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The Linkage Among Customer Equity Drivers: Building Customer Value Equity Mode

Author

Listed:
  • Ammar Ali Khan

    (MBAScholar, Institute of Business Studies, KUST,)

  • Wisal Ahmad

    (Assistant Professor, Institute of Business Studies, KUST)

  • Faisal Aftab

    (Professor, Department of Management Science, BAHRIAUniversity Islamabad)

Abstract

This study examines the relationship among customer equity drivers and develops the customer value equity model.Many companies are facing the problem of how to use the customer equity and which of its drivers should be focused first.By exploiting the relationship among customer equity drivers, a customer value equity model is developed and tested in the fast food sector.Data was collected from three hundred consumers of national and multinational fast food restaurants in Peshawar.The findings of the study revealed that there is a significant relationship among the customer equity drivers such that brand equity of a fast food restaurant is significantly related with customer value equity as well as customer relationship equity.Similarly, customer relationship equity is significantly related with customer value equity.Hence, the study empirically validates the model of customer equity drivers which provides a sound base at least in its initial stage for marketing managers to develop and manage the value equity of their brand.The study findings present important theoretical and practical implications along with future research directions.

Suggested Citation

  • Ammar Ali Khan & Wisal Ahmad & Faisal Aftab, 2018. "The Linkage Among Customer Equity Drivers: Building Customer Value Equity Mode," IBT Journal of Business Studies (JBS), Ilma University, Faculty of Management Science, vol. 14(2), pages 27-40.
    • Handle: RePEc:aib:ibtjbs:v:14:y:2018:i:2:p:27-40
    DOI: https://doi.org/10.46745/ilma.ibtjbs.2018.142.3
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    References listed on IDEAS

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    1. Lewin, Jeffrey E. & Johnston, Wesley J., 1997. "Relationship marketing theory in practice: A case study," Journal of Business Research, Elsevier, vol. 39(1), pages 23-31, May.
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