Submitted by Ann-Kathrin Grüner (gruener_ann-kathrin@t-online.de) on 2017-11-16T18:47:40Z No. of bitstreams: 1 Ann-Kathrin Grüner_Master Thesis MPGI_2017.pdf: 2261176 bytes, checksum: eb202b6f04ec9ea725fc1f08bde8b2fd (MD5) / Approved for entry into archive by Josineide da Silva Santos Locatelli (josineide.locatelli@fgv.br) on 2017-11-17T10:30:07Z (GMT) No. of bitstreams: 1 Ann-Kathrin Grüner_Master Thesis MPGI_2017.pdf: 2261176 bytes, checksum: eb202b6f04ec9ea725fc1f08bde8b2fd (MD5) / Made available in DSpace on 2017-11-17T11:59:28Z (GMT). No. of bitstreams: 1 Ann-Kathrin Grüner_Master Thesis MPGI_2017.pdf: 2261176 bytes, checksum: eb202b6f04ec9ea725fc1f08bde8b2fd (MD5) Previous issue date: 2017-10-30 / The automotive industry always has been crisis prone and with the most recent Volkswagen emission incident, this dissertation aims at understanding the effects of a crisis on the brand reputation of the affected firm, measured with 4 different frameworks (namely the RepTrak model, the Interbrand method, Young&Rubicam’s Brand Asset Valuator and Keller’s Customer-based Brand Equity), and its behaviors reacting to it during the course of the crisis. To provide a base for comparison, two case studies about Ford and Volkswagen were considered and contrasted. Examining the companies’ cases, it showed that both enterprises dealt rather similar with the incident faced, proving that the firms did not learn from prior similar incidents occurred to third parties. In determining the adequacy of the initiative actions compared to the theoretically suggested ones, it was found that neither company followed the suggestions made by existing literature and that the companies’ own actions proved rather inadequate, happening with delay, trying to hide the own misdeeds and eventually losing their customers’ trust. Deducing lessons learned for future crisis-affected enterprises, the two cases proved beneficial in confirming the essentiality of speed and timeliness in a crisis situation, the relevance of admitting oneself to the scandal before the media covers it, sincerity and consistency in one’s words and actions, equity in the treatment of affected parties and the importance of regarding the own situational context. / A indústria automobilística sempre foi propensa a crises e com o incidente mais recente da Volkswagen manipulando valores de emissões, esta dissertação se dirige a compreender os efeitos de uma crise na reputação da marca da empresa afetada, medida com quatro modelos diferentes (para ser exato o modelo RepTrak, o método Interbrand, o Brand Asset Valuator de Young&Rubicam e o Customer-based Brand Equity de Keller), e seus comportamentos frente à crise. Para fornecer uma base para comparação, dois estudos de caso sobre Ford e Volkswagen foram considerados e contrastados. Examinando os casos das empresas, exibiu que ambas empresas lidaram com os incidentes encarados de uma forma parecida, provando que nenhum deles aprendeu de incidentes parecidos encarados por terceiros no passado. Determinando a adequação de ações iniciativas comparados com as sugeridas por teorias, constatou-se que ambas as empresas abdicaram das sugestões da literatura vigente e que suas tomadas de ações foram inadequadas, por conta de seu atraso e tentativa de ocultação dos próprios delitos, resultando em perda de confiança de seus clientes. Deduzindo lições para potenciais empresas afetadas de crises no futuro, ambos os estudos se mostraram proveitosos ao ratificar a importância da velocidade e tempestividade em uma situação de crise, a relevância em antecipar à mídia pública em se admitir o escândalo, sinceridade e consistência nas palavras e nas ações, equidade no tratamento de terceiros afetados e a importância de considerar o contexto da situação.

This study investigates the customer-based brand equity of the major cellphone network service providers (Vodacom, MTN and Cell C) amongst principal estate agents registered with the Estate Agency Affairs Board in Gauteng. Secondary research covered the marketing environment of the major service providers. An extensive study of literature on branding, brand management and brand equity measurement was undertaken. An empirical study was conducted. Telephone interviews were used for initial contact and screening. An invitation to participate in the survey, with a link to a questionnaire, was e-mailed to qualified respondents. Cell C users were excluded from the quantitative analysis. There were several significant findings: Vodacom and MTN users are alike in terms of personal and estate agency-related demographics. With the exception of age and gender, the sample fits the stated descriptors of individuals in the LSM seven to LSM ten groups. Cronbach‘s alpha coefficient confirmed a high level of reliability (0.870) for the summated measurement scale developed as an indicator variable of customer-based brand equity and Vodacom and MTN‘s rating on the summated scale did not differ at a statistically significant level. The service provider used proved to be an important driver of loyalty, but overall satisfaction with the cellphone service does not differ statistically significantly between Vodacom and MTN users. Vodacom has established a much more favourable positioning on the brand association statements evaluated. Factor analysis identified five brand association dimensions that should be considered for measurement of brand associations. Multiple regression analysis identified the brand as a product dimension as the best predictor of customer-based brand equity. Vodacom received more favourable brand performance ratings than MTN. Factor analysis identified six brand performance dimensions that should be considered for inclusion when measuring brand performance. Multiple regression analysis identified the easy to use and one-stop-service dimensions as the best predictors of customer-based brand equity. The customer-based brand equity of the user group is moderate (16 out of 25, or 64%). / Business Management / D. Com. (Business Management)

This study investigates the customer-based brand equity of the major cellphone network service providers (Vodacom, MTN and Cell C) amongst principal estate agents registered with the Estate Agency Affairs Board in Gauteng. Secondary research covered the marketing environment of the major service providers. An extensive study of literature on branding, brand management and brand equity measurement was undertaken. An empirical study was conducted. Telephone interviews were used for initial contact and screening. An invitation to participate in the survey, with a link to a questionnaire, was e-mailed to qualified respondents. Cell C users were excluded from the quantitative analysis. There were several significant findings: Vodacom and MTN users are alike in terms of personal and estate agency-related demographics. With the exception of age and gender, the sample fits the stated descriptors of individuals in the LSM seven to LSM ten groups. Cronbach‘s alpha coefficient confirmed a high level of reliability (0.870) for the summated measurement scale developed as an indicator variable of customer-based brand equity and Vodacom and MTN‘s rating on the summated scale did not differ at a statistically significant level. The service provider used proved to be an important driver of loyalty, but overall satisfaction with the cellphone service does not differ statistically significantly between Vodacom and MTN users. Vodacom has established a much more favourable positioning on the brand association statements evaluated. Factor analysis identified five brand association dimensions that should be considered for measurement of brand associations. Multiple regression analysis identified the brand as a product dimension as the best predictor of customer-based brand equity. Vodacom received more favourable brand performance ratings than MTN. Factor analysis identified six brand performance dimensions that should be considered for inclusion when measuring brand performance. Multiple regression analysis identified the easy to use and one-stop-service dimensions as the best predictors of customer-based brand equity. The customer-based brand equity of the user group is moderate (16 out of 25, or 64%). / Business Management / D. Com. (Business Management)