2. Lam, S. K., Ahearne, M., Hu, Y., &
Schillewaert, N. (2010). Resistance to
brand switching when a radically new
brand is introduced: A social identity
theory perspective. Journal of
Marketing, 74, 126-146.
2
6. The business environment grows more
complex and globalized, market disruptions
become more prevalent.
Market disruptions can influence the relative
standing of brands in the eyes of customers.
6
7. Build on social identity theory and the
customer –company identification
framework to formally propose the concept
of customer-brand identification (CBI).
Combine social identity theory and the
brand loyalty literature to purpose a
conceptual framework of switching behavior.
Test the framework in the contest of a
specific kind of market
disruption, namely, the introduction of a
radically new brand in a competitive market.
7
10. Literature Review
• When Customer experience difficulty in
generating positive information about their
choice, they may infer that the amount of
positive information is rather limited and
may reverse their attitude toward the
chosen brand.
( Wanke, Bohner, & Jukowitsch, 1997)
10
11. Social Identity Theory
People define their self-concepts by their
connections with social groups or
organizations.
( Tajfel & Turner, 1979)
11
12. Brand switching as functional
utility maximization(McFadden,
1986)
Brand switching as social mobility
(Rao, Davis, & Ward, 2000)
12
13. Research Question
Will customers switch
brands only to maximize
functional utility?
Is there any customer-
brand relationship that
drives brand loyalty in the
face of market
disruptions?
13
15. Procedure
Participants
• 708 cell phone users
Time
• 10 months during the launch of iphone
Place
• Spain
Focus
• Switching behavior
15
16. Conduct the first Other four waves
wave survey was carried out
before the actual at 2 months
launch intervals
Using discrete
Final data set
hazard models to
including 679
capture switching
usable responses
behavior
16
24. Implication
Social
identity Switching
perspective drivers
Different
predictors
Marketing strategy
24
25. Conclusion
Companies can not be successfully disrupt the
markets if their products only have attractive
functional benefits but not win the identity war.
25
26. Reflection
• The authors only focused on the disruptions of
smart phone market. Other types of market
disruptions can be explored in future studies.
• Because of cost concerns, this study could only
tracked customers one year.
26
