However, local luxury fashion brands are encumbered by numerous challenges, the most crucial of which is a pervasive negative consumer disposition and resultant weak brand equity. These challenges threaten the growth potential of South African luxury fashion brands and have in some extreme circumstances led to the collapse of once-promising brands. Brand equity is a marketing asset that presents substantial benefits to a brand, such as market leadership, price premiums, higher effectiveness of marketing and communication strategies, and immunity to price competition from new category entrants (Keller, 2013). While several theoretical models for determining brand equity exist, the consumer-based brand equity model is the dominant perspective due to the consumer-centric nature of marketing management practice in contemporary times. Aaker (1991) defined consumer-based brand equity as a set of brand assets and liabilities linked to a brand, its name and symbol, which improves or diminishes the value of the products and/or services of a firm. Aaker’s consumer-based brand equity model consists of five fundamental aspects that include brand awareness, perceived quality, brand association, brand loyalty and other proprietary brand assets. The aim of the study is to determine consumer-based brand equity of South African luxury fashion brands. The study adopts Aaker's (1991) consumer-based brand equity model to examine the impact of consumer-based brand equity variables such as brand...
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South African female millennial consumers’ responses toward traditional and virtual fashion window displays
- Authors: Van Heerden, Salomien
- Date: 2016
- Subjects: Consumers - South Africa - Attitudes , Fashion merchandising - South Africa , Generation Y , Women consumers - South Africa - Attitudes
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/122934 , uj:20726
- Description: Abstract: The retailing of consumer merchandise has always had to keep up with dynamic consumer wants, needs and expectations in a competitive environment (Mover, Minjeong & Childs 2012:442). Technology, which includes the internet and a virtual world, competes with real-life retail stores in the sense that it can also meet the demands of consumers Koontz & Gibson 2002:442). Fashion is an important product category on the internet and there has been substantial growth with regard to online fashion purchases (Jacobs & De Klerk 2010:255). This implies that virtual fashion stores that use visual displays do exist in industry, and have the potential to satisfy consumer needs and wants. Retailers could stay competitive in the current trend of online shopping by using and implementing multichannel strategies, for example, by providing virtual purchasing options in addition to the traditional retail store (Koontz & Gibson 2002:381–395). Nevertheless, most fashion retailers keep the traditional store option, as opposed to online-only options, because consumers find it difficult to judge the fit, texture and quality of fashion products if displayed virtually, even though virtual shopping may have benefits like convenience (Ruane & Wallace 2013:316). These strategies can influence the retailer’s choice of visual display, as retail strategies should be aligned to consumer groups’ needs and preferences. A consumer group that is associated with convenience, as well as virtual shopping, is the female millennial generation consumer group (Ruane & Wallace 2013:317). Since the millennial generation started to enter the working-class market, this large global market has developed into one of the fastest-growing consumer segments, with a substantial amount of disposable income (Faruk, Stuart & Griffin 2013:657; Ruane & Wallace 2013:316; Leen, Thurasamy & Omar 2012:111; Tapscott 2009:188; Djamasbi, Tullis, Siegel, Capozza, Groenzinger & Ng 2008:1). This large generation is therefore regarded as a market segment with high consumption patterns and large spending potential (Pinzaru, Savulescu & Mitan 2013:321; Waters 2006:1). Although the millennial generation is seen as one of the largest consumer market segments to date, they have not been included in much literature with specific reference to their consumption of, and preferences and attitudes towards... , M.Tech.
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The relationship between brand purpose and brand leadership in the South African retail clothing industry
- Authors: Cindi, Mbali
- Date: 2019
- Subjects: Fashion merchandising - South Africa , Branding (Marketing) - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/400504 , uj:33427
- Description: Abstract : The South African retail clothing industry is evolving and there are a number of factors, such as a volatile economy, market saturation, the changing needs and expectations, and the emergence of new and advanced communication technologies and channels, that make the far more complex and unpredictable. Retail clothing brands are forced to shift their focus to redefining what they stand for, their reason for existence and are in search of ways to create meaningful differentiation and connect with their target market on an emotional level, while ensuring brand leadership. The purpose of this study is to explore the perceived relationship between brand purpose and brand leadership in the South African retail clothing industry. As the industry becomes more and more saturated the fight for differentiation and brand leadership is far more challenging. Competing on just the 4Ps is no longer enough. To deal with the overwhelming choice available, customers are now filtering through the clutter by focusing on brands that relevant, authentic and distinct; brands that align with their values and beliefs; that offer a memorable experience online and offline, and brands that deliver on what is promised better than its competitors. They are looking for a sense and proof of purpose when making purchasing decisions. To answer the research question or problem, a qualitative approach was employed, and semi-structured interviews, that consisted of 6 questions, were conducted with three brand and marketing managers of South African retail clothing brands. The findings demonstrated the challenges that retail clothing brands in South Africa face in trying to achieve brand leadership, and that to reach that position brands need to ensure top of mind awareness, that they make it to the customer’s shopping list and that the brand is still strong enough to compete in the marketplace. The study and its findings also demonstrate the need for retail clothing brands to be more strategic when it comes to building a brand, they showcase the need for customer-centricity, relevancy, authenticity and distinction in achieving brand leadership, which can be strengthened and supported through the creation and implementation of a brand purpose. Brand and marketing managers are now provided with a task to build a brand instead of focusing solely on products and services, which can easily be replicated by competing brands. Brand and marketing managers are required to place and understand their customers and align their needs and expectations with what the brand stands for. Furthermore, brand managers can no longer rely on just the 4Ps to achieve brand leadership, other strategies and solutions need to be explored to keep up. , M.A. (Strategic Communication)
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