Brand Communities and New Product Adoption: The Influence and Limits of Oppositional Loyalty
[ABSTRACT READ IN FULL at the Crossref item record; full text not read] Thompson, S. A., & Sinha, R. K. (2008). 'Brand Communities and New Product Adoption: The Influence and Limits of Oppositional Loyalty.' Journal of Marketing, 72(6), 65-80. doi:10.1509/jmkg.72.6.065. the best-powered behavioural study in this file and the source of the dark side stated by the field's own friendly witnesses. They note that brand communities 'have been cited for their potential not only to enhance the loyalty of members but also to engender a sense of oppositional loyalty toward competing brands. However, the impact of brand community membership on actual new product adoption behavior has yet to be explored.' Design: 'Longitudinal data were collected on the participation behavior, membership duration, and adoption behavior of 7506 members spanning four brand communities and two product categories', analysed with a hazard modelling approach. Results: 'higher levels of participation and longer-term membership in a brand community not only increase the likelihood of adopting a new product from the preferred brand but also decrease the likelihood of adopting new products from opposing brands.' Then two limits. 'However, such oppositional loyalty is contingent on whether a competitor's new product is the first to market.' And the one to build a paragraph on: 'Furthermore, in the case of overlapping memberships, higher levels of participation in a brand community may actually increase the likelihood of adopting products from rival brands. This finding is both surprising and disconcerting because marketing managers usually do not know which other memberships their brand community members possess.' THE ARTICLE'S CLOSE LIVES HERE: members of more than one community become more likely to buy the rival and the firm cannot see which other memberships it is dealing with, which is exactly
[ABSTRACT READ IN FULL at the Crossref item record; full text not read] Thompson, S. A., & Sinha, R. K. (2008). 'Brand Communities and New Product Adoption: The Influence and Limits of Oppositional Loyalty.' Journal of Marketing, 72(6), 65-80. doi:10.1509/jmkg.72.6.065. the best-powered behavioural study in this file and the source of the dark side stated by the field's own friendly witnesses. They note that brand communities 'have been cited for their potential not only to enhance the loyalty of members but also to engender a sense of oppositional loyalty toward competing brands. However, the impact of brand community membership on actual new product adoption behavior has yet to be explored.' Design: 'Longitudinal data were collected on the participation behavior, membership duration, and adoption behavior of 7506 members spanning four brand communities and two product categories', analysed with a hazard modelling approach. Results: 'higher levels of participation and longer-term membership in a brand community not only increase the likelihood of adopting a new product from the preferred brand but also decrease the likelihood of adopting new products from opposing brands.' Then two limits. 'However, such oppositional loyalty is contingent on whether a competitor's new product is the first to market.' And the one to build a paragraph on: 'Furthermore, in the case of overlapping memberships, higher levels of participation in a brand community may actually increase the likelihood of adopting products from rival brands. This finding is both surprising and disconcerting because marketing managers usually do not know which other memberships their brand community members possess.' THE ARTICLE'S CLOSE LIVES HERE: members of more than one community become more likely to buy the rival and the firm cannot see which other memberships it is dealing with, which is exactly
Written from the aBSTRACT READ IN FULL at the Crossref item record; full text not read.
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Thompson, S. A., & Sinha, R. K. (2008). Brand Communities and New Product Adoption: The Influence and Limits of Oppositional Loyalty. Journal of Marketing, 72(6), 65-80. doi:10.1509/jmkg.72.6.065