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The purpose of this paper is to examine the superiority of comparative evaluation or relative attitudinal measurement approach in which the respondent evaluates one object with direct comparison with other objects. The study uses comparative and non-comparative approaches to examine the effects of service quality, value, and customer satisfaction on attitudinal loyalty in a service setting.

The study uses the data collected from the survey of 300 customers of two large Indian banks.

The results provide partial support to the superiority of the comparative evaluation over non-comparative evaluation. Additionally, results indicate that service quality positively affects customer value, and both service quality and customer value have a direct positive effect on customer satisfaction. Customer satisfaction drives attitudinal loyalty which in turn leads to customers’ willingness to pay more.

In the study, two banks were used for comparative evaluation. Since consumers’ consideration set can consist of more than two alternatives, future studies can include more than two objects.

Non-comparative measurements do not always adequately explain customer loyalty and superior performance of firms. This could potentially lead to misinterpretations of effects of service quality improvement programs and thus sub-optimal management decisions. Managers should use comparative evaluation approach for measuring marketing variables wherever possible.

Although the use of comparative evaluation is suggested in the literature (Dick and Basu, 1994), extant research has not systematically examined its superiority over non-comparative evaluation. This study empirically tests the comparative evaluation approach against the non-comparative approach by examining a comprehensive model involving the interrelationships among service quality, value, customer satisfaction, and their impact on attitudinal loyalty and willingness to pay more.

It was mid-March 2014, and GE's John F. Welch Technology Centre in Bangalore, India was brimming with activity. GE had developed an advanced, scalable positron emission tomography-computed tomography (PET/CT) scanner as part of its global Healthymagination initiative to provide better healthcare for more people at a lower cost. Munesh Makhija, Managing Director, GE India Technology Centre and Chief Technology Officer (CTO), GE South Asia, was thumbing through a report prepared by the PET/CT product development team and GE's healthcare market research team. In another office, Suresh Kumar R.(Kumar), General Manager of the Essential PET Segment, was putting the finishing touches on a presentation outlining a commercialisation strategy for the new PET/CT product, Discovery IQ (Exhibit 1).

Discovery IQ was a revolutionary product that would be useful for staging, treatment planning and post-treatment planning assessment. Early reviews from nuclear physicians had been positive. However, the product was still too costly for the bottom of the pyramid (BoP) market. Kumar and his team were scheduled to meet with Makhija the following morning to discuss a “go-to-market strategy”. Kumar knew that Makhija would want to talk about their segmentation strategy and the underlying needs of various customer types. He also expected Makhija to focus on return on investment (ROI) projections because diagnostic centres in India first looked at various financial return measures before investing in any new equipment. Kumar wanted to present a commercialisation strategy for Discovery IQ, which required a significant commitment of resources to tackle supply and distribution challenges across tier II and tier III cities^a in India.

The case deals with the application of marketing research for launching a new product in the market place. The company was planning to enter the Fast Moving Consumer Goods (FMCG) market in India with its new product Cerenity. Cerenity was a toilet seat sanitizer for women who frequently use public restrooms. The case describes the exploratory study conducted by the research team. The team used different qualitative marketing research tools such as focus groups, in-depth Interviews and participant observations.

The case deals with marketing research study undertaken to introduce a new product in the market. The company was planning to introduce Cerenity, a toilet seat sanitizer for women who frequently use shared restrooms. The case discusses the conclusive study undertaken involving quantitative marketing research. The research team carried out quantitative survey and collected the data. It applied various quantitative research methods such as factor analysis, multiple regression, cluster analysis and conjoint analysis for analysis the collected and drawing managerial inferences.

This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.

The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.

The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.

The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

Social media influencers have become constant companions of a large audience of young consumers, but a crucial yet underexplored area of examination relates to the implications of exposure to influencers for an individual’s self-concept. This study aims to examine if and how individuals experience self-discrepancies when exposed to influencers and the impact of such discrepancies on their affect, cognition and behaviors toward the influencers and the brands they endorse.

The authors thematically analyze 17 semistructured interviews, develop a conceptual model and present a set of hypotheses. The hypotheses are tested by analyzing survey data from 503 respondents using structural equation modeling.

Individuals actively engage in comparisons with influencers’ virtual self-presentation and treat them as emblematic of an ideal self. The associated self-discrepancy can lead to both negative and positive affect, but while the latter has a positive impact on e-word of mouth (WOM) and purchase intent, the former has a negative impact. Perceived homophily dampens the impact of exposure to influencer content on discrepancy and strengthens the link between discrepancy and positive affect. Self-acceptance and mindfulness positively moderate the impact of discrepancy on positive affect and negatively on negative affect. Perceived authenticity strengthens the impact of positive affect on e-WOM and dampens the impact of negative affect on purchase intention.

The authors contribute to the literature on self-discrepancies by identifying a consumer context where, in addition to the theoretically predicted negative affect, an individual may experience more positive emotions like feeling motivated or inspired because of the perceived attainability of an influencer as an ideal self. The authors contribute to the influencer marketing literature by examining the influencer–follower relationship and its implications for an individual’s self-concept, including the role played by perceived homophily and authenticity. The authors also contribute to the literature on consumer well-being and identify the role of self-acceptance and mindfulness in shaping consumer experiences.

The authors provide a nuanced analysis of the impact of influencer marketing on consumer behavior with a focus on its impact on an individual’s self-concept. The authors argue for the role of perceived homophily and authenticity in shaping favorable consumer behavior outcomes and offer evidence for more inclusive approaches to marketing.

The authors identify the influencer–follower relationship as a unique social exchange where the source of self-discrepancy is also a homophilic solution provider for achieving one’s ideal self and report both positive and negative effects as outcomes of experiencing a self-discrepancy induced by a target perceived as more attainable. The authors situate understandings of perceived homophily and authenticity along these relationships and identify self-acceptance and mindfulness as mechanisms used by individuals to deal with discrepancies.

Launched in 2005, Aava natural mineral water is the second largest brand in the Indian natural mineral water market. Over the years brand has established its volume leadership in its product category. The case discusses the dilemma faced by the top management in dealing with the issues related to brand positioning of Aava. The company's top management has to decide on how to position Aava in the market so as to create premium image and aspirational appeal for the brand.

CavinKare was planning to introduce soaps and detergents product in the market. Owing to the ongoing price war in the detergent segment between Hindustan Lever Limited and P&G, the company's managing director and chief executive officer were weighing the risks and benefits of entering the soaps and detergents market. They had to decide whether to enter the market or delay the entry. Another option was to abandon the entry plan altogether. The case discusses the dilemma faced by the company on market entry due to the changed market conditions.

The case describes how Radio Mirchi dealt with competition in the Bangalore FM radio market. Radio Mirchi's market share in Bangalore started declining within a few months of its successful launch, following the entry of new competitors in the market. The case discusses strategies adopted by the company to regain its market share and become the market leader. It describes the initial product offering of the channel, why it felt the need to redesign its product mix, and eventually how the company changed its product offering. The focus of the case is on the dilemma faced by the organization while shifting to a new product and service design in the face of emerging competition. The case highlights the importance of continuously monitoring the market environment and developing a keen understanding of the consumers' behaviour for an organization to gain and sustain its leadership position in the marketplace.

Prayas is a unique healthcare initiative, launched in India by Sanofi-Aventis, a French multinational pharmaceutical company, with the objectives of updating the medical knowledge of doctors in semi-urban and rural areas, bridging the gap between diagnosis and treatment, and making available quality medicines at affordable prices. This case discusses the evolution of the Prayas model from its inception to its current state, and the company's business strategies around it. Cognizant of the success of Prayas, many competitors of Sanofi-Aventis are actively developing and implementing similar models. The company's top management team has to respond to the competitive threat.