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The differing impacts of brand-line breadth and depth on customers’ repurchasing behavior of frequently purchased packaged goods

verfasst von: Philippe Aurier, Victor D. Mejía

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 6/2021

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Abstract

Offering the ideal product that individuals will systematically repurchase (intensification) and satisfying their need for variety in order to make them cross-purchase within a brand-line’s products (diversification) instead of switching toward competitors are two fundamental functions of brand-lines. Both rely on product variety, organized along breadth (complementary products) and depth (substitutes). We analyze the differing impacts that breadth and depth have on brand-line repurchasing behavior. Repurchasing is broken down into four components based on its motivation, intensification (repurchasing the same product) vs. diversification (cross-purchasing), and its temporal perspective, inter-trip (over shopping trips) vs. intra-trip (during purchasing trips). Whereas breadth demonstrates only positive effects on the repurchasing components, it has no protective effect against brand-switching. Conversely, depth has a negative impact on inter-trip product repurchasing, the most frequent repurchasing component, but offers a protective negative impact against brand-switching. We examine the moderating impacts of brand-line quality, brand-line alignability, and household size.

Vorheriger Artikel Correction to: Relating entertainment features in screenplays to movie performance: an empirical investigation

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To avoid any confusion with brand loyalty, which is a broader and more complex concept, we will only use the term “repurchasing”.

Mattermark and RJMetrics, The Ecommerce Investor Report, 2016.

The service marketing literature uses the terms depth and breadth of the consumer–service provider relationship to refer respectively to intensification and diversification (Aurier & N’Goala, 2010; Bolton et al., 2004). To avoid confusion with brand-line depth and breadth, we use the terms intensification and diversification.

Other terms are used such as assortment choice (Kwak et al., 2015), within-trip variety-seeking (Kim et al., 2002), multiple discreteness (Dubé, 2004) or multiple item choice (Harlam & Lodish, 1995).

Strictly speaking, only purchasing another brand-line without the focal brand-line is brand-line switching.

We consider a “month” to be a 4-week period.

This includes duplications when several brand-lines are purchased in the same shopping trip.

We distinguish brand-line l from brand m because brands may own several brand-lines.

Not displayed here due to space limitations.

We used a nonalignability ratio calculated as the number of distinct levels for the nonalignable attribute (flavor) minus that for the alignable attribute (format), divided by the total sum of levels for the two attributes (Aurier & Mejía, 2020). This ratio varies between −1 (purely alignable) and 1 (purely nonalignable). A ratio greater (lower) than zero represents a predominantly nonalignable (alignable) assortment, and the brand-line was classified accordingly. A ratio close to zero represents an equally alignable and nonalignable assortment, and the brand-line was not considered. Because a line’s alignability depends on its store exposure, it was measured at the store level and then aggregated across stores, over a 4-week moving window.

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Titel: The differing impacts of brand-line breadth and depth on customers’ repurchasing behavior of frequently purchased packaged goods
verfasst von: Philippe Aurier
Victor D. Mejía
Publikationsdatum: 13.08.2021
Verlag: Springer US
Erschienen in: Journal of the Academy of Marketing Science / Ausgabe 6/2021
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI: https://doi.org/10.1007/s11747-021-00797-9

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Weitere Artikel der Ausgabe 6/2021

Space between products on display: the impact of interspace on consumer estimation of product size

Relating entertainment features in screenplays to movie performance: an empirical investigation

Self-oriented competitiveness in salespeople: sales management implications

Should firms invest more in marketing or R&D to maintain sales leadership? An empirical analysis of sales leader firms

When drivers become inhibitors of organic consumption: the need for a multistage view

Correction to: Operationalizing salesperson performance with secondary data: aligning practice, scholarship, and theory