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Table of contents
1. A Multidimensional Conceptualization of Brand Community: An Empirical Investigation............................

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Document 1 of 1

A Multidimensional Conceptualization of Brand Community: An Empirical Investigation

Author: Devasagayam, P Raj; Buff, Cheryl L
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Abstract: This research extends the study of brand community by conceptualizing and empirically investigating
membership and integration in a brand community. A convenience-based random sample responded to surveys
pertaining to brand community built around a basketball program on a small college campus in the Northeast.
Empirical results provide valid and useful scales to measure brand community as a multidimensional construct
based on spatial, temporal, and exchange characteristics. Characteristics of the focal product and brand
community are discussed relative to the typology of membership proposed in the multidimensional brand
community model. [PUBLICATION ABSTRACT]
Full text: Headnote
Abstract
This research extends the study of brand community by conceptualizing and empirically investigating
membership and integration in a brand community. A convenience-based random sample responded to surveys
pertaining to brand community built around a basketball program on a small college campus in the Northeast.
Empirical results provide valid and useful scales to measure brand community as a multidimensional construct
based on spatial, temporal, and exchange characteristics. Characteristics of the focal product and brand
community are discussed relative to the typology of membership proposed in the multidimensional brand
community model.
Introduction
There is considerable information available regarding the use of branding by organizations for their products
and services. Building positive brand recognition for the company, as well as for individual products and/or
services, helps with marketing efforts and may improve the overall return of the organization. In addition to
branding efforts, some organizations have begun to develop communities around their brands resulting in a
notable and growing body of literature that explores brand community (Algesheimer, Dholakia, &Herrmann,
2005). Firms that are interested in building lifelong relationships with their customers and focusing on the
strategic lifetime value of a customer rather than their transactional worth could benefit from building community
around their brand. This applies to "traditional" brands with tangible products such as automobiles, mp3 players,
and motorcycles, as well "non-traditional" brands with largely intangible products such as sports teams and Web
sites. The main objective of this research is to extend earlier research in the area of brand community and
sports marketing. Specifically, we plan to empirically investigate the multidimensional construct of brand
community using a sports team as the focal brand.
Brand communities offer a way to enmesh the customer in a network of relationships with the brand and fellow
customers, as opposed to the traditional brand loyalty-a one-to-one relationship between a brand and its
customer. It is presumed that such an approach would strengthen the bonds with the customer in a clearly
superior fashion. McAlexander, Shouten, and Koenig (2002, p. 39) define brand community as, " customercentric, that the existence and meaningfulness of the community inhere in consumer experience rather than in
the brand around which that experience revolves." They extend both the traditional model of customer loyalty
and Muniz and O'Guinn's (2001) Brand Community Triad, from which they borrow the customer-brand-customer
relationship, to create a customer centric perspective of brand community. McAlexander, Kim, and Roberts
(2003, p.2) further add to the discussion, " it is through consumer experience that the existence and benefits of
brand community relationships unfold these relationships can develop synergistically, strengthening
interpersonal ties, and enhancing appreciation for the product, the brand, and the facilitating marketers in ways
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that integrate customers into the brand community and that bear upon loyalty." Companies attempting to
establish a brand community need to understand the "values consumers find in brand communities and the
advantages that can come from attentiveness to the diverse relationships that build from product experiences"
(Companies building brand communities).
Subsequently, McAlexander et al. (2003) explore brand community integration and its importance to the
customer loyalty equation. Their research offers evidence that "the accumulation of consumption experience
among customers that express a willingness to engage in marketing relationships leads to a shift wherein other
forces, in their case brand community integration, become more powerful in building loyalty than does overall
satisfaction" (p.7). They suggest that more research is necessary to establish the boundaries of the brand
community conceptualization.
Recent research in brand community includes Algesheimer, Dholakia, and Herrmann (2005); Andersen (2005);
and, Muniz and Schau (2005). Algesheimer et al. (2005) propose a model of how various aspects of customers'
relationships with the brand community influence their behaviors and intentions. They focus on the social
influence of brand community on consumers' finding, among other things, that the brand community's influence
is linked to customer behaviors that impact profitability, including membership continuance, recommendation,
active participation, and loyalty to the brand (Algesheimer et al., 2005). Andersen (2005) suggests a conceptual
model for linking relationship marketing and web-enhanced brand community activities in business-to-business
markets, extending the concept of brand community beyond business-to-consumer marketing where it is better
established. He suggests that brand communities offer another communication channel and linkage to faithful
users. Muniz and Schau (2005) conducted research on brand community after the brand on which the
community is centered is discontinued, noting that members must now carry on the brand-sustaining
experience. They focus on the narratives members of the brand community share with one another, because
narratives play a significant role in acts of consumption and may be used to sacralize, individualize, and build
community (Muniz &Schau, 2005).
Phase 1 of this research stream involved exploring the existing research in brand community and proposing a
new model (Devasagayam &Buff, 2004). We proposed a comprehensive conceptual model that distinguishes
the various characteristics of a brand community and we discussed the strategic implications of these
characteristics upon the determination of a preliminary typology of brand community membership. We shared
preliminary thoughts on possible marketing tactics and strategies that are mindful of the member characteristics
and their ensuing type. At that point the literature on brand community offered a rather simplistic view of this
multidimensional construct, although other conceptual models have since been proposed (Algesheimer et. al.,
2005; Andersen, 2005). Phase 2 explored the generalizability of the McAlexander et al. (2002) scale in the
arena of nontraditional brands (Devasagayam &Buff, 2005). We modified the McAlexander et al. (2002) scale
and measured brand community integration in a community of fans of a college basketball program. Empirical
results revealed a scale that displays excellent psychometric properties, allowing us to conclude that the scale
can indeed be used for a non-traditional brand, such as a sports team. The purpose of Phase 3, the current
research, empirically investigates our multidimensional construct of brand community using a sports team as
the focal product.
Phase 1-Dimensions of Brand Community
The undergirding feature of earlier research in the area of community was a geographically constrained
conceptualization of community necessitated by psychological and sociological notions of shared
consciousness and moral obligation leading to collective action (Gusfield, 1978; Ishwerwood, 1979). The
assumption has been that socio-psychological kinship would not be possible devoid of geographical proximity
among members. We propose that such a limited conceptualization of community may not be congruent with
modern technological advances that render geographical boundaries meaningless and find that sufficient
experi-ent evidence exists to support the notion that consumption communities are not bound by spatial
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constraints. Communities may be conceived and nurtured in the physical world as well as the virtual world.
While we are aware that the spatial dimension is a continuum, for ease of operationalization we propose two
extreme ends of the spatial characteristic of brand com-munity: physical (geographically bound) and virtual.
Communities that interact in a predetermined physical location (Harley Davidson HOGS and Jeep Jamboree,
for instance) fall into the physical category. The members of a physical brand community congregate and share
consumption experiences in a predetermined location usually under the very identifiable auspices of the brand
owner. The virtual brand community, on the other hand, meets in cyberspace to share consumption experiences
and this community might have either evolved on its own (Dean for President) or could have been facilitated by
the brand owner. The virtual community has rituals and mores of its own, often beyond the control of the brand
owner (NFL.com, for example).
Similarly, we find that sufficient observational and empirical evidence (McAlexander, Shouten, &Koenig 2002)
exists to support the notion that consumption communities are not bound by temporal constraints. In fact, the
newfound freedom of interacting in a virtual community leads to a temporal freedom. In a similar fashion, one
could make a strong case for the notion that the virtual capabilities afforded by modern information technology
may have well led to the temporal freedom enjoyed by its participants. Either one of these relationships could
eventually lead to the underlying conclusion that there are clearly identifiable extremes of the temporal
dimension of community: synchronous and asynchronous. The participants in brand community may choose to
participate in the community at a predetermined time (chat rooms, conference calls, geographically bound
events) and interact in a temporally synchronous environment. Alternatively, communication technology (emails,
blogs) offers the freedom to members of participating in the community in a temporally asynchronous fashion.
Communities could also exhibit distinct characteristics based on the nature and frequency of participation. For
instance, some geographically bound events are choreographed by the brand owner and necessitate infrequent
gatherings due to the overwhelming logistics of organizing the event and extensive commitment of resources.
Virtual participation usually is less resource dependent and might facilitate more frequent participation in the
community. The very nature of the brand, the characteristics of the product itself, and attendant consumer
behavior in terms of involvement and purchase cycles may also determine the frequency of member
participation. We conceptualize the two extremes of the exchange continuum as transactional and relational.
The transactional brand community is characterized by low frequency of participation and low involvement on
part of the members. Thus, this community exhibits a low sense of belonging and a muted sense of collective
action. The transactional brand community will consist of members that have low levels of involvement in the
buying decision and longer buying cycles. A relational community, on the other hand, exhibits a more frequent
level of participation in the community with a heightened sense of belonging and collective action. Members will
tend to be more involved in the brand purchase decision and exhibit shorter purchase cycles.
Interrelationships of Characteristics
The three characteristics-spatial, temporal, and exchange-display interrelationships and often brand
communities will have membership that draws from each of these dimensions (see Figure 1 below). For
instance, a member that attends a geographically bound event (e.g., a Harley Davidson rally) might also choose
to participate in the community through an Internet portal (Harley Davidson Owner Groups-HOGS) between
rallies. Such communication could be synchronous (chat rooms) or asynchronous (bulletin boards, blogs,
emails, SIGs). They might also travel to the local dealership to purchase the latest model, resulting in a
transaction that reinforces brand community. The nature and frequency of a member's participation might also
vary based on time constraints or the recency of an organized event.
We acknowledge that in looking at a brand community in its entirety, there would be overlap in membership
types based on occasion of participation, mode of participation, and the frequency of participation. Further, an
individual member's participation in community will vary depending on the goal sought with each brand contact.
Typology of Membership
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Having discussed the dimensions that lead to a clearer understanding of brand communities, we then
underlined the implications of our conceptual framework for strategy development. In doing so, we identified
eight different brand community membership types (see Table 1 below). The typology is based on the
interrelationships of the various dimensions of the aforementioned characteristics of brand community and lends
itself to draw certain preliminary strategic recommendations regarding the targeting of members that exhibit a
certain type of behavior at a given time.
Phase 2-Understanding the Brand: An Overview of the Basketball Program
The basketball program at a coeducational, independent, liberal arts college with a Franciscan and Catholic
tradition, located in the northeast United States, served as the focal point of the second phase of the brand
community research. The basketball program consists of Division 1 men's and women's basketball teams. The
nature of the college's basketball program, as well as the commitment of both the college community and the
surrounding community to the basketball program, have changed over time.
The men's basketball program began with the 1938 1939 season. By the 1971-1972 season, the program
moved to the Division 2 level, and in 1976 the athletics program was elevated to NCAA Division 1 status
(History of Siena athletics). This reflected the commitment of significant financial resources on the part of the
college and an emphasis on "upgrading the program and making all teams competitive" (History of Siena
athletics). Today, there are numerous fan events and extensive networking into the surrounding community.
Many of the home games are designed to be family friendly events, with games and activities for children
provided and family food packages offered. Junior basketball, travel basketball, and CYO (Christian Youth
Organization) basketball teams from the area are invited to attend games with attractive group discounts and
opportunities to interact with the players. During the games, there are numerous fan involvement activities, such
as Tees for Threes (launching tee shirts into the stands for successful three-point shots), shot contests, fan
races, and other opportunities to win various prizes.
There are also activities designed to build loyalty within the college community itself. The school has both a
dance team and a cheerleading squad; the dance team performs at each men's home game and the cheer
squad performs at home and away games. Diehard fans can participate in The Dog Pound, wearing college
colors and team logos, painting their faces and chests, and sitting in reserved, courtside seating to support their
team. Efforts to build relationships with former players include alumni games, the hall of fame inductions, team
banquets, and alumni newsletters.
Finally, the athletic department has specific programs for building basketball program awareness in Volume the
community surrounding the college. The Lil' Saints Club is designed for fans 14-years old or younger who wish
to support the basketball teams throughout the season (Lil' Saints Club). Additionally, student-athletes give back
to the community by participating in the Adopt-A-Player program. Players from the men's and women's
basketball teams travel to various elementary schools, visiting with the classes that have adopted them for the
season, with the intent to motivate elementary students while learning the value of volunteering in the
community (Siena players give back). The athletic department created an extensive Web site to support the
athletic programs on campus. The site provides detailed information about the men's and women's basketball
programs, players, statistics, news, camps, facilities, and schedules. Fans can buy tickets and logo apparel and
they can send FANcards with pictures of their favorite player. Further, fans can register for a wireless account
that will permit wireless access, Siena Mobile, to scores and headlines.
Looking at this basketball program, one notes the elements of a customer-centric brand community that
McAlexander et al. (2002) proposed. Further, we can depict the basketball team in the context of McAlexander
et al.'s extended model of brand community (see Figure 2). Given the characteristics of the basketball program
and the convenience of data collection, we selected this as the focal point of our initial brand community
research with a non-traditional brand.
We use a modified version of the McAlexander et al. (2002) scale to assess the brand community of the
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basketball team. In order to properly validate the scale using a non-traditional brand, it was necessary to slightly
modify the questions used. We made contextual changes to ensure conformity to our non-traditional product, a
sports team. To be consistent with the McAlexander et al. (2002) scale, we also use a five-point Likert-type
scale anchored by (1) (strongly disagree) and (5) (strongly agree). Results indicated that the modified scale
could indeed be used for a non-traditional brand. The scale provides considerable information about the brand
community integration. Further, results suggested that the men's and women's basketball teams may indeed be
two distinct communities. One recommendation for further research was to assess each team as an individual
community. We follow this recommendation in Phase 3, the current research. A non-traditional brand, such as a
sports team, can benefit from understanding how its brand is perceived and consumed.
Phase 3-Multidimensional Construct Scale Development
Based on our conceptualization of brand community as a multidimensional construct, our research of brand
community for a non-traditional brand, and our understanding of the community built around the men's
basketball program, we propose the Multidimensional Product BrandComm Scale (see Table 2 below).
Methodology
A convenience-based random sample of the student community was selected at basketball games. Once a
student's willingness to participate was established, the researchers provided them with a survey. If a subject
declined to respond to the survey, the random sequence of selection was followed to pick the next possible
respondent. A total of 111 completed surveys were obtained. Sample descriptive statistics are summarized in
Table 3.
The sample adequately approximates the gender breakdown on campus. Sixty-six of those sampled indicated
that they attend games with friends, with another 8% indicating they attend with family. When asked why they
attend games, the overwhelming response was entertainment (53%). Thirty percent did not attend a game last
season, whereas 43% attended 1 -3 games. Roughly 14% of the sample may be considered "rabid fans," as
they attended more than seven games last season. Seven games represent 50% of the home games played
during the regular season, therefore fans that attend 50% or more of the regularly scheduled home games are
considered rabid fans. It should be noted that five weeks of the basketball schedule is played during the
college's winter break when students are off campus. In an average season, five of the 14 scheduled home
games are scheduled during break. Therefore, considering seven games attended out of a possible nine
available when school is in session results in an attendance rate of 78%. Eighty-three percent check their e-mail
daily, with another 12% checking every other day. With regard to radio usage, 15% never listen to the radio,
while 40% listen once a week. Only 18% listen daily. Subjects were not asked specific questions about what
they listen to on the radio; however, we did assess their preference to listening to a basketball game on the
radio as part of the spatial dimension.
Findings and Results
An exploratory factor analysis was performed to ascertain Quarterly the various dimensions of the brand
community membership based on spatial, temporal, and exchange characteristics. A varimax rotation was
employed and factor loadings of absolute 0.50 and higher were included in determination of factor membership
of individual scale items. Chronbach Alpha was used as a measure of the reliability of the measurement scales.
Given the exploratory nature of the study with a limited sample size, alpha values of .7 and above were deemed
desirable. This is in line with prior research that based on Nunnaley's (1956) recommendations.
The spatial dimension was conceptualized as a two-dimensional construct based on preference for seeking
membership and participating in brand community through (1) physical or (2) virtual interactions with the brand.
Physical dimension was operationalized as a three-item scale. The scale demonstrated acceptable levels of
reliability with alpha value of .789. The virtual dimension was operationalized as a five-item scale; however,
three items had to be dropped due to poor item-to-scale correlation, rendering it a two-item scale with an alpha
value of .550. Due to the poor reliability of this scale, further empirical investigations are suggested for future
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research. We then proceeded to determine factor compositions, which rendered a two-factor solution (explained
variance 70%) that confirmed the validity of a three-item physical scale and a two-item virtual scale.
The temporal dimension was conceptualized as a two-dimensional construct based on preference for seeking
membership and participating in brand community through (1) synchronous or (2) asynchronous interactions
with the brand. Synchronous dimension was operationalized as a three-item scale. The scale demonstrated
excellent reliability with alpha value of .835. The asynchronous dimension was operationalized as a four-item
scale, rendering an alpha value of .763. We proceeded to determine factor compositions, rendering a two-factor
solution (explained variance 69.42%), which confirmed the validity of our theoretical conceptualization.
However, one scale item in the asynchronous dimension relating to snailmail failed to load on either factor and
is proposed to be dropped from future studies using this scale.
The exchange dimension was operationalized as a two-dimensional construct based on frequency and nature
of membership and participation in brand community. Level of participation based on exchange dimensions was
labeled as (1) transactional or (2) relational. The Transactional dimension was operational-ized as a three-item
scale. The scale demonstrated poor reliability with alpha value of .559. The relational dimension was
operationalized as a three-item scale, rendering an alpha value of .812. We proceeded to determine factor
compositions, rendering a single-factor solution (explained variance 55.59%), which challenged the theoretical
conceptualization of a two-dimensional construct. We then performed a reliability test on the combined scale
and found that the alpha value demonstrated high internal consistency (.837) and further confirmed the findings
of the factor analytic solution.
Discussion of Results
While the results are not entirely those anticipated, they are nonetheless encouraging. The results support our
conceptualization of a two-dimensional construct for both the temporal and spatial dimensions. A twodimensional construct was not supported for the exchange dimension. Essentially our results do not distinguish
between a transactional or relational exchange. We believe it is possible to explain this finding in light of both
product characteristics and sample characteristics. In terms of product characteristics, the focal product is a
sports team. The transaction that customers will engage in is the purchase of a ticket and the viewing of a
game. The product, the game being experienced, is largely intangible. As such, we suggest that consumers
view the purchase and consumption of the product as more relational than transactional, because it is an
entertainment product. With an entertainment product in general, one experiences the product, the delivery of
product, and is left with a memory and perhaps a ticket stub. If attending a basketball game, it is experienced
directly or indirectly with others, further supporting our claim that entertainment products are more relational
than transactional (directly would be those people that attend the game with you; indirectly would include those
other fans in attendance, namely those in close proximity by virtue of seating and those in the arena at large). In
our sample, 66% indicated that they attend games with friends and 8% attend with family. Fifty-three percent
attend for entertainment. Thus, the interaction with others seems to be an important part of the consumption
experience and community experience. We offer that the presence or absence of others can significantly impact
the affect of the experience that the fan has.
Muniz and Schau (2005, p. 746) draw conclusions about the types of brands that foster brand communities,
noting that "clear examples of brand communities have been found in cars (Bronco, Jeep, Saab, Volkswagen),
computers (Macintosh, Newton), and even fantasy and science fiction (Star Trek, Star Wars, Xena: Warrior
Princess, X-Files)All of these brand communities have been demonstrated to be capable of producing
transformative experiences in their con-sumers." Perhaps brand community is extensively about the relationship
with the brand, the company, and other users, with the transaction or purchase of the product incidental, or at
least secondary. Or, perhaps the transaction itself is viewed as part of the relationship with the product or
company. With a college basketball team, there is an element of community associated with the college itself.
Although not all of our subjects are basketball fans or members of the team's brand community, they are
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members of the college community. The college goes to great lengths to build relationships with the student
population. This may also explain the findings for the exchange dimension.
Another consideration would be the sample itself. We selected a convenience sample of students. Clearly the
student population is an important part of the of the basketball team's brand community. However, it does not
represent the team's entire brand community. The community we are attempting to evaluate is a large
community, and may naturally show "exchange" characteristics that are different from a small community. In
smaller communities, fewer than 50 members, individuals are likely to be more connected to the brand
community, which results in significantly higher levels of community identification, engagement, normative
pressure, and brand relationship quality perceptions (Algesheimer, Dholakia, &Herrmann, 2005). There are
other pieces that are not covered by our sample that perhaps should be in order to test the model more
thoroughly. For example, the population surrounding the school in this study is an important aspect of the
team's brand community. Efforts are made to promote and advertise games and team events, inviting and
encouraging members of the surrounding community to attend. As mentioned above, players go out into the
schools in the area, making a connection with younger students. CYO and travel teams are encouraged to
attend, with special pricing packages available. Further, there are efforts to involve alumni and former players in
the brand community, although many of these individuals do not live in proximity to the school. Our sample did
not include these components of the brand community. We chose instead to focus on the influential and
perhaps strongest component of the men's basketball team's brand community: the student population.
Looking at some of the individual items in the scale, we note that snailmail did not load on either the
synchronous or asynchronous dimensions. This could lead to the recommendation that the item be dropped
from further studies when using the scale. Yet we believe these seemingly inconsistent results may be
explained by the sample. Frankly, we would not have expected this means of communicating with the brand
community to be something the current sample would expect or desire. It seems that snailmail, notably that sent
by the college, is reserved for more formal content related to academics and billing. Snailmail from the athletic
department is sent to alumni, former players, and season ticket holders-not students. On the other hand, it is
possible that the factor would have loaded if the sample was one that was reached extensively with snailmail. At
this point, we would recommend keeping this item for further investigation.
Radio usage is also not extensive within our sample. Therefore, it is unlikely that these individuals would
participate in the brand community by listening to the game on the radio when, as students, they could so easily
attend the game. It would be a substitute or backup means of participating in community, yet one that might not
give them the opportunity of experiencing the game in the company of others, which is clearly important to the
sample. It is possible that they might choose to listen to an away game on the radio, especially those 14% of the
sample we would consider rabid fans. Radio broadcast would be a way for community members to participate in
brand community when proximity makes participation difficult, namely away games. However, it is suggested
that there may also be a small portion of the brand community who chooses to participate in this manner on a
routine basis, including those older who cannot easily attend games and those who do not like the arena crowds
or parking logistics.
There are many reasons why it is important for a sports team to understand the concept of brand community
and the strategies that will allow them to reach their target audience most effectively. From a sports marketing
perspective, the ability to understand the brand community of a team is an important part of understanding how
to effectively develop strategies and tactics to reach the target market. Sports teams that take a customercentric focus may experience the same benefits that McAlexander et al. (2002) note for more traditional brands,
namely differentiation, increased customer loyalty, the ability to provide the context for relationships to develop,
and customer forgiveness of product failures or lapses of service quality. Sports teams have the added
incentive of building community and brand awareness because of the sponsorship opportunities that may result.
"Companies have increasingly turned to sponsorship as a marketing communications vehicle in the hopes that
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the goodwill that consumers feel toward an event, cause or sport team will rub off on their brands" (Madrigal,
2001, p. 145) and to "increase brand awareness by exposing the brand to as many potential consumers as
possible" (Madrigal, 2000, p. 13). Professional teams "provide entertainment for spectators and are now sold to
four distinct groups: 1) fans who support leagues by attending games, following games on television and other
media, and purchase league- and team-related merchandise; 2) television and other media companies which
purchase the right to show games as a programming option; 3) communities which build facilities and support
local clubs; 4) corporations that support leagues and clubs by increasing gate moneys, purchasing teams
outright, or providing revenues through sponsorships or other asso-ciations" (Mason, 1999, p. 1). Thus, nontraditional product brands, namely sports teams, have additional financial motivations for understanding the
sense of community associated with their brand. Strategically we would recommend that efforts to build brand
community for the men's basketball team with the student population focus on the entertainment factor and the
social factor of doing something with friends and/or family. Clearly the relational aspect of the exchange
dimension is important. We would expect that "Passionates" are a key part of the team's brand community,
represented by those attending four or more games last season, desiring fan events, and wanting interaction
with players and other fans.
Conclusion and Future Research Avenues
Further testing with the multidimensional construct is recommended. First, it would be beneficial to test the
model with a sample that represents the entire brand community of the men's basketball team-the core group
and various fringe groups who consider themselves members of the brand's community. We tested students,
some who are brand community members, and some who are not. A sample of brand community members only
would allow us to determine the shape of the community and the relative distribution of member types based on
the membership typology detailed above. It would be beneficial to test the model on a large sample from which
the brand community of the men's basketball program is formed: students, administrators, alumni, and
individuals in proximity of the college and the arena. This sample would not be comprised solely of existing
men's basketball brand community members. Additionally, it would be valuable to test the model with a brand
community built around a tangible product. We could then begin to determine the "shapes" of various brand
communities, with an understanding of the shape leading to strategic recommendations for marketing tactics.
Sidebar
"Firms that are interested in building lifelong relationships with their customers and focusing on the strategic
lifetime value of a customer rather than their transactional worth could benefit from building community around
their brand."
Sidebar
"...brand communities offer another communication channel and linkage to faithful users."
Sidebar
"Communities may be conceived and nurtured in the physical world as well as the virtual world."
Sidebar
"A non-traditional brand, such as a sports team, can benefit from understanding how its brand is perceived and
consumed."
Sidebar
"...non-traditional product brands, namely sports teams, have additional financial motivations for understanding
the sense of community associated with their brand."
References
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community Integration. Journal of Marketing Theory and Practice, 11(4), 1-11.
Muniz, A. M., Jr., &O'Guinn, T. C. (2001). Brand community. Journal of Consumer Research, 27, 1-37.
Muniz, A. M., Jr., &Schau, H. J. (2005, March). Religiosity in the abandoned apple newton brand community.
Journal of Consumer Research, 27, 412-432.
Siena players give back through adopt-a-player program. Retrieved June 22, 2004, from
http://www.fansonly.com/printable/schools/sien/sports/m-baskbl/spec-rel/011402aab.html?
AuthorAffiliation
P. Raj Devasagayam, PhD, is an associate professor of marketing at Siena College. His research interests
include marketing to vulnerable market segments, branding, and marketing education.
Charyl L. Buff, PhD, is an associate professor of marketing at Siena College. Her research interests include
branding, e-commerce, ethics, and marketing education.
Subject: Studies; College basketball; Brand identification; Discriminant analysis;
Location: United States--US
Classification: 8306: Schools and educational services; 9190: United States; 9130: Experiment/theoretical
treatment; 7000: Marketing
Publication title: Sport Marketing Quarterly
Volume: 17
Issue: 1
Pages: 20-23,25-29

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Number of pages: 9
Publication year: 2008
Publication date: Mar 2008
Year: 2008
Section: BRAND COMMUNITY
Publisher: Fitness Information Technology, A Division of ICPE West Virginia University
Place of publication: Morgantown
Country of publication: United States
Publication subject: Sports And Games, Business And Economics--Marketing And Purchasing
ISSN: 10616934
Source type: Scholarly Journals
Language of publication: English
Document type: Feature
Document feature: Diagrams References Tables
ProQuest document ID: 227990330
Document URL: http://search.proquest.com/docview/227990330?accountid=149759
Copyright: Copyright Fitness Information Technology, A Division of ICPE West Virginia University Mar 2008
Last updated: 2010-06-10
Database: ProQuest Research Library

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Bibliography
Citation style: Harvard - British Standard
P, R.D. and CHERYL, L.B., 2008. A Multidimensional Conceptualization of Brand Community: An Empirical
Investigation. Sport Marketing Quarterly, 17(1), pp. 20-23,25-29.

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