The Value Relevance of Brand Attitude in High-Technology Markets

By D. Aaker, Robert Jacobson. 2001

383 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/fdd12d489bd2e30c06b2b7f2de0e32440c8e8256

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Citations in the corpus

Corporate Social Responsibility, Customer Satisfaction, and Market Value (2006, methodology): “…2004; Rao, Agarwal, and Dahlhoff 2004) to calculate Tobin’s q for each firm-year observation.3 In addition, following Jacobson and colleagues (i.e., Aaker and Jacobson 1994, 2001; Mizik and Jacobson 2003), we derive the measure of stock return using the COMPUSTAT and CRSP databases.4 Rather than…”
Valuing Branded Businesses (2009, positive): “Several marketing studies report a link between perceptual brand attributes (e.g., Aaker and Jacobson 1994, 2001; Mitra and Golder 2006; Mizik and Jacobson 2008) or product market–based brand measures (Barth et al. 1998) and a firm’s future-term financial performance.”
Innovation: Brand it or Lose it (2007, background): “One study of a quarterly database of high-tech firms found that brand equity as measured by attitude toward the brand seldom varied from quarter to quarter.(13) However, one exception was the observation that the brand IBM significantly improved at the time that the ThinkPad brand got traction in th”
Trading off between Value Creation and Value Appropriation: The Financial Implications of Shifts in Strategic Emphasis (2003, background): “More recent work (e.g., Aaker and Jacobson 1994, 2001; Barth et al. 1998) has begun to investigate the role of nonfinancial variables, such as brand attributes.”
Marketing and Firm Value: Metrics, Methods, Findings, and Future Directions (2009, neutral): “Aaker and Jacobson (1994) (across industries) Aaker and Jacobson (2001) (within industry) Mizik and Jacobson (2003) (across industries) Srinivasan et al. (2009) (within industry) Stock returns/ perceived quality Stock returns/brand attitude Stock returns/shifts in strategic emphasis Stock…”
Measuring Marketing Productivity: Current Knowledge and Future Directions (2004, background): “In a subsequent study, Aaker and Jacobson (2001) find that change in brand attitude is positively related to change in stock return in the computer industry.”
On the value relevance of customer satisfaction. Multiple drivers and multiple markets (2012, methodology): “As such, the method has been used in several prior studies (e.g., Aaker and Jacobson 1994, 2001; Jacobson and Mizik 2009c; Mizik and Jacobson 2003, 2008; Srinivasan et al. 2009).”
Building consumer–brand relationship: A cross‐cultural experiential view (2006, background): “D. A. Aaker and Jacobson (2001) noted that positive product association (new product launch) and negative product association (product problem) drive changes in brand attitude.”
Antecedents of consumers’ Halal brand purchase intention: an integrated approach (2018, background): “As perceived brand quality signals an organisation’s ability to deliver overall supremacy and performance with regards to its intended objectives (Aaker and Jacobson, 2001), it is believable that when an organisation declares to deliver Halal products, the existing perceptions of quality in consumer”
Product Innovations, Advertising, and Stock Returns (2009, positive): “…latter research stream has attempted to assess the stock market reactions to nonfinancial information, including firms’ customer-based brand equity (Aaker and Jacobson 2001; Barth et al. 1998), brand extension announcements (Lane and Jacobson 1995), online channel addition (Geyskens, Gielens, and…”
The Long-Term Stock Market Valuation of Customer Satisfaction (2008, background): “Advocates of these metrics have argued that intangible assets, such as various brand and customer elements, are critical to firm value (Aaker and Jacobson 2001; Amir and Lev 1996; Srivastava, Shervani, and Fahey 1998).”
Why Do Firms Invest in Consumer Advertising with Limited Sales Response? A Shareholder Perspective (2011, methodology): “Following Aaker and Jacobson (1994, 2001) and Srinivasan and colleagues (2009), we assume that shareholders only respond when new and unexpected information becomes available (Fama 1970).”