Journal of Economics and Management

ISSN 1732-1948 Vol. 28 (2) • 2017

Hwai-Shuh Shieh Wei-Hsun Lai

Department of Tourism Department of Management Science, MBA
and Hospitality Management Faculty of Management Studies
Kainan University, Taoyuan, Taiwan National Chiao Tung University, Hsinchu, Taiwan
[email protected] [email protected]

The relationships among brand experience, brand

resonance and brand loyalty in experiential marketing:
Evidence from smart phone in Taiwan
DOI: 10.22367/jem.2017.28.04
Accepted by Editor Ewa Ziemba | Received: January 23, 2017 | Revised: April 4, 2017; April 8, 2017;
April 11, 2017 | Accepted: April 12, 2017.

Abstract
Aim/purpose – The study aims to understand the contribution of the experiential
events how to influence the brand loyalty while the consumer synchronized with brand
under the brand resonance.
Design/methodology/approach – The study combines Schmitt’s five distinct ex-
perience ‘modules’ with the SEM method to explore the relationship among these five
experience dimensions and brand experience, and applies the Keller’s CBBE model to
explore whether the experiential events that consumer participated could help the com-
pany build brand resonance through the brand experience delivering in the event. The
study applies convenient sampling method and collects data through online questionnaire
platform from April 12 to April 26, 2015. Deleting invalid or incomplete questionnaires,
the study gets 204 valid samples from the total 229 respondents.
Findings – The findings indicate that these five strategic experiences dimensions
are positively related to the brand experience; the positive relationships among brand
experience, brand resonance, and brand loyalty also exist.
Research implications/limitations – The results of the study have some strategic
implications for marketing practice. The findings point out that event marketing could be
considered as an effective tool to enlarge customer base and to build brand loyalty. In the
real world, the more event marketing adopts; the stronger brand experience is and the
higher the effect on brand loyalty will be. Nevertheless, the study cannot provide spe-
cific constructive suggestion: how to design events to stimulate and create a strong,
memorable brand experience.
58 Hwai-Shuh Shieh, Wei-Hsun Lai

Originality/value/contribution – Few studies examine the effect of each brand

experience dimensions on brand relationship, and this study fills this gap.

Keywords: brand experience, brand resonance, brand loyalty, experiential marketing.

JEL Classification: M31, O53.

1. Introduction

Experiential marketing has become the main stream of marketing strategy

in Taiwan during the last decade. Nevertheless, most of Taiwanese companies
are used to taking the low-price competition or discounting marketing strategies
to attract more consumers. During Taiwan economic development early stage,
almost all the marketing strategies only emphasized delivering price information
not the shopping experience of the customers. Over the past two decades,
a plenty of studies have pointed out that the shopping experience has significant
effect on consumer behavior [e.g. Kerin, Jain & Howard 1992; Swinyard 1993;
Donovan et al. 1994; Sherman, Mathur & Smith 1997; Turley & Milliman 2000;
Mattila & Wirtz 2001; Menon & Kahn 2002; Michon, Chebat & Turley 2005;
Carpenter 2008; Jang & Namkung 2009; Darley, Blankson & Luethge 2010].
The study tries to analyze the strategic experiential modules and employs
the SEM model to build brand of experiential marketing. We adopt the definition
of experiential marketing proposed by Schmitt [1999] to explore the relationship
between brand experience and these dimensions in event marketing. Further-
more, we examine how brand experience affects customers to reach brand reso-
nance and brand loyalty.
The study aims to test the relationships among brand experience, brand reso-
nance and brand loyalty in experiential marketing, we choose HTC as the empirical
target company. There are two main reasons to explain why we choose HTC. First,
undoubtedly HTC is one of the symbolic, representative Taiwanese globalized com-
panies. HTC ranked Interbrand’s annual ranking of the World’s Most Valuable
Brand in 2011, and was first and the only Taiwanese brand that listed The Ranking
of The Brands Top 100. Besides, as usual, HTC was criticized for its brand market-
ing strategies. After struggling for years, HTC started to adopt all entirely new mar-
keting strategy. This is another reason for selecting HTC as the targeted brand.
The present study is structured as follows: firstly, we present a literature re-
view; secondly, we describe the methodology used and specify the empirical
model; then, we present analysis of the data and variables of the model; subse-
quently we present the empirical results; and, finally, we discuss the main con-
clusion and implications, limitation of the study.
 The relationships among brand experience, brand resonance… 59

2. Literature review

2.1. Experiential marketing and event marketing

Experience, as defined within the realms of management, involves a per-

sonal occurrence with emotional significance created by an interaction with
product or brand related stimuli [Holbrook & Hirschman 1982]. Holbrook and
Hirschman [1982] pointed out that the consumer value is an experience that does
not exist in the products purchased, on chosen brands nor on the ownership of
the product, but in the process if consuming experience. Pine & Gilmore [1998]
stated their view of experiential marketing in the manner: “when a person buy
a service, he purchase a set of intangible activities carried out on his behalf. But
when he buys an experience, he pays to spend time enjoying a series of memo-
rable events that a company stages to engage him in a personal way”. Experien-
tial marketing is about taking the essence of a product and amplifying it into
a set of tangible, physical, interactive experiences that reinforce it. Schmitt
[1999] introduced a strategic framework for managing experiences called strate-
gic experiences module including sensory experience (SENSE), affective ex-
periences (FEEL), creative cognitive experiences (THINK), physical experi-
ences, behaviors and lifestyles (ACT), and social-identity experiences that result
from relating to a reference group or culture (RELATE). In a new era, it’s criti-
cal to shift from the features and benefits approach advocated by traditional
marketing to customer experience. Schmitt [1999] also suggested marketers or
called experience providers employ experiential hybrids that combine two or
more strategic experiences modules in or to broaden the experiential appeal.
Comparing to the traditional marketing, experiential marketing means that, be-
sides visible and controlled interactions, service providers should expand their per-
spectives in order to get to know the customers on a deeper level [Heinonen et al.
2010]. That an experience is more than a service means that the ultimate result of
marketing should not be the service, but the customer experience and the resulting
value in use for customers in their particular context. Thus, the vital issue is how the
companies can support customers’ ongoing activity and experience structure.
Event marketing is a choice of experiential marketing and uses to build
memorable relations with the targeted. Duncan & Moriarty [1998] pointed out
that event marketing has emerged as a new communication strategy making the
target customers as active participants as behavioral level. It provides a valuable
way of constructing and strengthening relationships between brand and consum-
ers, especially for service brands that do not provide a tangible output for the
consumer. Events can take various forms, including incentive/reward programs,
60 Hwai-Shuh Shieh, Wei-Hsun Lai

open days, conference, products launches, press conference, exhibitions, corpo-

rate entertainment, charity fundraisers, trade shows and product visitor attrac-
tions, etc. [Wood 2009]. Using experiential marketing events could create con-
sumers’ extraordinary experiences and build relationships with customers through
these particular experiences. Associating with the qualities of the event and linking
the brand to good causes, managers can enhance brand loyalty. The successful mar-
keting events should identify seven events attributes (the 7 ‘I’s) which enhance the
events experience [Wood & Masterman 2007, 2008; Wood 2009]: involvement,
interaction, immersion, intensity, individuality, innovation, integrity.

2.2. Brand experience

Brand experience has attracted a lot of attention in marketing practice.

Marketing practitioners have come to realize that understanding how consumers
experience brands is critical for developing marketing strategies for goods and
services. With regard to brand experience, Brakus, Schmitt and Zarantonello
[2009] indicated that brand experience are “[...] subjective, internal consumer
response (sensations, feelings, and cognitions) and behavioral responses evoked
by brand-related stimuli that are part of a brand’s identity, packaging, design,
environments and communications”. Besides, brand experience differs from
brand evaluations, involvement, attachment, and personality. Brand experiences
do not involve a motivational state; they can happen when consumers show no
interest or have no personal connections with the brand. Brands with high con-
sumer involvement are not necessarily that evoke the strongest brand experi-
ences. Connecting both two terms, event marketing leads to emotional linking
with the brand [Whelan & Wohlfeil, 2006].
The study concludes several factors affecting the brand experiences and
proposes some hypotheses:
Hypothesis 1: The sensory experiences (SENCE) of events will contribute
positively to the creation of brand experience.
Hypothesis 2: The affective experiences (FEEL) of event will contribute
positively to the creation of brand experience.
Hypothesis 3: Creative cognitive experiences (THINKK) of event will con-
tribute positively to the creation of brand experience.
Hypothesis 4: Physical experiences (ACT) of event will contribute positively
to the creation of brand experience.
Hypothesis 5: Social-identity experiences (RELATE) of event will contrib-
ute positively to the creation of brand experience.
 The
T rela
ationshhips among
g braandd expperiiencce, bbrannd reso
r onannce…
… 661

2 . Bran
2.3 nd resson
nan
nce

Brrannd reso
r onan nce is a conc cep pt ppropposeed tot char
c ractteriize braand rellatioonsshipps
aandd referss to
o thhe natu
n ure of thee co onsuum mer-bbrannd relaatioonshhip annd, mo more speecififi-
c ly, the
call t exttentt to whhichh a per
p rson n feels thaat hee orr shhe reso
r onattes or con c nneccts wit
w th
f s in
a brrannd oor feel w it [Keelleer 2001
n syyncc with 2 1]. The mark m ketiingg coomm munnicaatioon
e vironnment haas alter
env a red ex xtrem melly ssincce the
t Technnoloogyy an nd IInteerneet cchan ngeed
t waay ppeo
the oplee in
nteraactss annd com mmmuniicattes. Ev vennt and
a exp perience is sseen aas
m re mas
mor m ss med
m dia typpes off coomm munnicaatioons.. Kelle
K er [200 [ 09] prropooses thhe cuss-
t mer--bassed braand equuityy (C
tom CBB BE)) mmodeel illlusstratted in Figguree 1 andd viiewws brrannd
b ldinng aas an
buil a aasceendiingg serriess off steeps.. Thhe CBB
C BE moodeel em mphhasizes thhe dual
d l-
i of braandss: tthe rattionnal rouute to bbraand buuildiing is thee leeft-hhannd side
ity s e off thhe
p amiid, wh
pyra hereeas thee em mottionnal rouute is thee rightt-haand sid de. Thhe crea
c ation n oof
s nificcannt brrannd equi
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y if the rigght bui
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A thhe step
All s ps invo
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w cusstom merrs- bot
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hortt, bran
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nshiips-how w
c nsum
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also mphhasizes a hierarrch hy in bran
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q encee steeps in braand buiildiing..
que

F ure 1. C
Figu Cusstom
mer--Bassed Braand Equ
uityy (CB
BBE
E) mod
m del ppyraamid
62 Hwai-Shuh Shieh, Wei-Hsun Lai

The past studies pointed out that brand experience plays an importance role
of brand equity. Furthermore, brand experiences are also actual sensations, feel-
ings, cognitions, and behavioral responses [e.g. Farquhar 1989; Aaker 1996;
Erdem & Swait 1998; Berry 2000; Yoo, Donthu & Lee 2000; Yoo & Donthu
2001; Aaker 2009; Brakus, Schmitt & Zarantonello 2009; Keller, Parameswaran
& Jacob 2011]. Following the above statement, the study proposes a hypothesis:
Hypothesis 6: Brand experience will have a positive impact on brand reso-
nance.

2.4. Brand loyalty

The key to brand management and development is to understand what bene-

fits customers are looking for. What customers are looking for is a set of attrib-
utes, which go beyond the physical and tangible aspects of a product. The added
value or the incremental utility of the product that comes with the brand name is
termed brand equity [Aziz & Yasin 2010]. Brand equity appears where custom-
ers willingly pay more for the same level of quality due to the attractiveness of
the name attached to the product [Bello & Holbrook 1995]. Brand loyalty is the
core of brand equity. However, all the benefits of brand equity are not meaning-
ful if the service has no meaning to the customer [Aziz & Yasin 2010]. Oliver
[1999] presented an evolutionary model in which satisfaction make important
contributions to repurchase early in the ownership cycle. It is vital to understand
how the brand value is created in the mind of the customer and how this value is
translated into customer behavior and brand loyalty. Some papers have discussed the
importance of brand equity and how to build and manage brand equity [e.g. Aaker
1991: 206; Kamakura & Russell 1991; Keller 1993; Simon & Sullivan 1993;
Kapferer 1995; Aaker 1996]. The brand can be described as a mechanism to engage
the buyer and the seller in a long-term relationship and play a key role in building
this relationship based on the customers’ experience [Erdem & Swait 1998; Davis,
Buchanan-Oliver & Brodie 2000; Brodie, Glynn & van Durme 2002].
In this model, a customer gaining experience, from convergence of product,
personal and social forces, can lead to the emergence of ultimate loyalty. There
are two main perspectives of brand equity. Firm-based brand equity (FEBE)
addresses the financial value of brands; the other is customer-based brand equity
(CBBE) that focuses on consumers’ response to brands, and the study adopts this
viewpoint. Aaker [1991] regards brand equity as a set of brand assets and liabili-
ties linking to a brand, its name and symbol that add to or subtract from the
value provided by a product or service to a firm and /or to that firm’s customer.
 The relationships among brand experience, brand resonance… 63

He identifies the following five components of brand equity: (1) brand aware-
ness; (2) brand association; (3) perceived quality; (4) brand loyalty; (5) other
proprietary assets such as patents, trademarks and channel relationships. Keller
[2003] defines brand equity as the differential effect that brand knowledge has
on consumer response to the marketing of that brand, and further articulates the
concept of brand equity and identified several components that are composed of
customer based brand equity. Brand resonance could predict repurchase inten-
tion, future earnings and firm value in various markets [Aaker & Jacobson
2001]. Wang et al. [2008] stated that a strong customer brand relationship can
make customers more receptive to new products or extensions under the same
brand. Marketing communications can tell or show consumers how and why
a product is used, by what kind of person and where and when. Consumers can
learn about who makes the product and what the company and brand stand for;
and get an incentive or reward for trial or usage. Moreover, marketing commu-
nications allow companies to link their brands to other people, places, events,
brands, experience, feelings and things. They can contribute to brand equity − by
establishing the brand in memory and creating a brand image − as well as drive
sales and even affect shareholder value [Luo & Donthu 2006]. Based on the
above statement, the study proposes a hypothesis:
Hypothesis 7: Brand resonance will have a positive impact on brand loyalty.

3. Research methods

3.1. Research structure

The study explores the relationships among brand experience, brand reso-
nance, brand equity in event marketing and the internal factors of strategic ex-
periences modules proposed by Schmitt [1999]; then, we develop the research
framework (Figure 2). According to Brakus, Schmitt and Zarantonello [2009],
definition, brand experiences are actual sensations, feelings, cognitions, and
behavioral responses. Then the study applies the Keller’s CBBE model to ex-
plore whether the experiential events that consumer participated could help the
company build brand resonance through the brand experience delivering in the
event. The study aims to understand the contribution of the experiential events
how to influence the brand loyalty while the consumer synchronized with brand
under the brand resonance.
64 Hwai-Shuh Shieh, Wei-Hsun Lai

Figure 2. Structural model and hypotheses

Sense

H1

Feel

H2

Think H3
H6 H7
Brand Brand
Experience Resonance Brand
H4 Loyalty
Act
H5

Relate

3.2. Operational definition

The strategic experiential modules proposed by Schmitt [1999] include five

dimensions of the event marketing included the sense, feel, think, act and relate
(Table 1). The sense module appeals to the sense with objective of creating sen-
sory experience, through sight, sound, touch, taste and smell; the feel module
appeals to customers’ inner feelings and emotions, with the objective of creating
affective experience that range from mildly positive moods linked to a brand to
strong emotions of joy and pride. The think module defines as the intellect with
objective creating cognitive, problem-solving experiences that engage customer
creatively and act appeals to enrich customers’ lives by targeting their physical
experience, showing them alternative ways of doing things, alternative lifestyles
and interactions. Relate marketing contains aspects of the four modules above
mentioned, expanding the individual‘s personal, private feelings, thus relating
the individual to something outside his/her private states.
 The relationships among brand experience, brand resonance… 65

Table 1. Scale used for the study

Concept measured Scale items Authors
Sense 1. This brand makes a strong impression on my Schmitt [1999];
visual sense or other senses. Brakus, Schmitt
2. I find this brand interesting in a sensory way. and Zarantonello [2009]
3. This brand does not appeal to my senses
Feel 1. This brand induces feelings and sentiments. Schmitt [1999];
2. I do not have strong emotions for this brand. Brakus, Schmitt
3. This brand is an emotional brands and Zarantonello [2009]
Think 1. I engage in a lot of thinking when I encounter Schmitt [1999];
this brand. Brakus, Schmitt
2. This brand does not make me think. and Zarantonello [2009]
3. This brand stimulates my curiosity and problem
solving.
Act 1. I engage in physical actions and behaviors when Schmitt [1999];
I use the brand. Brakus, Schmitt
2. This brand results in bodily experience. and Zarantonello [2009]
3. This brand is not action oriented
Relate 1. I care the brand’s event connection with the exter- Schmitt [1999]
nal environment.
2. This brand event’s issue connection affects my
judgment on the brand.
3. The experiential event increase the external
environment connection with me
Brand resonance 1. I actively share information about the brand Huang et al. [2014]
with others.
2. I would actively search for information about
the brand.
3. The experiential event has a positive impact on me.
4. I am willing to spend more time and money
on the brand.
5. The event delivers a positive image on me
Brand loyalty 1. In the future, I will be loyal to the brand. Brakus, Schmitt
2. This brand will be my first choice in the future. and Zarantonello [2009]
3. I will not buy other brands if this brand
is available at the store.
4. I will recommend this brand to others

3.3. Sampling

The study applies convenient sampling method and collects data through
online questionnaire platform from April 12 to April 26, 2015. Deleting invalid
or incomplete questionnaires, the study gets 204 valid samples from the total 229
respondents. A demographic profile of questionnaire consists of gender, age,
education, occupation, and monthly income (Table 2).
66 Hwai-Shuh Shieh, Wei-Hsun Lai

Table 2. Profile of the sample

Gender Percentage
Man 59.3%
Woman 40.7%
Age
25 and below 78.9%
26-30 12.3%
31-35 7.4%
36-40 1.0%
51 and over 0.5%
Education
Junior school 0.5%
Senior school 11.8%
University 72.5%
Graduate 15.2%
Income (NTD)
10,000 and below 62.7%
10,001-25,000 16.7%
25,001-40,000 13.2%
40,001-55,000 4.9%
55,001-70,000 2.0%
70,001 and over 0.5%
Career
Electronic information 6.4%
Finance 1.1%
Military, Civil and Teaching Staff 3.4%
Manufacture 4.4%
Service 7.4%
Freelancer 2.0%
Student 71.1%
Others 4.4%

4. Research findings and discussion

4.1. Reliability and validity analysis

The study uses confirmatory factor analysis to determine scale validity and
reliability of the eight constructs. Some items show poor factor loading value in
R2, and are discarded while factor loading do not be greater than 0.5. After purg-
ing, the factors and scales contained the items shown in the Table 3. Other indi-
cators are shown the as follows: RMSEA, 0.078; CFI, 0.852; and the values for
Cronbach’s α (> 0.5) were satisfied with the standard proposed by Nunnally
[1978]. Then the study used Harmon’s one factor test to examine the common
method bias [Podsakoff & Organ 1986]. The unrotated principal components
factor analysis indicted that a single factor did not account for the majority of
covariance among variables (< 50%).
 The relationships among brand experience, brand resonance… 67

We use variance extracted test to assess the discriminant validity of two or

more factors [Fornell & Larcker 1981]. The AVE (average variance extracted)
of each construct with the shared variance between constructs. If the AVE for
each construct is greater than its shared variance with any other construct, dis-
criminant validity is supported. Table 4 shows that discriminant validity is ful-
filled for all factors.

Table 3. Measurement instrument for the structural model-reliability

and convergent validity
Composed
Factor Indicator Load t-value Cronbach’s α AVE
Reliability
SSE1 0.73*** 6.047***
Sense SSE2 0.65*** 5.795*** 0.635 0.869 0.834
SSE3 0.49*** 6.047***
FEL1 0.71*** 8.081***
Feel FEL2 0.66*** 7.686*** 0.723 0.885 0.720
FEL3 0.68*** 8.081***
TIK1 0.71*** 8.250***
Think TIK2 0.65*** 7.734*** 0.721 0.889 0.728
TIK3 0.69*** 8.250***
ACT1 0.49*** 5.193***
Act ACT2 0.49*** 5.263*** 0.508 0.777 0.539
ACT3 0.54*** 5.193***
RLE1 0.80*** 9.256***
Relate RLE2 0.68*** 8.468*** 0.783 0.933 0.824
RLE3 0.75*** 9.256***
Sense 0.89*** 6.259***
Feel 0.87*** 5.395***
Brand
Think 0.90*** 5.468*** 0.871 0.985 0.930
experience
Act 0.95*** 4.975***
Relate 0.61*** 4.891***
BRE1 0.74*** 9.046***
BRE2 0.73*** 9.891***
Brand
BRE3 0.60*** 8.088*** 0.812 0.923 0.707
resonance
BRE4 0.64*** 8.694***
BRE5 0.67*** 9.046***
BRL1 0.84*** 11.450***
Brand BRL2 0.88*** 14.493***
0.851 0.877 0.653
loyalty BRL3 0.64*** 9.772***
BRL4 0.73*** 11.450***

Note: Significant at: *** p < 0.01.

68 Hwai-Shuh Shieh, Wei-Hsun Lai

Table 4. Measurement instrument: discriminant validity

Brand Brand Brand
Factor Sense Feel Think Act Relate
experience resonance loyalty
Brand experience 0.964
Brand resonance 0.859 0.841
Brand loyalty 0.638 0.742 0.808
Sense 0.933 0.801 0.595 0.834
Feel 0.862 0.741 0.550 0.804 0.848
Think 0.840 0.722 0.536 0.783 0.724 0.853
Act 0.362 0.311 0.231 0.338 0.312 0.304 0.734
Relate 0.655 0.563 0.418 0.611 0.565 0.550 0.237 0.908

4.2. SEM analysis

The study uses the robust maximum likelihood method to test SEM. The re-
sults confirm that the model shows an acceptable fit with the data structure (Fig-
ure 3). All hypotheses cannot be rejected (Table 5).

Table 5. Hypotheses testing

Standardized Accepted/
Structural relation t-value
coefficient /Rejected
Antecedents of brand experience
H1: senseÆ brand experience 0.907 5.104*** H1:accepted
H2: feelÆ brand experience 0.859 6.321*** H2:accepted
H3: thinkÆ brand experience 0.862 6.325*** H3:accepted
H4: act Æ brand experience 0.941 5.700*** H4:accepted
H5: relateÆ brand experience 0.669 5.104*** H5:accepted
Effects of brand experience
H6: brand experienceÆbrand resonance 0.858 6.392*** H6:accepted
H7: brand resonanceÆbrand loyalty 0.736 7.450*** H7:accepted

Brand experience has a positive influence of strategic experiences modules

on brand experience of the event (H1-H5). In other words, when customers
reach a higher degree of impression on the five aspects, their brand experience is
greater. It is consistent with Brakus, Schmitt and Zarantonello [2009] results.
Brand experience is a subjective, internal consumer response (sensations, feel-
ings, and cognitions) and behavioral responses evoked by brand-related stimuli.
The result confirms that event marketing leads to emotional links with the brand
[Whelan & Wohlfeil 2006].
 The
T rela
ationshhips among
g braandd expperiiencce, bbrannd reso
r onannce…
… 669

F ure 3. E
Figu Estiimatted resuults of SEM
M mod
m del

N : siggnificcant at **** p < 0.001;; χ2 = 548.816; G

Note GFI = 0.8221; NFI
N = 0.7746; CFII = 0.8522; IFII = 0.8544; RM
MS.

Thhe aacceeptaance off H6 immpllies thaat thhe effec

e ct ofo brrandd exxpeeriennce hass a ppossitivve
aand nt impact on braandd ressonaancce. The
d siggniffican T e ev ventt im
magee asssocciatiionss arre trranss-
f ed to
ferr t thhe spo
s onso oring brannd thhrouughh evvent spoonsorshhip acttivitties [G Gwin nnerr 19
997].
T s reesullt allso sup
This ppoorts thaat thhe even
e nt branb nd asso
a ociaationn iss reeflecctedd in
n thhe bran
b nd
e erieencee in
exp n coonsuumeers mind [Keelleer 19933]. Fur F rtheermoore,, Kelle
K er [199 93] poiinteed
o thaat brrand
out d reeson
nancce coul
c ld hhelp p preedicct reepuurch
hasee inttenttion, fuuturee eaarningss annd
f m vaaluee in
firm n vaariouus mmarrketts. T
Theese findings indii icatte thhat braand ressonaancce coulc ld
a vatee annd affe
activ a ect connsum havior and
merr’s bbeh a d atttitud wardd the brrannd. Wh
de ttow While conn-
s mer inteeracctingg with
sum w thee brrandd, brrandd asssocciattionn is a syymbbol in cconnsum merr’s min
m nd
a d inccluddes opinnion
and ns, infe
ferennce, beelieffs annd info
i orm matioon.

5 Con
5. C nclusiions

5 . Rese
5.1 R earrch contrribu
ution

Faacinng the
t sev vere mark
m ket com mppetittionn annd the
t diffficuulty y off thhe dev
d elop pinng
nnew
w cuustoomeers, maanaagerrs have
h e too addoptt a lot of innnovaativve mar
m rketting g strrateegiees
a d tryy to atttracct more
and m e cuusto
omeers, to catcch thei
t ir eyess annd too arrouuse thei
t ir ppurcchass-
i intenttion
ing n. Thhe onee off moost pop
pular stra
s ateggies is tto enh
e ancce ppurcchassingg in ntenn-
70 Hwai-Shuh Shieh, Wei-Hsun Lai

tions of existing customers through building brand relationships. The past stud-
ies examined brand experience dimensions and investigated the relation between
brand resonance and brand loyalty. Brand experience is composed of sensory,
affective, behavioral and intellectual dimensions [Brakus, Schmitt & Zarantonello
2009]. Therefore, many papers employed a model to explore the effect of each
dimensions of brand experience, and the relationship between brand resonance and
brand loyalty. However, most studies focused on brand experience affecting cus-
tomer satisfaction and loyalty, and few to examine the effect of each brand experi-
ence dimensions on brand relationship. The study fills this gap and has two main
contributions: one is how event marketing works from a branding perspective, the
other is how it benefits the development of brand loyalty.

5.2. Research implication

The results of the study have some strategic implications for marketing
practice. The findings point out that event marketing could be considered as an
effective tool to enlarge customer base and to build brand loyalty.
In the study HTC tried to deliver a new product message through event market-
ing and the brand endorser − Mayday, a famous Taiwanese rock band, instead of
a great deal of traditional advertising. The findings showed a significantly positive
performance. In the real world, the more event marketing adopts; the stronger brand
experience is and the higher the effect on brand loyalty will be.

5.3. Research limitation and future works

This study has clarified relationships among brand experience, brand reso-
nance and brand loyalty in event marketing. Besides, it also underlined the im-
portance of five dimensions of brand experience. Nevertheless, it cannot provide
specific constructive suggestion: how to design events to stimulate and create
a strong, memorable brand experience.
The studies that examine the impact of event characteristics on consumers
are few. Future study could adopt a narrow viewpoint and focus on some type of
event to explore the further relationships among the variables the study used.
Besides, researcher also could take into account other promotional tools to in-
vestigate the relationship from a broader perspective.
 The relationships among brand experience, brand resonance… 71

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