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Using concepts of self-image congruence and involvement, we investigated whether existing customers can be considered brand fans and, if so, how to determine the behavior of brand fans in various situations. Participants were 180 students in a business administration marketing program in South Korea with strong brand loyalty. Cluster analysis was conducted using a 2 (high vs. low self-image congruence) x 2 (high vs. low involvement) analysis of variance and paired t tests were used to identify brand fans through fanship and switching intentions (Study 1). Then we investigated how participants' minds changed after being exposed to a negative article (Study 2) and a competitor's aggressive marketing (Study 3). We found that fans do exist for commercial brands and that, as assumed, image congruence and involvement are critical constructs. These results suggest that consideration of image congruence and involvement is necessary for businesses to secure and foster brand fans.
Keywords: brand fan, fanship, customer loyalty, image congruence, involvement, switching intention.
Attracting and retaining customers are major goals for companies. Given the strong competition in most industries today, companies need to attract new customers or lure customers from competitors, which requires marketing funds. However, retaining customers costs less than attracting new customers (Stone, Woodcock, & Wilson, 1996). Because retaining customers can be lucrative for businesses, companies need to concentrate on their marketing capabilities to maintain long-term relationships with these customers (Hallowell, 1996). In other words, improving customer loyalty can help with sustainable growth and profit generation. Companies are aware of this phenomenon and make efforts to improve customer loyalty. However, retaining loyal customers does not necessarily guarantee continuous sustainable growth and profit generation. Customer loyalty on its own may not be meaningful.
In spite of the large number of firms providing loyalty programs, many loyalty programs have not been successful because customers have little commitment to any specific program and switch loyalty among these programs easily (Berman, 2006). Armstrong and Kotler (2005) classified consumers with their potential to make a profit and their potential loyalty. They identified customers who are very loyal but not significantly profitable, and they described the loyal customers as migratory birds. They suggested decreasing spending on consumer relationships with that group. However, brands can have valuable consumers who are similar to...