Loyalty and luxury brands: The role of self‐congruity constructs

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Loyal customers are vital to the well‐being of any business organizations. And when times get tough and competition more intense, their value soars to even greater heights. Such customers don't simply fall from the sky though. On the contrary, it typically takes significant and ongoing work on the firm's part to first entice them and then continually meet their needs. Loyalty is widely accepted as being more likely to emerge when consumers have a favorable attitude towards company, product and/or brand. The incentive is so great that it would be imprudent for any organization not to put in the necessary effort. If any further persuasion is required, one needs to look no further than the array of benefits that loyalty can offer.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2013), "Loyalty and luxury brands: The role of self‐congruity constructs", Strategic Direction, Vol. 29 No. 2, pp. 31-33. https://doi.org/10.1108/02580541311298056