Measuring consumer-based brand authenticity

Abstract

Postmodern consumers use brands to create an authentic self and to reconnect to place, time, culture and others. Although previous research has identified that consumers draw on a range of cues in order to attribute authenticity to branded objects, no scales exist to measure the construct of brand authenticity. Building on the existing literature, this paper uses quantitative methods to develop a psychometrically robust measure of brand authenticity from a consumer's perspective. Findings demonstrate convergent, discriminant and predictive validity, whereby 14 items represent three interrelated first order factors labeled quality commitment, sincerity and heritage that correspond with a higher order brand authenticity construct. This study extends our understanding of the consumption of authenticity. Moreover, it provides a tool by which firms can evaluate the effectiveness of strategic decisions designed to deliver an authentic brand offering to consumers. Limitations and directions for future research are discussed.

Introduction

Postmodern markets are characterized by a brand-dominated hyperreality where consumers struggle to differentiate between the ‘real’ and ‘fake’ (Arnould and Price, 2000, Firat and Venkatesh, 1995). While authenticity has historically been associated with transcending the self and the market (Beverland, 2005, Fine, 2003, Kozinets, 2002, Peterson, 2005, Taylor, 1992, Thompson et al., 2006), an emerging stream of consumer research identifies that people attribute authenticity to brands. Research suggests that authenticity is central to brand status, equity and corporate reputation (Beverland, 2005, Gilmore and Pine, 2007), with some even suggesting it as one of the “cornerstones of contemporary marketing”, (Brown, Kozinets, & Sherry, 2003, p. 21). The concept itself, however, is still not well understood nor clearly defined (Grayson and Martinec, 2004, Rose and Wood, 2005).

Extant research has examined (to various extents) consumers' quests for authentic experiences (Arnould & Price, 2000), rituals associated with the authentic self (Belk and Costa, 1998, Kozinets, 2002), the cues used to attribute authenticity to objects (Beverland et al., 2008, Grayson and Martinec, 2004, Leigh et al., 2006, Thompson et al., 2006), the processes used to assess an object's authenticity (Rose & Wood, 2005), and the various forms authenticity can take (Brown et al., 2003, Grayson and Martinec, 2004). More recently, research has focused on the effects of brand authenticity on brand trust and SME growth (Eggers, O'Dwyer, Kraus, Vallaster, & Guldenberg, 2012) and its role in establishing and maintaining brand auras (Alexander, 2009) from the perspective of key stakeholders within an organization (ie. CEOs, marketing specialists). Eggers et al. (2012) conclude that brand authenticity has a significant impact on brand trust and can help fuel firm growth within the market place. However, it is important for the organization as a whole to embrace a culture that encourages, fosters and enhances authentic values.

We extend this line of inquiry through the development of a consumer-based brand authenticity (CBBA) scale, building on calls for an objective measure of brand authenticity that includes the voice of the consumer (Eggers et al., 2012). Understanding the outcomes of authenticity for a consumer is important because the search for authenticity is part of a consumer's identity project and is thus goal-driven (Arnould and Price, 2000, Belk et al., 1989, Gergen, 1991, Goffman, 1959, Lifton, 1993, McCracken, 2005, Thompson, 2000). For example, consumers may desire clear connections between perceptual product cues when forced to quickly make a correct decision (Beverland et al., 2008). Or, certain brand cues may be preferred when consumers attempt to fit in with a wider subcultural community or express their social affiliations (Beverland et al., 2006, Kates, 2004). Thus, preferencing cues and choosing or rejecting brands is part of an authenticating act (a self-referential act) or authoritative performance (a collective expression) (Arnould & Price, 2000).

This study also aims to reduce the present fragmentation of research on the consumption of authenticity, which may assist managers in creating and maintaining a brand's authenticity (Beverland, 2005, Leigh et al., 2006, Peterson, 2005). Understanding perceptions of authenticity may help explain consumers' brand attitudes together with their degree of brand loyalty and also lead to a more effective approach to market segmentation. Moreover, the development of an authenticity scale will enable the relationship between this and other marketing constructs to be assessed. Combined, such insights will provide brand managers with a means to assess the efficacy of strategic communication messages designed to establish a perception of authenticity in the minds of external stakeholders, including consumers (Molleda, 2010).

The article is structured as follows. First, we examine the nature of brand authenticity and its core attributes. Second, we explain our methods and report our results. Finally, we address theoretical and managerial implications, limitations and directions for future research.