Exploring the relationship between 
customer engagement strategies and 
brand loyalty 
 
DG Flint 
orcid.org/0000-0002-4397-2876 
 
Mini-dissertation accepted in partial fulfilment of the 
requirements for the degree Masters of Business 
Administration at the North-West University 
 
 
Supervisor: Prof CA Bisschoff 
 
Graduation: July 2022 
Student number: 2224920 
 
ABSTRACT  
Customer engagement has become more than just a strategy for business or marketing. 
It empowers the consumer to be engaged throughout their initial interaction and purchase 
journey. This engagement journey can help a brand to establish and grow due to the 
continuous support from consumers. The general aim of this study was to determine the 
nature of the relationship between customer engagement strategies (CES) and brand 
loyalty. CES identified five antecedents (brand reputation, social media, word-of-mouth, 
customer experience, and merchandising) for the self-developed questionnaire where 
135 social media participants could partake in this study. The value of this investigation 
lies in determining the most influential antecedents for brand loyalty from a consumer.  
These findings can contribute to how brands strategize their marketing budgets and which 
segments of customer engagement consumers find valuable. The study was conducted 
on the social media platform Instagram, where participants were recruited with the referral 
from other participants. The data, collected via Google Forms, are reliable (??0.70) and 
adequate (KMO?0.70). Data analysis using exploratory factor analysis suggested that 
eight antecedents influence consumers’ brand loyalty. The study found a positive 
relationship for most of the antecedents. However, customer experience should be 
reconsidered because this antecedent did not significantly influence a consumer's loyalty 
to a brand.   
 
Key Terms:  
Customer engagement; Brand reputation; Social media; Word-of-mouth; Brand 
community; Customer experience; Merchandising; Brand loyalty  
 
 
  
 
ACKNOWLEDGEMENTS 
I want to express my recognition and appreciation to the following individuals, without them, the 
accomplishment of this mini-dissertation would not have been possible: 
I want to give all glory to God for His blessings, grace and presence during my MBA degree. His 
mercy, regardless of the challenges and circumstances, without Him, I would not have been able 
to be here today 
To my parents, Vic and Babs, who always supports and believes in me to finish what I started 
To my sister Angie for her support, encouragement and enthusiasm for me to pursue my dreams  
To my mentor and best friend, Edward du Plessis, who has been there to guide, support and 
motive me during my studies 
It was an absolute privilege to work with my supervisor Prof. Christo Bisschoff. For all his 
guidance, orientation, dedication, expertise, support and statistical analysis.  I am grateful for his 
incredible leadership and insights during the past two years as a post-graduate student. 
To the North-West University Business School and Dr Johan Jordaan, who encouraged and 
supported me to complete my degree regardless of the circumstance the journey started with 
To my friends and family for their interest and ongoing support  
To the most remarkable group members of the Magic Squad who supported and carried me 
during this journey 
To my language editor, Antoinette Bisschoff, who invests her time and shares her expertise during 
the assessment of my mini-dissertation 
 
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TABLE OF CONTENTS 
ABSTRACT  ................................................................................................................... i 
ACKNOWLEDGEMENTS ............................................................................................... ii 
LIST OF TABLES .......................................................................................................... iv 
LIST OF FIGURES ......................................................................................................... v 
LIST OF ABBREVIATIONS .......................................................................................... viii 
CHAPTER 1- INTRODUCTION AND PROBLEM STATEMENT ...................................... 1 
1.1 INTRODUCTION ...................................................................................................... 1 
1.2 PROBLEM STATEMENT ......................................................................................... 4 
1.3 OBJECTIVES OF STUDY ........................................................................................ 5 
1.4. SCOPE OF THE STUDY ......................................................................................... 6 
1.5 RESEARCH METHODOLOGY ................................................................................ 7 
1.5.1 Literature study on research methodology ............................................................. 7 
1.5.2 Study population .................................................................................................... 9 
1.5.3 Sample .................................................................................................................. 9 
1.5.4 Research Design ................................................................................................. 10 
1.5.5 Data Collection .................................................................................................... 10 
1.6 THE LAYOUT OF THE STUDY .............................................................................. 11 
1.7 SUMMARY ............................................................................................................. 11 
CHAPTER 2 LITERATURE REVIEW ................................................................................ 12 
2.1 INTRODUCTION .................................................................................................... 12 
2.2 A THEORETICAL MODEL OF CUSTOMER ENGAGEMENT AND BRAND 
LOYALTY ................................................................................................ 12 
2.3 CUSTOMER ENGAGEMENT STRATEGY ............................................................ 13 
2.3.1 Brand reputation .................................................................................................. 15 
2.3.2 Social media ........................................................................................................ 16 
2.3.3 Word-of-mouth / Brand community ...................................................................... 19 
2.2.4 Customer experience........................................................................................... 24 
2.3.5 Merchandising / Visibility ..................................................................................... 27 
2.4 BRAND LOYALTY .................................................................................................. 29 
2.4.1 Introduction .......................................................................................................... 29 
2.4.2 Theory of brand loyalty ........................................................................................ 29 
 
2.5 THE RELATIONSHIP BETWEEN CUSTOMER ENGAGEMENT STRATEGIES AND 
BRAND LOYALTY ................................................................................... 31 
2.6 CONCLUSIONS ..................................................................................................... 35 
2.7 SUMMARY ............................................................................................................. 37 
CHAPTER 3 EMPIRICAL RESEARCH AND DATA ANALYSIS ................................... 39 
3.1 INTRODUCTION .................................................................................................... 39 
3.2 RESEARCH METHODOLOGY .............................................................................. 39 
3.2.1Literature study on research methodology ............................................................ 39 
3.2.2 Study population .................................................................................................. 43 
3.2.3 Sample ................................................................................................................ 43 
3.2.4 Research design .................................................................................................. 44 
3.2.5 Data collection ..................................................................................................... 44 
3.3 RESULTS ............................................................................................................... 46 
3.3.1 Descriptive results ............................................................................................... 46 
3.3.3 Measuring brand loyalty ....................................................................................... 76 
3.3.4 Regression analysis of antecedents .................................................................... 80 
3.3.5 Exploratory factor analysis ................................................................................... 82 
3.4 THE MODEL TO MEASURE AND MANAGE BRAND LOYALTY .......................... 89 
3.4.1 Reliability and reliability of the model ................................................................... 90 
3.4.2 Model fit analysis ................................................................................................. 91 
3.5 SUMMARY ............................................................................................................. 92 
CHAPTER 4 - CONCLUSION & RECOMMENDATIONS ................................................ 94 
4.1 INTRODUCTION .................................................................................................... 94 
4.2 SUMMARY OF RESULTS ...................................................................................... 94 
4.2 CONCLUSIONS AND RECOMMENDATIONS ....................................................... 95 
4.2.1 Research methodology ........................................................................................ 95 
4.2.2 Results ................................................................................................................ 96 
4.4 AREAS OF FURTHER STUDY .............................................................................. 97 
4.5 LIMITATIONS ......................................................................................................... 98 
4.6 SUMMARY ............................................................................................................. 98 
APPENDIX A – SELF DEVELOPED QUESTIONNAIRE ............................................ 109 
APPENDIX B – INFORMED CONSENT .................................................................... 118 
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APPENDIX C – ETHICAL CLEARANCE .................................................................... 121 
APPENDIX D – LANGUAGE EDITOR’S LETTER ...................................................... 122 
 
 
 
 
 
  
iii 
 
LIST OF TABLES 
Table 3.1: Modern advertisement vs Traditional advertisement ............................................... 50 
Table 3.2: Brand communication method ..................................................................... 51 
Table 3.3: Customer engagement antecedents’ suitability statistics ............................. 71 
Table 3.4: Antecedents, measuring criteria and factor scores ...................................... 73 
Table 3.5: Antecedents, measuring mean and standard deviation ............................... 77 
Table 3.6: Standardized regression weights, intercept and model summary ................ 81 
Table 3.7: Model Summary ........................................................................................... 81 
Table 3.8: Retained factors as per the parallel analysis engine .................................... 82 
Table 3.9: Varimax rotated factor matrix ....................................................................... 83 
Table 3.10: Construct and discriminant validly ............................................................. 91 
Table 3.11: Goodness of fit indices .............................................................................. 92 
 
  
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LIST OF FIGURES 
Figure 2.1: Conceptual model of customer engagement strategies and brand 
loyalty ....................................................................................................... 13 
Figure 3.1: Methodology to develop and validate a model to measure brand loyalty ... 45 
Figure 3.2: Participant consent ..................................................................................... 46 
Figure 3.3: Consumer Reviews .................................................................................... 47 
Figure 3.4: Most preferred method of brand communication ........................................ 48 
Figure 3.5: Most dislike method of brand communication ............................................. 48 
Figure 3.6: Most irrelevant method of brand communication ........................................ 49 
Figure 3.7: Most memorable omni-channel of brand advertisement ............................. 49 
Figure 3. 8: Tried and trusted brand ............................................................................. 51 
Figure 3.9: Wherever I can find my brand, I will buy it. ................................................. 52 
Figure 3. 10: I value a trusted brand that delivers a quality product ............................. 52 
Figure 3.11: I easily switch brands ............................................................................... 53 
Figure 3. 12: My buying habits are influenced by a brand ............................................ 53 
Figure 3.13: I only buy reputable brands ...................................................................... 54 
Figure 3.14: I trust a brand that communicates via social media .................................. 54 
Figure 3.15: I recall brands with social media visibility in stores ................................... 55 
Figure 3.16: I use social media to learn more about a brand ........................................ 55 
Figure 3.17: I'll follow a brand's social media after I buy it ............................................ 56 
Figure 3. 18: I value a brand that follows me on social media ...................................... 56 
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Figure 3. 19: A strong social media presence or engagement influences my buying 
behaviour positively .................................................................................. 57 
Figure 3. 20: Consumer feedback influences my brand selection ................................ 57 
Figure 3. 21: I value brand reviews and customer feedback ........................................ 58 
Figure 3.22: I trust a medical opinion on a particular brand .......................................... 58 
Figure 3. 23: Customer recommendations could influence me to try a new brand ....... 59 
Figure 3.24: I freely share my brand experiences with other consumers ...................... 59 
Figure 3.25: I spontaneously share my brand experience with other consumers ......... 60 
Figure 3.26: When I am unsure about a brand, knowledgeable aisle managers can 
help me decide ......................................................................................... 61 
Figure 3. 27: I get irritated if my favourite brand is out .................................................. 61 
Figure 3. 28: I prefer in-store assistance without asking anyone .................................. 62 
Figure 3.29: I value a pharmacist's (or other knowledgeable person's) opinion on a 
brand ........................................................................................................ 62 
Figure 3. 30: An efficient store layout is important to me when shopping ..................... 63 
Figure 3.31: A pleasant shopping experience encourages me to support a retailer 
who stocks my brand ................................................................................ 63 
Figure 3.32: A supreme display of a brand indicates it is worth my purchase .............. 64 
Figure 3.33: I am more tempted to buy the brand in the store when I see it twice ........ 64 
Figure 3.34: Brand-related merchandise encourages me to buy the product ............... 65 
Figure 3. 35: It will be difficult to find my brand if I do not use instore brand 
merchandising .......................................................................................... 65 
Figure 3.36: Brands that value my shopping experience have good merchandising 
or visibility ................................................................................................. 66 
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Figure 3.37: Good brand execution may persuade me to support it ............................. 66 
Figure 3.38: My total devotion to a brand is influenced by its reputation ...................... 67 
Figure 3.39: My social media presence and engagement influence my support or 
loyalty to a brand. ..................................................................................... 68 
Figure 3. 40: What others say about a brand influences my total devotion .................. 68 
Figure 3.41: My overall shopping experience will influence my future shopping 
decisions .................................................................................................. 69 
Figure 3.42: Store branding will influence my decision to buy the brand ...................... 69 
Figure 3.43: In essence, I am a loyal customer ............................................................ 70 
Figure 3.44: Structural equation regression model of brand loyalty antecedents ......... 80 
Figure 3.45: Brand loyalty model .................................................................................. 90 
  
 
  
vii 
 
LIST OF ABBREVIATIONS 
 
CES Customer Engagement Strategies 
SMP Social Media Page 
WOM Word-of-mouth 
CBE Customer Brand Engagement 
eWOM Electronic word-of-mouth 
 
 
 
 
 
viii 
 
CHAPTER 1- INTRODUCTION AND PROBLEM STATEMENT 
1.1 INTRODUCTION  
The modern digital era withholds endless opportunities for companies or brands to 
connect and engage with current or potential customers. As a result, customer 
engagement has significantly evolved over the last decade. Various engagements via 
omni-channels allow brands to interact with their customers, whether person-to-person 
or person-to-community (Prentice et al., 2019:339).  
The term omni-channel refers to a marketing strategy that uses numerous channels to 
communicate with customers and encourage them to purchase. It has similar 
characteristics as multichannel marketing, although it is not the same. The goal of omni-
channel marketing is to simplify the purchasing process for customers by placing them at 
the centre of all interactions. Offering multiple options for purchasing as well as removing 
potential objections to the purchase is what accomplishes this. 
The Internet as an engagement platform has promoted countless possibilities to connect 
and build lasting relationships with customers, thus allowing unrestricted access for a 
consumer to reach a brand, vice versa. Therefore, business communication with a 
customer is achieved through various communication channels regarding the 
brand/product to create an opportunity for sale (Yerpude & Singhal, 2021:92).  
A brand should continue to listen and encourage feedback, suggestions, and 
recommendations from their brand community. An engagement strategy that empowers 
customers to become the voice of the company or brand.  It allows brands to deliver 
according to the expectation of customers accurately with a competitive advantage. 
Customer engagement is characterised in the literature as a psychological process where 
customer loyalty contributes to a service or brand (Vivek et al., 2012:27; Kumar et al., 
2019.141). This enrichment of engagement may also influence customer loyalty; 
therefore, brands embrace engagement today. Over time, it has been shown to contribute 
to consumers' behaviour and preference for a specific brand or service. 
 
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According to Prentice et al. (2019:346), these authors illustrate a positive relationship 
between customer engagement and customer purchase intentions in their literature 
research. Hence, a company should consider formulating or developing an appropriate 
business intelligence strategy to drive customers to engage with its brand. Furthermore, 
Jaakkola and Aarikka-Stenroos (2019:38) observed that a customer's psychological 
shopper behaviour might expand and improve current research towards a customer 
perspective. Customer behaviour can be distinguished by how customers are incentivised 
during brand activity ventures. Suggesting that customer engagement and customers' 
judgments in business have a notable positive impact; thus, brands should identify what 
their businesses centre their attention or attraction is. For a brand to understand and 
identify the best engagement strategies for its target customers, the business has to use 
the opportunity to enable the brand to develop new innovative approaches. These 
approaches will continuously drive brand loyalty through sales by creating a competitive 
advantage in the market.  
 
Businesses and companies should act rapidly and systematically to ensure that the 
brand's customer focus is evident to customers. A simple example would be how a brand 
responds to consumer feedback and how reviews can be an engagement strategy to 
improve business operations through customer service. Sheng (2019:49-50) suggests 
that once a company receives many reviews in a certain period, companies should ensure 
that it can compete with the review update pace and meet customers' expectations by 
engaging with a customer. As a result, it will be driving an enhanced power in influencing 
the competence for customer engagement. In addition, the continuous positive outcome 
of the company's responsiveness creates strategic value for managing or maintaining 
customers and potentially for financial outcomes (Sheng, 2019:49).  
 
According to Hollebeek (2011:570), proposed customer brand engagement (CBE) 
themes like brand attitude, image, identity, personality, and experience, can be adapted 
to guide customer engagement in a company with strategies and campaigns that 
communicate with consumers. 
Customer engagement has become more than just a strategy for business or marketing. 
It empowers customers to be engaged throughout their initial interaction and purchase 
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journey. This engagement journey helps to grow customer loyalty and collect valuable 
customer information (Hollebeek, 2011:570). 
CBR has been determined to exhibit both positive and significant influences on brand 
loyalty. More customer interactions can drive users to find a more relevant or valuable 
brand, providing potential customers with insight. These customer insights can create an 
opportunity to formulate a strategy where informed marketing decisions can be made on 
the available information, such as content or retargeting improvements, which can 
significantly drive sales through social media channels and outreach methods. 
Throughout current years, the synergies between customers and brands have 
progressed due to increased competition and the surge of various social media platforms. 
As a result, more organisations have shifted their focus on more engagement with current 
or potential customers to create a more sustainable long-term competitive advantage 
through the voice of their customers (Sheng, 2019:49).  
Today customers play an incremental role towards how a brand can improve or change 
its engagement strategies. Consumers expect brands to be one step ahead of service, 
playing their part in society and acknowledging a customer's experience with a brand.  In 
the end, creating a strategy that incorporates competitive advantage is crucial for a brand 
to be ahead or retain more brand loyalty.  
Through various research, customer engagement has shown a linkage between the firm 
or brand performance indicators such as brand image, customer involvement, sales 
growth, referrals, and brand purchase intentions (Harmeling et al., 2017). 
It is, therefore, to be expected that engaged customers are expected to progress enduring 
relationships with the brands by expressing their trust, commitment, satisfaction, or 
loyalty.  The engagement or experience of buying in a store can also follow through on 
brand loyalty in the consumer. This study will focus on social media users where 
customers are influenced through various engagement strategies through sharing their 
insights towards strategies that drive their brand loyalty.  
Although digital engagement has become the first step in communicating to the consumer 
daily, it also empowers the consumer to make an informed decision with the information 
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given during the engagement, especially if this specific item or brand will solve a particular 
problem identified by the consumer.  
More companies have become aware of the consumer's voice, and therefore companies 
have created various strategic platforms to listen and encourage feedback or suggestions 
from their customers. An engagement strategy that empowers customers to share their 
experience as consumers. Thus, it allows brands to deliver according to the expectation 
of customers accurately with a competitive advantage. 
1.2 PROBLEM STATEMENT 
The predicament reviewed in this research is whether brands benefit from customer 
engagement strategies to increase and manage customer retention through brand loyalty. 
Each brand has access to connect with a customer according to a strategy suggestion or 
research available.  
Consumers today are more responsive to trustworthy brands, who pay attention to their 
interests and preference by not taking advantage of their loyalty. Therefore, brand 
managers should put more effort into developing effective relationships between brands 
and consumers. Consequently, brand managers should encourage consumers to 
evaluate their brand towards brand satisfaction; if the outcome exhibits satisfaction, brand 
loyalty will be positive (Ekinci et al., 2019:104-105). 
For many consumers, social media has become a fundamental part of their everyday 
lives, allowing them to express their ideas, preferences, and likes on a wide range of 
topics and share their experiences with others. 
Brands end up spending a tremendous number of resources on customer engagement 
or interaction, assuming that specific strategies will retain brand loyalty. However, 
literature may suggest several theories or methods; identifying the most effective 
engagement strategies from a customer's outlook can limit brands to choose more than 
one strategy. Instead, a business can rather scale down to practices that drive brand 
loyalty and customer engagement.  
In the past decade, the literature upon customer engagement has become an increasingly 
assertive strategy for companies or brands to retain customer loyalty; however, 
4 
 
customers can have different views on what sort of engagement will conquer their 
commitment into support.  
Although various engagement strategies have been identified, poor execution can 
influence a customer's behaviour or brand preference. It inflicts a barrier for the brand to 
expand its customer database and market share. Nevertheless, specific customer 
engagement strategies that influence brand loyalty may not always be evident due to 
different consumer categories. Moreover, companies and brands do not always have the 
antecedents that influence customers' preference of a particular brand. 
Suppose the initial engagement took place outside the retail environment. In that case, 
other instore activities or engagement should also be evaluated to determine if it also 
contributes to brand loyalty. Through social media branding campaigns, consumers 
aware and informed will be more loyal to the brand they prefer and value. Therefore, the 
companies should not exclusively focus on detailed and informative advertisements but 
should also combine engagement. Today companies should accept and embrace social 
media platforms being considered as the most valuable brand management tool. It 
provides engagement, interactivity, and open discussion with the target audience (Ahmed 
et al., 2019:210). Customer's attitude and perspective towards digital marketing or social 
media platforms, such as Facebook and Twitter, positively affect brand engagement (Faiz 
et al., 2017:54). 
1.3 OBJECTIVES OF STUDY  
This study explores how different customer engagement strategies of previous literature 
can be linked to a customer's brand loyalty. The aim is to establish if there is a relationship 
between specific customer engagement strategies and brand loyalty support; and what 
the contributing domains of customer engagement are regarding this relationship. 
Engagement strategies may start from the initial advertisement or media awareness to 
the personal in-store sales interaction. These engagement milestones can be followed 
through by the recommendation of a health care professional for particular treatment and 
brand message communication of merchandising. Consequently, identifying which of 
these elements might contribute most to a consumer's purchase and brand loyalty. The 
research is conducted as a quantitative research approach to answer my research 
question. The study is administered in an electronic survey format to a sample group of 
customers. 
5 
 
A summary of customer engagement initiatives, issued by Harmeling et al. (2016:320-
321), mainly consisted of experimental research designs that measured different theories. 
However, various elements of customer engagement strategies investigate the insights 
from consumers, thus allowing feedback to be interpreted as an overall consensus to 
measure if a specific engagement strategy influences their support or loyalty towards a 
brand. Results are presented with graphs and charts to measure data accordingly. 
1.3.3 Primary Objective  
Determine which customer engagement strategies are the most effective for a 
brand or business to gain and retain customers through loyalty.  
1.3.2 Secondary Objective    
Four secondary objectives have been identified for this study: 
1. To develop an in-depth conceptual framework surrounding the core elements of 
customer engagement, customer engagement strategies, and brand loyalty.   
2. To compile a questionnaire using theory and existing validated questionnaires to 
measure the customer engagement strategies that contribute to brand loyalty.   
3. To empirically test the relationships between customer engagement strategies and 
brand loyalty.   
4. To conclude and give recommendations to marketing managers based on the 
findings of the research.   
1.3.3 Covid Protocols 
This is an online questionnaire. There is no face-to-face contact; this means that no 
specific Covid protocols are required to collect the data. 
 
1.4. SCOPE OF THE STUDY   
The scope of this research can be categorised under the subject field of Strategic 
Marketing Management within the business and organisational domain.  This research 
will explore the relationship between customer engagement strategies and brand loyalty. 
The focus will be on how these strategies can be executed to formulate the data to 
recommendations that can be applied as guidelines for organisations to align and adjust 
6 
 
their current engagement strategies with customers. The participation of this topic can be 
helpful toward the success of a business by retaining customers, offering value to 
customer's experience, and their support to brand or company.  
1.5 RESEARCH METHODOLOGY 
The hypothesis of customer engagement and brand loyalty has been successfully 
implemented in a wide range of business sectors, thus enabling the retention of current 
and new customers. 
Many studies have observed the relationship between customers and brands, but this 
study will focus on the most effective strategy for customers. Therefore, when evaluating 
the various customer engagement strategies, the research will focus on the customer's 
input. Various determinants have examined what keeps a customer engaged before 
purchasing and what impacts their shopping experience. Thus, it is possible that both 
online and in-store marketing could influence a consumer's decision-making process. 
1.5.1 Literature study on research methodology 
In today's competitive business environment, word-of-mouth marketing has become an 
indispensable corporate marketing approach. Additionally emphasised the importance of 
brand communities, particularly in the era of social media platforms. When businesses 
develop brand communities, they enhance customer communication and encourage 
consumers to share valuable insights or information (Pan, 2020:66-70).  
Customer engagement strategies or earlier literature frameworks and reviews can help a 
company reach a consensus on adapting or improving engagement to target age groups 
and what is relevant for the prospective customer they wish to target (Morgan et al., 
2019:4). 
Online brand communities' social and communicative components have been tried by 
companies seeking ways to increase the volume of viral publicity. However, word-of-
mouth marketing is a great strategy when it comes to online brand communities. A brand 
community is known as consumers who are passionate about the same brand and can 
share their views with other consumers on social media platform networks.  
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When developing a word-of-mouth marketing plan for a brand community, consumer 
contact and sharing information and experiences are important factors to consider. 
Companies should use an online brand community to help their customers better 
appreciate the importance of customer interaction. An effective customer engagement 
strategy that encourages consumers to spread the news about a company's products and 
services online will benefit significantly from this (Pan, 2020:67). The unit of analysis 
would be in the public domain, preferable customers who use Instagram as one of their 
social media platforms. There will be no limitations towards any specific geographic 
population group. The challenge would be to outline a database (through referrals) for 
participants on a social media platform willing to participate and consent to this research.   
This study aims to produce a questionnaire in line with existing research on customer 
engagement strategies and evaluation or decision frameworks. Similar questionnaires 
have been used in previous studies. However, these new consumer engagement 
strategies and how customers perceive them have not been composed or coded. 
The questionnaire responses should be honest and transparent so that the participant 
does not contemplate them. The questionnaire consists of seven sections, including the 
consumer, the five antecedents, and the outcome of brand loyalty.   
The following literature review will investigate previous research findings related to 
customer engagement strategies such as brand reputation, social media, word-of-mouth, 
brand community, customer experience, and merchandising / visibility. Thus to evaluate 
how the strategies mentioned above may influence a consumer's brand loyalty and 
support. 
Regarding quantitative research, primary data are required. The study will be cross-
sectional as this examination will observe the outcome of the survey and analyse the data 
of the selected sample population. The objective of the cross-sectional study would be to 
use various groups or individuals with a variable background of interest towards intended 
customer engagement strategies executed. 
Targeting a larger audience should provide more insight, feedback, and results; therefore, 
this study can reach a larger audience without geographic participation. The 
questionnaire will accumulate consumer feedback and views, which can then be 
measured to customer engagement strategies. Once results have been processed, a 
8 
 
conclusion can be drawn to determine which strategies are essential for brand loyalty. A 
conceptual framework model will be formulated from before and after the research has 
been done. This is to compare the hypotheses of the five antecedents and brand loyalty. 
Thus, the second framework should represent any changes after the data is collected.  
The feedback of these participants will assist in determining if that will illustrate the 
strategies towards brand loyalty. In addition, these results can also conclude the general 
view of what brands should implement in their engagement strategies to ensure that these 
strategies firstly target their desired audience, secondly deliver the preferred key 
message and finally contribute to future brand loyalty. 
The data collection will not include personal infographics such as gender, ethnicity, or 
socio-economic background. This research only focuses on the engagement strategies 
that influence an individual's choice of brand and support. Therefore, the focus should not 
be on the background of individuals but rather on participants' needs and judgments when 
choosing a brand. 
Thus, exploring a consumer preference for engagement and how it influences their choice 
towards selecting a brand.  It is essential to question what influences the individual to 
select a particular product. 
1.5.2  Study population 
The study population consists of participants who are mainly active on social media 
platforms such as Instagram. The researcher has two social media accounts, namely her 
personal account (Dorothy Grace Flint) and a second social media account called Patron 
& Niche. Participants were recruited by using electronic word-of-mouth (eWOM), and they 
received invitations via Instagram to participate.  
The participants should be older than 18 years to participate in the study.  
1.5.3  Sample 
No sample was drawn. Thus, all the members belonging to the population using Patron 
and Niche (as the first snowball) received the invitation to participate.  It is therefore not 
possible to determine the population or sample size. Data were collected until suitable 
9 
 
numbers were reached (as determined by the Kaiser, Meyer & Olkin test of sample 
adequacy). 
1.5.4  Research Design 
The quantitative study design collected data via a self-administered questionnaire. (See 
Appendix 1 for the self-developed questionnaire). The questionnaire contains insight and 
customer engagement strategy questions.  The electronic platform (GoogleForms) was 
used to collect the data. The questionnaire's answers were captured on a 5-point Likert 
scale ranging from 1 "strongly disagree" to 5 "strongly agree". 
1.5.5  Data Collection  
The social media platform Instagram was used to snowball the invitation to participate in 
the survey. The following steps clarify the data collection process: 
Step 1: An invitation to participate in the survey was placed on the social media platform, 
i.e., Instagram. 
Step 2: This invitation requested respondents to share the invitation with friends, and 
their friends and so on – thus snowballing the reach of the questionnaire 
Step 3: On receipt, the respondent was requested to complete the questionnaire – the 
first page of the questionnaire contains the Letter of Consent (Appendix 2).  
Step 4: After the respondent ticks the box where consent is given, the questionnaire 
opened. If the consent is not given, the respondent was reminded that consent is required. 
If still not given, the respondent is thanked and ejected from the survey.  
Step 5: On completing the questionnaire, the data were automatically captured and saved 
in the dataset. It is impossible to isolate any one respondent or identify a specific 
respondent’s data from the dataset. 
Step 6: Dataset will be provided electronically to the statistical consultation services at 
the NWU for analysis. 
Step 7: Researcher received the results from statistical services, interprets and writes 
the report 
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It is noteworthy that the responses are anonymous, and neither the data, identity or 
contact details can be identified from the electronic database. The researcher, therefore, 
has no idea who responded to the questionnaire, even though Instagram participants 
were invited to partake in the survey.  
1.6 THE LAYOUT OF THE STUDY  
Chapter 1: Introduction and problem statement  
Chapter 1 will present the context and background of the study itself. This included the 
introduction, problem statement, and general overview of the study. 
Chapter 2: Literature review  
In Chapter 2, a literature review was done to explain the theoretical aspects of the study, 
explore definitions of the constructs, and look at previous applicable studies already done. 
Chapter 3: Empirical research and analysis 
In Chapter 3, the overall research approach is addressed. This chapter includes the 
research design, participants, measuring instruments, procedure, statistical analysis, and 
the research objectives.  
Chapter 4: Conclusion & recommendations 
Chapter 4 will provide a conclusion on the study, as well as some recommendations to 
customer engagement strategies or brand loyalty for future studies 
1.7 SUMMARY 
Chapter 1 introduced the study. The chapter sets off by defining customer engagement 
strategies and the relationship with brand loyalty. However, more important is that the 
chapter highlights the problem statement, objectives and details the research 
methodology followed in this study. It also precludes the layout of the study.  The next 
chapter examines previous literature and theoretical findings that are relevant to this 
study.  
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CHAPTER 2 LITERATURE REVIEW 
2.1 INTRODUCTION  
Chapter 2 is the literature study. In this chapter, the independent and dependant variables 
of customer engagement and brand loyalty are discussed. The chapter also introduces a 
theoretical hypothesis model that is developed and the consisting of five antecedents, 
namely: (1) Brand reputation, (2) Social media, (3) Word-of-Mouth, i.e., Brand 
Community, and (4) Customer Experience (5) Merchandising / Visibility. This model is a 
visual representation of how each of these antecedents may or may not influence brand 
loyalty for consumers. The next section of the chapter will then discuss these variables in 
context to the study. The structure of the chapter thus follows the theoretical model (see 
Figure 2.1).  
2.2 A THEORETICAL MODEL OF CUSTOMER ENGAGEMENT AND BRAND 
LOYALTY  
The study and the results will support the conceptual model designed according to the 
segments that may influence customer engagement that contributes to overall brand 
support or loyalty. In the model, the dependent variable CES is serviced by five 
independent variables, namely (1) Brand reputation (CES1), (2) Social media (CES2), (3) 
Word-of-mouth from the Brand Community (CES3), (4) Customer Experience (CES4), and 
(5) Merchandising / Visibility (CES5). Furthermore, the theory also shows that these 
customer engagement strategies lead to brand loyalty. Therefore, more effective 
customer engagement strategies serve as a pathway to improve brand loyalty (see Figure 
2.1). 
 
12 
 
 
Figure 2.1: Conceptual model of customer engagement strategies and brand 
loyalty 
 
2.3 CUSTOMER ENGAGEMENT STRATEGY 
Customer engagement is well-defined in literature as a psychological process where 
customer loyalty contributes to a service or brand. This contribution also influences the 
mechanism by which loyalty can be sustained to ensure customers continue their 
behaviour and preference for a specific brand or service.   
Various published research distinguishes CE as a psychological process that adds to a 
service's or brand's loyalty. Therefore, ensuring customers or clients maintain their 
purchase behaviour and preference for a particular brand or service. Furthermore, 
engagement with different market niches is crucial for brand support when it aims to grow 
and extend its reach and support. 
Customer engagement can lead to a stronger emotional bond or connection between the 
customer and the brand. In addition, highly engaged customers are more likely to buy, 
13 
 
promote, and show greater brand loyalty significantly when brand engagement and 
experience exceed consumers' expectations.  
Prentice et al. (2019:346) identified a correlation between a customers' level of 
engagement and their ability to purchase products. Therefore, it is suggested that 
businesses should have an effective business intelligence system that encourages 
customers to interact with the brand. 
As a result, due to various psychological motivations or drivers, customer engagement 
behaviour can be described as the manifestation that a brand or business focuses upon; 
this is beyond the purchase of the consumer (van Doorn et al., 2010:254). Consumer 
perception can be favourable or unfavourable, depending on the customer's motive. A 
brand that wants to grow customer engagement must adapt the old marketing mix to 
benefit from new technologies and platforms and better understand consumers and 
service them. 
According to the research, customer engagement via Omni-channels requires more 
consideration due to the inconsistency of the terminology used in the different domains 
of interaction. However, Boujena et al. (2020) identified that most researchers consider 
and agree that customer engagement is a psychological state that leads to numerous 
interactions with the focal target (object) that progress beyond a transactional purpose. 
Customer engagement can be identified as how active or influential a customer's 
relationship is with a brand. Therefore, measurable benchmarks can define this 
throughout the customer journey or experience with the brand. 
Thus, it represents how a customers’ interactions with the brand offerings, responses to 
advertising efforts, level of participation in marketing communications efforts, and 
involvement in word-of-mouth (WOM) advertising on social media channels are examples 
of these customer experiences. They can also provide helpful and insightful feedback for 
an organisation. 
Customers will be satisfied, and brand loyalty will be developed when a company 
develops its customer engagement methods and ideas (Kumar & Reinartz, 2018). Rather 
than harming a brand, engagement strategies can support and give a business insight 
towards the consumer’s needs, thus enabling the consumer to share their perspectives 
and expectations with the brand through feedback and review channels. 
14 
 
Thus, suggesting that new and innovative research platforms should be used to draw CE, 
enabling a company to employ tactics that can improve overall customer engagement 
value (Venkatesan, 2017:293). In addition, consumers' brand preferences can be 
influenced by customer engagement strategies sound and practical concepts.  
A business must pay attention to customer engagement and satisfaction. An engaged 
consumer is more likely to return to their chosen brand to buy more in the future if they 
have a more personalised and engaging experience than a disengaged customer. In 
addition, a happy customer is more likely to become an ardent supporter of a company's 
brand in the future.  
Organisations should take consumer expectations into account through the 
implementation of integrated marketing communication. This concept can be helpful to 
communicate appropriate vital messages that will allow a consumer to have a preference 
in their choice of brand. Furthermore, integrating marketing communication encourages 
an organisation to endure customer relationships and value for their organisation or brand 
(Mihaela, 2015). 
2.3.1 Brand reputation  
A brand is generally the name, a term, design/symbol, or any other characteristic that 
distinguishes differentiates or identifies one seller's goods or services (Saboo et al., 
2016:526) 
When a brand wants to build relevant and effective frameworks, it may be essential to 
incorporate ideas from various research findings, such as customer relationship 
management, customer experience, social media, and customer-oriented enterprises 
(Venkatesan, 2017:293).  
Acharya (2021:41) identified that unfamiliar and established brands might have to work 
harder to maintain and build brand reputation, which go hand in hand with brand 
recognition. The authors' findings provide managers with strategic means that will benefit 
customers to connect with their brand. 
According to Prentice et al. (2019:346), their literature research illustrates a positive 
relationship between customer engagement and customer’s purchase intentions. 
15 
 
Therefore, it is recommended that a company generate an appropriate business 
intelligence system and drive customers to engage with the brand.  
Customers should experience a level of value and preference, as the association has 
been identified to have a positive outcome concerning customer engagement. It provides 
an increased level of value in terms of interest, sign, and pleasure with the product or 
service delivered (Parihar et al., 2019). Merging insights from the various research 
findings, including customer relationship management, customer experience, social 
media, and customer orientated companies, can collectively be essential to develop 
actionable and practical frameworks that will represent a strong brand reputation 
(Venkatesan, 2017:293). 
Besides brand loyalty, a brand's reputation and history can influence customers' 
perspectives and enthusiasm to be part of this brand's culture. Therefore, a corporate 
business legacy, especially towards brand management, indicates that nine mandatory 
elements must be considered if corporate heritage or their brands are to evolve.  
These are the historical identity, longevity; representation; brand leadership or brand 
stewardship; value proposition; consistency, trust, authenticity, heritage, brand evolution, 
and legacy of corporate social responsibility (Adegbile & Otubanjo, 2019:8). 
For a brand to differentiate itself, Alwi et al. (2017:404) suggested using corporate social 
responsibility elements and the perceived price, product, or service offerings of the 
company. These authors demonstrate another unique conceptual framework where a 
company's reputation contributed to brand loyalty from customers. Ideally, engagement 
with a customer should relate to a brand collaborative relationship and loyalty link, 
consequently not just with brand choice. Once a company can focus and practice more 
powerful engagement strategies to strengthen customer support and loyalty towards a 
brand (Parihar et al. 2019:69). 
2.3.2 Social media  
Brands today are surrounded by multiple social media platforms and channels, which 
enables brand awareness and engagement more significantly. As mentioned in the above 
section, many resources are utilised to understand the ecology of social media. 
16 
 
The progression and evolution of social media as an interactive technology has 
empowered, enabled, and changed millions of lives; it can be personal, organisational, 
and global. Its impact within the scope of marketing remains unique and is perceived as 
the primary component of enhancing consumer engagement towards online platforms 
(Ahmed et al., 2019:202). A theoretical model of Ahmed et al. (2019:205) demonstrates 
the interchanging elements of social media marketing; consumer consciousness, and the 
impact on brand loyalty.  
Faster and more consistent responses from businesses and brands are needed to show 
customers the managerial effort. In addition, a considerable number of reviews received 
in a short period suggest that organisations should make sure they can keep up with the 
rate of review updates (Sheng, 2019:49-50).  
According to Saboo et al. (2016:524), there is a limited understanding of how consumers 
engage with brands on social media platforms and how it impacts their purchase journey 
behaviour. As a result, significant resources are spent on customer engagement, 
enabling organisations and brands to connect with their target audience. However, this 
raises concerns about the return of investment if these engagement strategies influence 
brand awareness and support consumer decision-making.   
Quick and frequent responses enhance the likelihood of appearing at the top of a review 
page, allowing a brand or business to be more visible to review readers and potential 
reviewers. As a result, the capacity to influence customer engagement competency will 
be strengthened. According to Sheng (2019:49), due to the company's responsiveness, 
strategic value is generated for managing or sustaining customers and financial 
repercussions.  
The conventional marketing techniques can harm the company if the main message is 
not communicated to a possible loyal consumer target group. However, not all positive or 
innovative marketing strategies are ideal (Harmeling et al., 2017: 332). This can suggest 
that each consumer or market niche is unique; therefore, how a brand engages or 
communicates its key message will need additional market research, allowing the brand's 
objectives to address the target customer's needs. 
Saboo et al. (2016:538) concluded by suggesting that a brand should focus on the 
number of followers alone, but brand managers should also encourage participation on 
17 
 
social media platforms from consumers. Furthermore, these activities positively influence 
each other. For example, an increase in a brand's popularity or fame can positively 
influence other social media activities, implying that brands need to consider combining 
both activities. 
Social media sites such as Facebook, Twitter, and Instagram can help businesses, 
brands, and customers build stronger relationships with their target customers. However, 
there has been no systematic investigation of the factors influencing consumer interaction 
on social media despite the widespread acknowledgment of their importance. When 
conducting their research, Ajiboye et al. (2019: 239) used a systematic strategy that 
included a thorough review of the empirical literature on consumer interaction behaviour 
on social media platforms. Five of the most important antecedent causes identified in the 
research literature include social connections, ownership-value, information-seeking, 
involvement, and functionality. Using social media by a business requires all of these 
elements. 
Originally social media was proposed to cultivate human-to-human communication, 
interactions, and brand anthropomorphism. However, Boujena et al. (2020:8-9) identified 
a significant gap according to the social media indicators in their investigation.   These 
authors found that the creation and stimulations of emotions promoted by social media 
content and the channels used today seem to be excluded by the indicators in practice. 
Social media branding efforts that make customers aware and informed will result in 
greater brand loyalty. Therefore, businesses need to focus on interaction as well as detail 
and information in their marketing. As a result, businesses must now accept and embrace 
social media platforms as the most effective means of managing their brands. Interactivity 
and open conversation with the intended audience result from this interaction and 
communication (Ahmed et al., 2019:210). 
Brand and social media experts should be innovative by creating an incentive system that 
encourages actively engaged consumers to give their opinions as thought leaders or 
knowledge contributors. It can be done by creating compelling content that encourages 
the network to expand or merge with other social networks and mediums. These efforts 
can strengthen customer synergy, resulting in referral and influencer value on 
engagement platforms (Prentice et al., 2019:346). 
18 
 
Saboo et al. (2016:538) discovered that social following or fans positively impacted brand 
sales. These authors' analysis suggests a lateral movement of brand attractiveness 
compared to the number of followers. Therefore, an increase in consumer followers 
towards a brand will drive an increase in brand attractiveness. Indirectly the more 
attractive a brand becomes on social media, the more it will attract or recruit new followers 
for brand engagement. 
According to Kross et al. (2019:105-106), the literature demonstrated that unstructured 
emotional data is essential and relevant to monitor a brand's social media reputations. 
Therefore, practices should go beyond counting the number of smileys or likes on 
Facebook.  
Customer brand relationships have been found to have a favourable effect on consumer 
purchase intent via social media. A strong desire to purchase is shown among customers 
who have developed a strong confidence level in a particular brand, which suggests a 
high level of contentment and commitment. Customers' purchasing intentions can be 
induced by various brand-related actions by marketing managers who focus on building 
trust and happiness in their customers (Sharma et al., 2021:614) 
Connecting with people is part of social media platforms' functioning. Thus, customers 
are exposed to it in response to their involvement and interactions with social media 
platforms (Ajiboye et al., 2019). The above mention promotes the exchange of similar 
brand interests, values, and ideas, resulting in online brand communities and a sense of 
social cohesion. 
2.3.3 Word-of-mouth / Brand community 
According to literature, consumers, creators, and contributors connect with brands or businesses 
in various means, primarily through brand communities (Ajiboye et al., 2019: 248). Therefore, two 
decades ago, brand communities were already identified and defined as "social entities that 
represent the embeddedness of brands in consumers' daily lives" (Muniz & O'Guinn, 2001:418). 
Word-of-mouth is an oral, written, and electronic communication between communities related to 
the quality/experience of a product or service purchased or used (Kottler & Keller 2009:174; 
Indrasari et al., 2019:190). 
Instead of portraying a customer-incentivised action or venture, Jaakkola and Aarikka-Stenroos 
(2019:38) observed that consumer recommendation of a brand to other consumers will most likely 
19 
 
expand and improve future purchase behaviour. Prentice et al. (2019:345) recommend that new 
members rely more on the brand community than long-term members, and they must have 
confidence in the brand and its community to engage in its activities.  
Kumar and Reinartz (2018) have suggested different interaction mechanisms between 
the brand and the consumer. For example, according to the study's findings, customers' 
actions might reveal their current level of interest, encouraging a positive response to a 
product or service on social media platforms. 
The personalisation or profiling of customers enables a business to create a database of 
best practices for customer interaction in the corporate and social environment. 
Therefore, considering each individual's behaviour and preferences according to lifestyle 
areas instead of simply generalising customers based on sociodemographic statistics 
(Kumar & Reinartz, 2018). 
A positive impact on customer brand engagement is the attitude and perception of 
customers towards digital marketing or social media networks like Facebook and Twitter 
(Faiz et al., 2017:54). Venkatesan (2017:293) suggests that integrating various insights 
and research streams is critical when developing a framework for these initiatives; this 
can be through various engagement platforms like customer relationship management 
customers' experiences, social media, and customer-oriented organisations. 
Brand managers experience constant pressure to engage with their target audience. A 
common strategy is to drive and motivate consumers to "follow, like, or share" the brand's 
key message with other followers, indirectly influencing consumer purchase decisions 
(Saboo et al., 2016:526).  
The value of social word-of-mouth (SWOM) or electronic word-of-mouth (eWOM) on 
social media suggests that the advantages of SWOM can increase exponentially at higher 
levels of SWOM. Consequently, the more SWOM takes place on social media, the larger 
target or non-target audience will be reached. Thus, SWOM continues to increase at an 
increasing rate. However, the authors also considered it possible that the outcome of 
SWOM will reduce once it reaches a certain level of exposure (Saboo et al., 2016:538). 
Social media follower count or base can be easily noticeable and, therefore, the most 
generally tracked social media metric for brand attractiveness. However, a brand's value 
20 
 
can diminish over time with the number of followers. Thus, brands should not build a more 
extensive fan base but rather emphasise more fan engagement. The right level of 
consumer engagement drives the value of engaged consumers.  Social comments can 
be an advantage as it creates testimonies of customer experience with the brand. In 
addition, it can create a positive buzz about the brand, recruiting new consumers to grow 
the brand community. To gain a more competitive advantage, brands need to evolve and 
be innovative in their portfolio by introducing new offerings (Saboo et al., 2016:539). 
A brand should be memorable, as consumers are given several choices every day; a 
brand can be forgotten without awareness and consumer visibility. Hence, the focus 
should be to embed the brand in the consumer's mind and decision-making. The way 
brands manage their social media page and activity is far more critical than the size of 
the brand portfolio. For example, a small product portfolio brand can outsell an extensive 
product portfolio by emphasising how its social media profile is managed (Saboo et al., 
2016:539). 
Social media can significantly impact customer decision-making, affecting shareholder 
value. Social media is contributing to an overall positive impact on business performance.  
This contributes to both the necessary business of offline advertising and WOM and 
current social media research. 
Therefore, a brand should keep in mind that the multidimensional nature of customer 
engagement may vary depending on the depth of engagement and exposure to the 
consumer. For example, Boujena et al. (2020:8) concluded that the lowest level of 
customer engagement could be obtained via "views" and "likes" which are natural actions 
because they require little time investment from the consumer.  
Acharya (2021:40) demonstrated that WOM is influenced by self-identification when 
people shop online. Researchers discovered that self-identification in online buying was 
positively influenced by customer brand engagement's two components, cognitive 
processing, and affection. There was no correlation between the CBE activation 
dimension and self-identification, however. Due to the nature of internet buying, 
customers may only offer feedback and helpful suggestions on satisfying their needs 
adequately. 
21 
 
The consumer's participation can reflect a higher level of engagement through 
"comments", as this entails that consumers take the time to write and share their opinion 
regarding the brand. Again, this can be highlighted as a more interesting insight to 
investigate for future interactions. Finally, when it comes to "shares", this represents 
authentic engagement as consumers become ambassadors obliquely and endorse the 
brand within their personal or brand community (Boujena et al., 2020:8-9).  
The evolution of the number of customers commenting about the brand or an event, the 
scope of interactions between active participants over time, splitting engagement 
evolution curves by geographical area or other campaigns objects, or contrasting 
engagement dynamics with influencers' contributions. 
These engagement indicators are expected to bring relevant insights toward engagement 
patterns, awareness, or brand community size. In addition, the ongoing development of 
artificial intelligence in this domain can be enhanced with the integrations of chatbots on 
social media channels that further will contribute to this dynamic outlook of customer 
engagement. 
The perception of consumer reach generally refers to the number of unique or specific 
niches of individuals who see the content. However, this reach impression is more driven 
by the exposure consumers see, thus related to the number of times the content is 
displayed and whether it was clicked on. 
Customers' expectations for cognitive value and social value have a beneficial influence 
upon the customer-brand community participation. With a greater degree of connection 
between consumers and a brand's online community, there will be more engagement 
between customers and a brand's online community, which will result in more user-
produced word-of-mouth information (Pan, 2020:81).  
A brand's consumer is looking for cognitive value can find it in online brand communities, 
where they can learn about the product and become more efficient in utilising or 
processing it. In addition, customers are more likely to respond to other individuals' 
queries, suggest product improvements, and share development insights and 
recommendations if they follow the exchange feedback system by applying their 
knowledge to strengthen their online brand community status. 
22 
 
Customers have also become more familiar over the years as the online brand community 
grows and evolves. As a result, customers may also participate in behaviours such as 
mutual help, collaboration, and word-of-mouth communication to preserve connections 
or obligations amongst friends. 
However, suppose customers believe that more individuals are embracing the brand or 
the brand experience. In that case, they may believe that they have a high similarity with 
others or that the brand has become well-known. As a result, frequent customer 
interactions in the online brand community may diminish customers' sense of brand 
prestige value and distinctiveness. Thus, a customer's value appeal in an online brand 
community may shift from a social quest to a cognitive one. It is a win-win situation for 
the online brand community and brand symbols that represent social worth. 
It has been proposed by Bitter and Grabner-Kräuter (2016:227) that consumers value 
brand-related advice from close friends more. "Interacting with friends on social 
networking channels" was found to be an essential precursor of customer engagement 
behaviour (Bitter et al., 2014:216). 
It is possible to establish social links as the predominant utilisation of social media among 
friends/family or other individuals with whom an organisation or brand has a close social 
connection. Whether or not individuals engage in social media behaviour is influenced by 
their experiences and habits via their interactions with friends (Bitter et al., 2014:200). 
"Most customers use the brand community primarily as a source of information, reading 
messages rather than contributing with likes and comments," according to Gummerus et 
al. (2012:87). Halaszovich and Nel (2017:29) propose that two "like" intents can be the 
engagement through word-of-mouth and connect with a brand to get information are two 
main intentions driving fan-page like behaviour," back up the antecedent of the source of 
information. Chiang et al. (2017:1457) can add to this finding through behavioural 
customer learning, which is fundamental to explaining customers' online habits and 
contributing to customer engagement behaviour. 
Global brand companies are making significant investments in providing a platform to 
customers through the online brand community (Baldus et al., 2015:978). Promoted 
through an engagement platform, customers can voice to a brand or business by 
providing feedback; therefore, in return for this can help a brand improve their service 
23 
 
experience and encourage appropriate customer behaviours for other consumers 
(Hollebeek & Brodie, 2016). 
Consumers experience an elevated belief towards their favourite professionals or sports 
stars; therefore, they are likely to adhere to their attitudes and behaviours when they 
believe in these role models. Furthermore, they will subsequently act as word-of-mouth 
ambassadors for the marketed companies and their brands (Wong et al., 2015:321). 
2.2.4 Customer experience  
Customer experience is defined as "a multidimensional construct that focuses on a 
customer's cognitive, emotional, behavioural, sensory, and social responses to a firm's 
offers throughout the customer's whole buying journey" (Lemon & Verhoef, 2016:3). 
Customer experience during market research can shift the tactical level towards a more 
strategic approach. Customer experience provides market research with a different 
opportunity to explore what drives customer behaviour and business performance (Klaus, 
2020:7). However, companies with their brands may find customer experience a complex 
field regarding measuring or managing it.  
Customer engagement and customers' opinions or feedback have a beneficial influence, 
which means brands and companies should focus on more innovative business models 
that can drive consumer engagement towards their brand or company. 
Various literature and research have sought to define customer engagement behaviour 
(CEB). However, the most generally referenced definition is based on findings by van 
Doorn et al. (2010:254), who acknowledges that a customer's behavioural manifestation 
with a brand or business's awareness is beyond purchase intentions, due to motivating 
factors. 
Customer involvement in a company can be influenced by various brand engagement 
themes, including brand attitude, image, identity, personality, and experience (Hollebeek, 
2011:570). Therefore, future research is expected to yield more managerial benefits 
within the customer brand engagement domain. 
Pan (2020:81) identified that further agreement analyses reveal that customer community 
involvement partially relates to community perceived value and brand endorsement. In 
24 
 
addition, it plays a function in the agreement of social value in the community and brand 
recommendations. 
This research analyses the impact of customer community relationships on the 
consumers' two community value demands. Consumer community engagement and 
cognitive value were strongly related, while brand symbolism did not impact the 
relationship. That being said, it harms both social value and the level of consumer 
community engagement. 
Customers should feel appreciated and preferred for customer involvement because the 
connection has been a favourable impact. In terms of interest, sign, and enjoyment add 
more value to the supplied goods or service (Parihar et al., 2019). 
Jaakkola and Aarikka-Stenroos (2019:38) observed that customer referring behaviour 
could expand and improve existing research upon customer viewpoints instead of 
portraying a customer incentivised activity and venture. This suggests that customer 
engagement and customer's views in business had a positive impact; therefore, brands 
and companies should centre their attention towards more innovative approaches. 
Businesses and companies should respond faster and more systematically to ensure that 
managerial effort is evident to customers.  
According to Sheng (2019:49-50), the author suggests that once a company receives 
many reviews in a certain period, companies should ensure that it can compete with the 
review update pace to drive superior customer experience.  
Responding promptly and frequently increases the occurrence of responses being 
revealed at the top of the review page; therefore, it allows more exposure for review 
readers and potential reviewers to see. The result of this is that it will be driving an 
enhanced power in influencing the competence for customer engagement.  
The constant and positive outcome of the company's responsiveness creates strategic 
value for managing or maintaining customers and potentially for financial consequences 
(Sheng, 2019:49).  Elements representing customer engagement should be new and 
exciting research platforms that will allow an organisation to implement strategies that will 
enhance their customer engagement value for the business (Venkatesan, 2017:293). The 
robust and practical principles of CES can influence a consumer's choice of brand.  
25 
 
It is key for an organisation to ensure that the engagement and satisfaction of customers 
are not overlooked. For example, suppose a customer receives a more personalised and 
engaging experience. In that case, the customer might most likely be willing to return to 
their preferred brand to purchase more in the future than a disengaged customer in the 
business environment. Furthermore, customers who have a good experience with a brand 
is more likely to become a loyal customer and continue brand support in the future. 
Brand managers or marketing should formulate social media and engagement strategies 
distinct and differentiated from the strategies executed in traditional media. For example, 
instead of spending resources on owned social media to influence consumers to 
purchase their brand, managers should alter, design and craft their own social media 
messages to target customers to improve brand awareness and customer satisfaction 
(Colicev et al., 2018:53). 
The active usage of social media for the ultimate goal of consuming/seeking brand-related 
content is referred to as a search for information. As a result, it entails judging the quality 
of material found on social media, which affects subsequent customer engagement 
behaviour. 
Customers' pre-purchase evaluation of alternatives has been widely investigated as part 
of the consumer decision-making paradigm. However, a feedback loop of causation from 
prior encounters impacts future customer engagement behaviour. Therefore, the search 
continues until the consumer's needs are met (Blythe, 2013). Specifically, non-
transactional CEBs, which do not always follow the previously studied linear consumer 
decision-making process, should be researched more closely. 
Accordingly, Ajiboye et al. (2019) recommend that researchers look at the relative impacts 
of user participation in social media on different degrees of CEB to understand better how 
CEB emerges on these platforms. Functionality may be described as any component of 
the design of a social media platform that has the property of being well-suited to a certain 
CEB. This might include the usability, interface, content, and overall appeal to users to 
elicit action. 
Excellent service quality may, therefore, assist a business in inducing conventional roles 
(customer loyalty and word-of-mouth), but it may not aid in exhibition other CEBs. It is 
also clear that individuals who receive a superior quality of customer service are less 
26 
 
likely to assist other customers with their experience regarding service delivery from an 
organisation.  It may prevent them from providing comments, recommendations or 
suggestions to their business (Roy et al., 2018:301). 
Regardless of how consumers purchase items and services, brands will significantly 
influence consumers' shopping decisions. Therefore, consumers are not choosing one 
brand over another because of advertising, marketing, persuasion, or branding, which 
signifies that these elements of brands are not the only influencing factors that cause a 
consumer to select one brand over another. Since traditional brand-building tools serve 
the role of customer experience, these elements are intended to create and drive 
consumer interest, contributing to the journey of customer experience (Klaus, 2020:7). 
While a consumer interacts with a brand, they assess their direct and indirect experience 
with a brand. Therefore, the management of brands should not be managed traditionally, 
as traditional marketing elements are becoming less influential for a consumers decision-
making process and purchase behaviour. A consumer's customer experience is another 
contributing factor a company should consider to drive a consumer's brand perception 
(Klaus, 2020:7). Customer experience is why a brand is perceived as positive or negative, 
as a consumer evaluate brands according to how their expectations and experience were 
delivered.  
2.3.5 Merchandising / Visibility  
To be successful in today's connected internet world, merchants must clearly express 
their identities to customers across different platforms. Consumer-brand relationships are 
more likely to result in improved customer engagement, increased brand loyalty, and 
increased readiness to pay if the retailer's brand identity is similar to the consumer's 
identity. Even though retailers must align their brand identity with their customers' 
identities, they must also accept that both identities may change over time. Consumer 
experiences across touchpoints must be identified, crafted, and integrated in a way that 
connects with consumers if the retailer is to keep the identities congruent. 
Engagement strategies should support the brand rather than harm the brand. Although 
not all positive or innovative marketing strategies are ideal, the wrong marketing 
communication from a brand can cause more harm, especially if the key message is not 
27 
 
communicated to a potential loyal customer target group when engaging with the brand 
(Harmeling et al., 2017: 332). 
The perceived symbolic value of an online shopping website (sign), interest in a website 
(cognitive), and pleasure a person expects from purchase can influence brand 
engagement. Sign and pleasure are the following most effective motivators for keeping a 
consumer engaged: interest and desire. This favourable association may be a result of 
consumer involvement with the brand provides expected values like interest, sign, or 
pleasure for customers from that product or service category (Parihar et al., 2019: 74). 
Roggeveen et al. (2021:81) identified in their research that the relevance of retailer-
consumer identity congruence matches the identity of the retail brand with the identity of 
the customers. Therefore, brand-consumer interactions can be strengthened by using 
identity congruence to build more robust engagement, brand loyalty, and a greater desire 
to pay for products. 
Innovative merchandising tactics and innovative product offerings help create a distinct 
retail brand identity and make that identity more easily communicated to customers. 
According to Venkatesan (2017:293), integrating several insights and research streams 
such as customer relationship management (CRM), customer experiences, social media, 
and customer orientated organisations are powerful fundamentals to develop an 
executable framework for these strategies. Customer brand engagement has become 
more than just marketing; companies focus on broadcasting visibility activities to improve 
brand engagement (Faiz et al., 2017:53).  
Customers' attitudes towards outdoor marketing like billboards and posters as a customer 
engagement platform had a positive and significant impact. Once organisations adopt 
social media platforms to implement marketing and engagement activities, it is relevant 
to maintain engagement and communication as a consistent practice.  
Roggeveen et al. (2021) identified five new merchandising concepts to help retailers 
better interact with customers by creating themes, reflecting the brand story, being playful, 
signalling exclusivity, and virtual merchandising. In addition, a consumer is more likely to 
identify with the retail brand if the retailer is using social and technology tools to enhance 
the retailer's identity. 
28 
 
2.4 BRAND LOYALTY   
2.4.1 Introduction 
It has turned into a crucial indicator of the relationship between customer and brand 
support in determining the sense of consumer engagement. When it comes to brand 
loyalty, the importance of engaging with customers and building quality customer-brand 
connections cannot be understated (So et al., 2016:189).   
2.4.2 Theory of brand loyalty 
Alwi et al. (2017:404) proposed in their research that an innovative approach for a brand 
differentiates itself by incorporating corporate social responsibility features and the 
perceived price, products, and services of the organisation. Furthermore, customers' 
brand loyalty is influenced by a company's reputation, as demonstrated by these writers 
in yet another conceptual framework that was previously undiscovered. 
In an ideal situation, consumer involvement should be based on a collaborative 
connection with the brand and a loyalty link, rather than simply on the customer's brand 
choice. Once a company can concentrate on and implement more robust engagement 
tactics that aim to increase not only customer support but also brand loyalty, the 
organisation will be in a better position to succeed (Parihar et al. 2019:6) 
To build stronger customer loyalty and retention, companies are looking into ways their 
customers can support and participate with their brands. Studies on CBE theory have 
recently been published in the literature, leading to today's limited grasp of the idea due 
to practitioners' growing interest and curiosity (Hollebeek, 2011:557). 
Ownership-value may be described as the degree to which buyers are engaged with a 
brand or product after they have purchased it. Customers' brand ownership and cultural 
value orientation drive and limit brand value co-creation (Gong, 2018:294). 
Relationship building value is concerned with the customer's experience due to the 
company's efforts on a social media brand page to provide and create an ongoing 
relationship and benefit (Carlson et al., 2019:154). Further studies should look into how 
brand ownership affects the various CEBs displayed on social media platforms after 
making a purchase. 
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Consumer behavioural loyalty assessments provide deeper insight into the various 
reasons for which a consumer exhibits behavioural loyalty than traditional loyalty metrics. 
Thus, a customer's decision may be influenced by functional characteristics, quality 
characteristics, or simply by price. Therefore, attitudinal loyalty measures can equip brand 
managers to understand better why and why customers acquire their brands and those 
of their competitors and the strengths and weaknesses of their brands compared to their 
competitors (Bandyopadhyay & Martell, 2007:43). 
According to Khamitov et al. (2019:450), customer brand loyalty is influenced by 
relationships with brands. The analysis of five main brand relationship components using 
aggregate brand relationship elasticity reveals that customer brand loyalty is more 
strongly linked to love-based and attachment-based brand relationships. Therefore, 
assets connected to a company's brand are significant value generators. CBRs are 
already impacting downstream loyalty, and it is expected that this impact will continue to 
grow in the future. In addition, the above-mentioned indicates a managerial necessity, 
given a strong time effect, suggesting an increasing relative significance of CBRs as a 
strategic asset.  
Khamitov et al. (2019:450) verify the usefulness of brand connections in increasing 
customer brand loyalty and implies that, on average, a 1% increase in brand relationship 
strength is related to a 44% rise in customer brand loyalty. This link's strength may be 
enhanced in specific circumstances, especially with various engagement strategies that 
drive the consumer's brand relationship. 
Khamitov et al. (2019:450) discovered that non-status versus status brands and privately 
versus publicly consumed brands played an essential role in moderating the relationship 
between status and private consumption patterns. In conclusion, marketers should expect 
a stronger correlation between brand relationships and customer brand loyalty when 
dealing with low-status companies or brands widely consumed by the public. 
Customers of premium or luxury brands may have to invest more in CBRs, or they may 
be better off investing in other types of marketing to get equivalent results from customer 
loyalty. However, brands consumed in public appear to be in a better position (Khamitov 
et al., 2019:450).   
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Research implies that more hedonic and experiential brands are positively linked to 
consumer brand loyalty (Brakus et al., 2009). In addition, the results demonstrate a 
significant amount of comparable loyalty exhibited in the context of customers' 
interactions with functional brands (Khamitov et al., 2019:451).  
In order to cultivate meaningful customer engagement, brands must be able to tap into 
the emotions of their customers to tailor their experiences. Technology that makes this 
possible at scale is fundamental for understanding and responding to those emotions. 
Authors Kumar and Reinartz (2018) have developed the conceptuality of different 
engagement strategies. They found that customer behaviour can indicate their current 
interest and response to a brand or service.  
Customers' individualisation can generate a database based on the best customer 
engagement practices in the business environment. It is essential to consider individual 
consumer behaviours towards a strategy and their preference in lifestyle factors, rather 
than to generalise customers according to social and demographic information (Kumar & 
Reinartz, 2018). 
2.5 THE RELATIONSHIP BETWEEN CUSTOMER ENGAGEMENT STRATEGIES AND 
BRAND LOYALTY  
Customer brand engagement (CBE) is becoming more widely discussed in the marketing 
discipline; corporations emphasise broadcasting activities to increase CBE (Faiz et al., 
2017:53). A positive and significant influence was observed in customers' views toward 
outdoor marketing, such as billboards and posters as an engagement platform for their 
business. 
Grewal et al. (2017:62) outlined the various levels of customer engagement that a retailer 
with conscious foundations may achieve by delivering outstanding customer experience, 
creating an emotional connection with customers through shared purpose and values, 
and creating a shared identity towards the brand or organisations conscious foundations. 
According to Klaus (2020:7), consumers will have to adjust their judgments of a 
company's customer experience by relying on interactions with the brand or what other 
customers experience brand engagement. 
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Organisations should consider the expectations of their customers when implementing 
integrated marketing communication strategies. This notion can effectively communicate 
suitable critical messages to consumers, allowing them to develop a preference for a 
particular brand of their choosing. Thus, an organisation's ability to maintain customer 
relationships and create value for its organisation or brand is aided by integrating 
marketing communication (Mihaela, 2015). 
Incorporating customer-specific brand advantages or discounts into a receipt for 
exceptional service is one option. Since customer relationship management views 
customer brand exchange from a succession of accumulated perceived brand benefits, 
rather than being restricted to a single brand contact, customer brand exchange may 
occur (Hollebeek, 2011:557). 
According to Simon et al. (2016:417), "internal personal dynamics mainly affect 
consumers' brand community involvement." In contrast, Kabadayi and Price (2014:217) 
indicate that other qualities of participation influence CEB; for example, personality 
factors can influence individuals' method of interaction, which determines whether they 
like and may comment upon a post on a brand's Facebook page. Furthermore, according 
to Harrigan et al. (2017:605), involvement in social media platforms precedes CEB. 
Companies should leverage social media using also other Omni-channels to inspire a 
connection with their brand and the organisation to engage customers successfully. The 
degree to which a person feels linked to a brand or product and their loyalty toward it can 
be included (Blythe, 2013). 
Leek et al. (2019:127) suggest that the language used in communications interacts with 
company type to influence behavioural engagement regarding likes, tweets, and 
comments. 
As more and more brand communities are created and developed, many businesses 
migrate their engagement to the consumer via various online platforms. Therefore, a more 
comprehensive examination of online brand communities is required to consider 
technological advances and shifts in those communities' demographics. In addition, it is 
essential to recognise, identify, or speculate which engagement components play a role 
in online brand communities or individual consumers (Baldus et al., 2015:984). 
32 
 
According to Pereira et al. (2021:566), the customer's level of knowledge is of significant 
relevance to the customer relationship and customer loyalty. 
Through social media branding campaigns, consumers who are aware and informed will 
be more loyal to the brand they prefer and value. Therefore, the companies should not 
exclusively focus on detailed and informative advertisements but should also combine 
engagement. Today companies should accept and embrace social media platforms being 
considered as the most valuable brand management tool, and it provides engagement, 
interactivity, and open discussion with the target audience (Ahmed et al. 2019:210). 
Customers' attitudes and perspectives towards digital marketing or social media 
platforms, such as Facebook and Twitter, positively affect CBE (Faiz et al., 2017:54). 
Online social networks and word-of-mouth (WOM) influence preferences and purchase 
decisions for over 80% of worldwide customers beyond geodemographic barriers; 
therefore, social media such as blogs, forums, and user networks have become 
increasingly important to marketers (Kumar et al., 2013:194). In addition, unacquainted 
consumers, particularly those with positive brand perceptions, may be an important target 
market for brand managers looking to attract new customers (Bandyopadhyay & Martell, 
2007:42). 
Customers are essential for profit growth in the marketing area, which is one of the 
fundamental objectives of businesses. However, the traditional approach of simply 
satisfying clients by providing the correct product or service falls short because many 
items and services are the same, followed by intense competition between brands (Kumar 
& Pansari, 2016:498). As a result, a business should engage with customers other than 
just product purchases, such as promoting recommendations, requesting feedback 
toward products or services, followed by social media engagement (Kumar et al., 
2013:209).  
According to Kumar and Pansari (2016), if a customer has an overall favourable 
experience with a brand, the consumer is more likely to make additional purchases, 
engage with the company more frequently to provide feedback and referrals, and spread 
the company's message on social media. 
Although consumers may talk about the product for various reasons, current research 
reveals that self-identification is the most critical factor to consider (Acharya, 2021:41). 
33 
 
Therefore, for a consumer to engage or purchase a brand, a contributing factor is that the 
consumer can relate and identify the need for the brand. 
In context, a brand on its own may influence a consumer to support, yet considering how 
a consumer experiences a brand can drive brand loyalty for future purchase and 
recommendation (WOM). 
A tremendous amount of capital is invested in celebrity endorsement arrangements each 
year to connect a company's brands with famous professionals. Marketers nowadays 
have the challenge of capturing customers' attention in a crowded media environment. 
One way to accomplish this is to utilise celebrities or public figures since these individuals 
may become a household name, draw attention to a brand, and influence the brand 
support through their reach (Wong et al., 2015:313). 
According to Wong et al. (2015:320), the authors' research suggests three fundamental 
foundations that influence good word of mouth: a positive role model influence, brand 
loyalty, and the overall positive influence construct. In addition, the psychological process 
of internalisation in which attitudes are adopted as a result of a specific event may be 
illustrated by referencing an influence on persons who have an endorsing role. 
In a business context, co-creation starts with input from customers and ends with 
customers having input into the final product or service design. A high level of brand self-
connection supports brand co-creation engagement. Brand support contends that 
individuals who feel more connected to the brand recognise it as part of their identity, 
creating more brand participation and engagement. Furthermore, it is more likely that a 
consumer's eagerness to participate in brand co-creation will increase because of the 
reward that the brand offers in recognition and an award, increasing brand purchase 
intention and brand citizenship behavioural intention (Hsieh & Chang, 2016:22). Thus, 
perceived competency is positively linked to brand co-creation engagement. 
Hsieh and Chang (2015:22) revealed that brand co-creation activities enable the 
relatedness among co-creation team members, such as those involving brand creation 
co-creators, effectively facilitating brand co-creation engagement, enhancing brand-
creation buying intentions. Furthermore, in a world where consumers can be involved in 
co-creation, they are encouraged to trust social advantages such as belongingness. 
34 
 
Furthermore, the interaction between consumers in co-creation may alter their affective 
states, affecting their brand attitudes. Brand co-creation engagement is an emotional 
state created in co-creation (Hsieh & Chang, 2016:22). The results suggest that the 
combined sense of competence and relatedness in co-creation activities greatly 
influences customer engagement. 
The findings mentioned above add value to the discussion that brands should implement 
initiatives to influence the features of tasks in co-creation activities to deliver similar 
experiences. Thus, concluding that task design features have a significant role in 
encouraging brand co-creation participation. 
It is essential to mention that brand interactions and engagement can influence client 
brand loyalty differently depending on the type of focus brand (Khamitov et al., 2019:450). 
2.6 CONCLUSIONS  
As a result, consumer interaction can help create an emotional bond between a company 
and its customers. Therefore, it is logical to assume that a highly engaged consumer will 
spend more money, spread the word about the business, and be more loyal to it.  The 
customer's experience can be more important than the engagement for a company's 
employees and partners.  Consequently, customer engagement strategies must be 
designed in such a way that they make customers feel valued and that they can link 
customer engagement to a need for the product. 
As soon as an organisation begins to use social media platforms to undertake marketing 
and engagement initiatives, it is critical to keep engagement and communication as a 
continuous practice going forward. 
One of the most important factors to consider while developing competitive intelligence 
in the corporate environment is distinguishing a brand or business from the competition. 
In addition, a well-executed strategy enables a company to provide a consistent customer 
experience which aids in market differentiation while also attracting more customers, 
resulting in increased customer loyalty. 
The use of social media has established the strengthening of emotional links with 
customers and brand communities through recreational and entertaining content. 
Ultimately, social media is supposed to serve as an additional touchpoint with the brand. 
35 
 
However, instead, social media execution should be considered an integrated marketing 
communication strategy, enabling the entire customer experience and journey circle. 
Hence to keep the customer journey process going on social media, the strategy of 
consumer interaction or complementary engagement channels should be considered. 
With its fundamental nature and dynamic data monitoring approach as given, social 
media enables brands to reshape their customer engagement dashboards where 
indicators such as several mentions (eWOM) can be executed. 
Indicators are weighted concerning the company's position (brand, advertising agency, 
and consultants). As a result, social media engagement indicators like the "like, view, 
share, and comment" quartet do not show the same level of engagement with a consumer 
as a traditional engagement indicator.  
Consumers' value is not limited to purchases but also includes referrals and sharing. To 
determine the future worth of a client, firms might use engagement indicators. Second, 
before creating an online community, businesses may want to determine how customers 
perceive the brand image, whether strong symbolism or weak. Third, corporations may 
regulate and control community information's sorts and interaction styles by specifying 
information creation and transmission characteristics and particular website 
functionalities before publication. Finally, businesses may also determine the worth of 
online brand communities based on their symbols, making the online brand community 
more profitable. 
As a result, social networks are a collection of social links that allow network members to 
access the knowledge and resources of other network users. Therefore, social linkages 
should be investigated more as a situational variable in the formation of CEB in social 
media platforms in the future. 
When it comes to CEB, engagement refers to how much significance, attractiveness, and 
value a brand projects to its target audience. Research has yet to clarify whether or how 
participation alters qualitatively various CEBs like consumption, contribution, or 
production; nevertheless, it is likely that each condition demonstrates a more incredible 
feeling of engagement. 
36 
 
Market research aims to investigate customer insights, perceptions or thinking, followed 
by data collection to support and examine a new initiative that can contribute to the 
organisation's engagement strategy for consumers with brands.  
The customer is not inevitably someone who has purchased a product from a brand, yet 
the customer has actively engaged with the brand in some manner. Therefore, by 
developing and following metrics linked with customer engagement, a more accurate 
prediction of future buying behaviour followed by a clear understanding of which 
customers are the business or brand strongest advocates, and identifying which 
customers are more at risk of disengagement. 
2.7 SUMMARY  
When a brand wants to build or create a customer engagement strategy, consumer 
market research needs to be done to identify and understand the target group of 
customers. Then, marketing elements can be applied to track a customer's engagement 
interaction with the brand; therefore, an organisation's brand will understand the complete 
customer experience by establishing a solid cross-channel marketing strategy. 
The first interaction of a customer with a brand or the first engagement may be initiated 
through WOM. However, digital marketing tools are accessible and readily available to 
allow a business to track a customer's entire digital footprint. 
The first initial step towards engaging with a brand is the need or the curiosity to explore 
the product or brand. Enabling a customer to engage starts with the customer reach 
(access channels), driven by the initial act to buy the product, establishing an experience 
for the customer to convert to support the brand with continuous engagement strategies 
to retain the customer. 
It is essential to track customers touchpoints; this will enable the business to segment its 
customers according to their experience, driving more personalised paths that will 
improve the customers experience through the leverage of communication preferences 
and past interactions with the business brand. 
Customers are unique, their needs are different, and they may also prefer different ways 
of engagement. Therefore, implementing a one-size-fits-all engagement strategy can limit 
future engagement or retainment of current customers. Instead, a business needs to 
37 
 
understand their customer's needs for their brand or product and how customers want to 
interact or engage with them.  
Customers' interactions with the brand's choices, responses to advertising efforts, level 
of participation in marketing communications efforts, and involvement in word-of-mouth 
(WOM) advertising on social media channels are examples of customer experiences that 
can be used to identify customer engagement.  Brands that engage with their consumers 
can also give an organisation informative insight towards innovation and brand 
development.   
Pursuing unique marketing touchpoints can help a brand measure its customer 
relationship, supporting factors such as business customer retention, customer loyalty, 
and customer lifetime value. 
Brands need to establish an engaging relationship with their customers. There are 
countless ways to communicate with clients in today's digital world, whether in person at 
an event, social media, email marketing, or via the website. However, connecting with 
customers and developing long-term relationships, social media channels initiate a 
platform of possibilities. 
Deliver excellence while maintaining integrity during the customer experience. Keeping a 
transparent and honest relationship with consumers is essential, primarily when 
consumers can communicate their recommendations, feedback and experiences with the 
brand. By listening and encouraging customer input, the business brand encourages 
customers to feel engaged and gives them a voice in the brand.  
Prioritise the value of maintaining a consistent brand image. Keep the brand consistent 
so that consumers can always identify it. Improve the business or brand site, 
representation, communication channels, and brand experience by communicating and 
keeping devoted brand supporters informed. It is critical to be committed to a business 
brand over the long term, primarily when it seeks to be successful through evolving. 
Consumers can instantly provide helpful feedback by precisely communicating what they 
want, enabling the business to adapt their strategy to empower the brands to meet those 
requirements and desires with more accuracy.   
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CHAPTER 3  EMPIRICAL RESEARCH AND DATA ANALYSIS 
3.1 INTRODUCTION 
The previous chapters reviewed the relevant literature on CES and brand loyalty. Thus, 
the literature created a comprehensive understanding of the variables and highlighted 
possible theoretical linkages in different contexts. This chapter aims to provide an in-
depth description of the research approach, design, and methods used in the study. 
Detailed explanations of the research methodology and results are provided in this 
chapter.  
3.2 RESEARCH METHODOLOGY 
The notion of customer engagement and loyalty towards brands has been practised in 
numerous business sectors with great success, which has helped retain current 
customers and attract new customers in various business domains.  
Although many researchers investigated the context of customer engagement strategies 
and brand loyalty, this research will specifically determine which strategy is the most 
effective towards consumers. The research will focus on customer insights when 
assessing the various customer engagement strategies. Determinants look into what 
aspects keep a consumer engaged before doing required shopping at a retail store and 
what influences their experience during their shopping experience. For example, would 
marketing and sales planning contribute to the engagement process of a consumer 
experience in-store, and how do brand communities influence a consumer's decision-
making process. 
3.2.1Literature study on research methodology 
Investigating customer engagement strategies or previous literature frameworks and 
reviews will help conclude consensus feedback on how a company can implement or 
improve engagement to target age groups and what will be relevant for the prospective 
customer they want to target (Morgan et al. 2019:4).  
A crucial corporate marketing strategy that has evolved significantly is consumer word-
of-mouth communication (Pan, 2020:66). Pan (2020:66-67) also identified the importance 
of brand communities, especially in the era of social media platforms. Companies aspire 
to strengthen their communication with customers by building brand communities. These 
39 
 
brand communities, in return, helps to support active consumer participation and the 
sharing of valuable insights or information. 
Companies have tried to leverage both online brand communities' social and 
communicative nature to increase word-of-mouth communication. However, the extent of 
word-of-mouth marketing by establishing an online brand community can benefit brand 
engagement.  
A brand community is a specialised, non-geographically bound community based on a 
structured set of social relationships among admirers of a brand. When it comes to a 
word-of-mouth marketing strategy for a brand community, consumer interaction and 
sharing of information and experiences are significant issues for companies to consider. 
Companies should therefore improve their customer understanding of engagement 
through the platform of an online brand community. This will strongly contribute to a 
meaningful customer engagement strategy that will advance consumer sharing and word-
of-mouth communication in the online brand community (Pan, 2020:67). The consumer's 
level of knowledge implies that they recognise the brand and understands its values. 
Customer intimacy is the only way to build brand knowledge, not exposures alone, as is 
the case with awareness (Pereira et al., 2021:56) 
The unit of analysis would be in the public domain, preferable customers who use a social 
media platform such as Instagram. No specific geographic location will be allocated. The 
challenge would be to outline a database for participants on Instagram that will be willing 
to participate and consent to this research.   
Onward, the questionnaire should include age identification, and once participation is 
concluded in the survey, age participation would be transparent. This can also give data 
to who are more easily accessible on a social media platform regarding generation X 
participants (Priporas et al., 2017:374). 
The questionnaire should enable the participant to agree or disagree with the questions 
in the survey freely. The questionnaire's answers will be expressed so that the participant 
cannot ponder it; it should be honest and answered without a doubt. The ideal medium 
would be a questionnaire formulated within the customer engagement strategy 
framework, allocating five questions per strategy with the sixth question that measures 
brand loyalty directly. The questions should give an evident acumen with no grey areas.  
40 
 
Accomplish the most general preference from customers in these strategies. For 
example, this research aims to create a conceptual model depicting the connections 
among customer engagement strategies value, trust, marketing, and social media, sales 
and promotion, loyalty, customer experience, and word-of-mouth. Furthermore, the 
research aims to evaluate and measure a direct or indirect relationship between these 
factors. 
The literature review identifies and highlights the most significant conclusions, findings, 
and judgments discussed by previous researchers on the relevant topic (Welman et al., 
2011:250).  
These sources used in the literature review should be reliable and credible.  The sources 
or references that were included yet were not limited to the following: 
• Accredited academic journals with relevant articles  
• Reference material, textbooks, and dictionaries   
• Scientific databases such as EBSCOhost, JSTOR, and Science Direct 
• Statistic, analytic and database websites  
• Social media insight platforms such as Instagram 
The following literature review will investigate previous research findings related to 
customer engagement strategies such as brand reputation, social media, word-of-mouth, 
brand community, customer experience, and merchandising / visibility. Thus to evaluate 
how the strategies mentioned above may influence a consumer's brand loyalty and 
support. 
Regarding quantitative research, primary data are required. The study will be cross-
sectional as this examination will observe the outcome of the survey and analyse the data 
of the selected sample population. The objective of the cross-sectional study would be to 
use various groups or individuals with a variable background of interest towards intended 
customer engagement strategies executed. 
The investigation of the title would be conducted as a quantitative research approach. 
The research was be executed in a survey format to a sample group of customers. 
According to various theories implemented for customer engagement, customer 
41 
 
engagement platforms issued by Harmeling et al. (2016:320-321) are experimental 
research designs to consider.   
Various research elements on customer engagement strategies will be investigated 
following the antecedents of brand loyalty. Analysing the feedback from consumers will 
give insight into how a particular engagement strategy can influence a consumer’s choice 
of selection, support, or loyalty to the brand. 
Targeting a larger audience will provide more insight, feedback, and results; therefore, 
this study can reach a larger audience without geographic participation. The 
questionnaire will accumulate consumer feedback and views, which can then be 
measured to customer engagement strategies. Once results have been processed, a 
conclusion can be drawn to determine which strategies are essential for brand loyalty. A 
conceptual framework model will be formulated from Figure 2.1 in the literature review.    
The feedback of these participants will assist in determining if these customer 
engagement strategies from previous research will support brand or business growth. In 
addition, these results can also conclude the general view of what brands should 
implement in their engagement strategies to ensure that these strategies firstly target their 
desired audience, secondly deliver the preferred key message and finally contribute to 
future brand loyalty. 
Additionally, the research may also investigate the expectations of each age group 
regarding business and brand engagement.  These strategies towards age groups can 
differ depending on what business is investigated and how their strategies to 
communicate with consumers will influence their future support for a brand. Therefore, 
further research can be done to establish a more detailed study regarding generations' 
views. 
The data collection will not include gender, ethnicity, or socio-economic background as 
this research only focuses on the engagement strategies that influence an individual's 
choice of brand and support. Therefore, the focus should not be on the background of 
individuals but rather on participants' needs and judgments when choosing a brand. 
Thus, exploring a consumer preference for engagement and how it influences their choice 
towards selecting a brand. The questionnaire aims to identify and recognise the CES that 
42 
 
enables the consumer to support a brand. The journey of engagement adds value to their 
decision-making process to support the brand.  
A clear understanding of what a consumer wants and expects from a brand can directly 
influence a business's strategy, contributing to intensifying the customer interest that will 
enable brand love and brand loyalty from consumers. It is important to question what 
influences the individual to select a particular product. Thus, does the business meet the 
requirements towards a specific brand, business, or service they use or want to use? 
Report and catalogue if past engagement strategies were helpful regarding how 
consumers are influence to become brand loyal.   
3.2.2 Study population  
The study population will be participants who are mainly active on social media platforms 
such as Instagram. The researcher has two social media accounts, namely the personal; 
account (Dorothy Grace Flint) and a second social media account called Patron & Niche. 
Thus, to separate the research from family and close personal friends, Patron & Niche's 
social media account started the snowball sampling for this study. Participants were 
recruited by using electronic word-of-mouth (eWOM). This was through invitations to 
participate, supported by other successful influencers on the social media domain. 
Targeting participants on social media was more accessible and responsive platform to 
engage with different individuals in South Africa. Ideally, it would give a broader 
perception to understanding a larger volume of participants regarding how they perceive 
brands and their engagement.  
3.2.3 Sample 
No sample will be drawn. Thus, all the members belonging to the population using Patron 
& Niche (as the first snowball) will receive the invitation to participate. This population was 
invited to partake on these platforms and then requested to share the invitation to partake 
in the research project with their friends, and they will then share the invitation with their 
friends, and so on. It is therefore not possible to determine the population or sample size. 
Data were collected until suitable numbers are reached (as determined by the Kaiser, 
Meyer and Olkin test of sample adequacy). 
43 
 
3.2.4 Research design 
The study is a quantitative study and collects data via a self-administered questionnaire. 
See Appendix 1 (Self-developed questionnaire) with insight and questions aligned with 
customer engagement strategies.  An electronic platform like GoogleForms is used to 
collect the data. The questionnaire's answers will be on a scale between 1 to 5, where 1 
suggests "strongly disagree" and 5 "strongly agree" to the specific question asked. 
3.2.5 Data collection  
The social media platform Instagram was used to snowball the invitation to participate in 
the survey. The following steps clarifies the data collection process: 
Step 1: An invitation to take part in the survey was placed on the social media 
platform i.e., Instagram. 
Step 2: This invitation was also requesting the respondents to share the invitation 
with their friends, and their friends and so on – thus snowballing the reach of the 
questionnaire 
Step 3: On receipt, the respondent will be requested to complete the questionnaire 
– the first page of the questionnaire contains the Letter of Consent (Appendix 2) 
Step 4: After the respondent ticks the box where consent is given, the 
questionnaire will open. If the consent is not given, the respondent will be reminded 
that consent is required. If still not given, thanked and not receive the questionnaire 
Step 5: On completing the questionnaire, the data will automatically be captured 
and saved in the dataset. It is impossible to isolate any one respondent or identify 
a specific respondent’s data from the dataset 
Step 6: Dataset will be provided electronically to the statistical consultation 
services at the NWU for analysis. 
Step 7: Researched received the results from statistical services, interprets and 
writes the report 
44 
 
Please note that the responses are anonymous, and neither the data, identity, or contact 
details were identified from the electronic database. The researcher, therefore, has no 
idea who responded to the questionnaire, even though Instagram where participants were 
invited to partake in the survey.  
 
Figure 3.1: Methodology to develop and validate a model to measure brand loyalty 
Source: Adapted from Asvat (2018:50) 
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3.3 RESULTS 
3.3.1 Descriptive results  
The following results were made available by GoogleForms, the electronic platform used 
to collect data from the participants. The frequency distribution figures are presented 
below. 
3.3.1.1 The consumer 
The figure below confirms that the participants gave consent to participate in the research. 
Thus, all 135 respondents can be used for data analysis.  
 
Figure 3.2: Participant consent 
Figure 3.2 illustrates that 71.9% of participants first read the reviews of a new product 
that was launched. Thus, consumers find a way through word-of-mouth or a brand 
community to make an informed discussion before purchasing the product and listening 
to what other consumers share on review platforms.  
Encouraging customers to review their product experience can be a communication 
channel to communicate how they experience your brand. This can help a brand to 
improve shortcomings by listening to what the consumers share. If consumers leave a 
positive review, other consumers will buy or try the product because of the review. 
46 
 
Positive reviews can drive the brand community and also contribute to the overall 
customer experience, expectations, and brand reputation (see Figure 3.3).  
 
Figure 3.3: Consumer Reviews 
 
The results in Figure 3.4 demonstrates that a brand's social media page (SMP) the most 
preferred method of brand communications. This is followed by email, SMS and 
telephonic communication methods.  
Creating informative brand content on an SMP allows your brand community to 
understand your brand. Thus, when buying the brand online or instore an SMP, a 
consumer can make an informed decision to support your brand.  
47 
 
 
Figure 3.4: Most preferred method of brand communication 
Figure 3.5 supports the reverse outcome of Figure 3.4, by illustrating that the most 
disliked method of communication is Telephonic communication. Participants would 
rather prefer email, SMS or an SMP than receiving communication via a telephonic 
conversation.  
 
Figure 3.5: Most dislike method of brand communication 
The results in Figure 3.6 represent a more even spread between other communication 
methods. An SMP can be seen as a more relevant method of communication as only 
4.4% of respondents disagree. Telephonic and SMS has an even distribution of 35.6%, 
48 
 
thus collectively representing 71.2% of the most irrelevant method of communication 
followed by email communication with only 22.2%.  
 
Figure 3.6: Most irrelevant method of brand communication 
 
Figure 3.7: Most memorable omni-channel of brand advertisement 
Figure 3.7 represents various omni-channels where consumers find brand 
advertisements memorable once they have seen them on these different platforms or 
channels of communication.  
49 
 
The most memorable channel is social media, with a 62.2% correspondence from 
participants.  
Table 3.1 below represents the various omni-channels under “Social Media 
Advertisement” and “Traditional Advertisement”. The table includes Social Media, Brand 
Ambassadors/ Celebrities, and Social Media Influencers as on collective method.   
Table 3.1: Modern advertisement vs Traditional advertisement 
Modern Advertisement Traditional Advertisement 
Total 133 43.32% Total 174 56.68% 
Social Media 84 62.2% TV 80 59.3% 
Brand Ambassadors or 
24 17.6% Radio 35 25.9% 
Celebrities 
Social Media Billboards / Posters / 
25 18.5% 34 25.2% 
Influencers Pole Advertisements 
Digital Screens 
   25 18.5% 
Advertisements 
 
Table 3.1 illustrates that “Traditional advertisement” omni-channels contributes to 56.68% 
of memorable brand communication, where “Modern advertisement” on its own 
contributes to 43.32%. Therefore, both of these channels collectively can be significant 
for brand advertisement and engagement. “Modern advertisement” shows that a brand 
should use social media omni-channels to communicate to consumers. 
  
50 
 
Table 3. 2: Brand communication method 
Prefer  Dislike Irrelevant 
Social Media  60.7% Telephonic 77.8% Telephonic 35.6% 
Email 30.4 SMS 8.9% SMS 35.6% 
SMS 8.1% Email 8.9% Email 22.2 
Telephonic 0.7% Social Media 4.4 Social Media 6.7% 
 
3.3.1.2 Antecedent 1 – Brand reputation  
The following graphs will demonstrate the results found to how the participants responded 
towards brand reputation.  
 
Figure 3. 8: Tried and trusted brand 
Most participants strongly agree that their first option when choosing a brand is a tried and trusted 
brand in Figure 3.8. 
51 
 
 
Figure 3.9: Wherever I can find my brand, I will buy it. 
Supporting Figure 3.9, the above consensus of participants, consumers choose to go to 
another store instead if they could not find their preferred brand instore. 
 
Figure 3. 10: I value a trusted brand that delivers a quality product 
Thus, Figure 3.10 shows that most consumers care about an established brand that 
delivers a quality product for their use.  
 
52 
 
 
Figure 3.11: I easily switch brands 
In Figure 3.11, consumers disagree or are unsure whether they would switch from one 
brand to another. Therefore, the figure mentioned above shows that consumers are 
committed to a selected brand.  
 
 
Figure 3. 12: My buying habits are influenced by a brand 
It is evident that in Figure 3.12 that a brand's reputation does impact consumers 
purchasing behaviour towards a brand. This is supported in Figure 3.13 below, that 
consumers agree they buy brands with a good reputation. Brand reputation represents 
53 
 
an overall consensus from consumers that this antecedent is an important, influential 
contributing factor regarding their support for a brand.  
 
Figure 3.13: I only buy reputable brands 
3.3.1.3 Antecedent 2 – Social Media  
 
Figure 3.14: I trust a brand that communicates via social media 
The social media presence does initiate the consumer to trust the brand, as shown in 
Figure 3.14. 
 
54 
 
  
Figure 3.15: I recall brands with social media visibility in stores 
It is verified in Figure 3.15 that social media presence enables most consumers to 
remember the brand when they go to stores for shopping.   
 
Figure 3.16: I use social media to learn more about a brand 
More than 50% of consumers agree that social media is a helpful medium to learn more 
about a brand, illustrated in Figure 3.16.   
55 
 
 
Figure 3.17: I'll follow a brand's social media after I buy it 
Consumers have different perspectives on whether they will follow a brand's social media 
page after buying it in Figure 3.17. Therefore, in Figure 3.18, most consumers are not 
concerned if a brand's social media page follows them back.   
 
Figure 3. 18: I value a brand that follows me on social media 
56 
 
 
Figure 3. 19: A strong social media presence or engagement influences my buying 
behaviour positively 
Thus, Figure 3.19 illustrates that social media presence or engagement positively 
influences a consumer’s buying behaviour. 
 
3.3.1.4 Antecedent 3 – Word-of-Mouth / Brand Community  
 
Figure 3. 20: Consumer feedback influences my brand selection 
57 
 
Consumer feedback and recommendations in Figure 3.20 do influence other consumers 
to support a brand. Another consensus supported in Figure 3.21 explains that consumers 
value brand reviews and feedback from other consumers.   
 
Figure 3. 21: I value brand reviews and customer feedback 
 
Figure 3.22:1 I trust a medical opinion on a particular brand 
Professional assistance is valued by consumers, as seen in Figure 3.22, suggesting that 
consumers trust a recommendation for a specific from a health care professional. 
 
58 
 
 
Figure 3. 23: Customer recommendations could influence me to try a new brand 
Word of mouth from other consumers who recommend a brand could influence the 
majority of the consumer to try advised brands from fellow consumers, displayed in Figure 
3.23.   
 
Figure 3.24: I freely share my brand experiences with other consumers 
Consumers in Figure 3.24 strongly agree that they will share their experience with other 
consumers when asked. Although in Figure 3.25, consumers have different perspectives 
on whether they will spontaneously share their brand experience with other consumers. 
59 
 
 
 
Figure 3.25: I spontaneously share my brand experience with other consumers 
3.3.1.5 Antecedent 4 – Customer Experience  
Illustrated in Figure 3.26, most consumers agree that when they are unsure about a 
brand, a knowledge aisle manager can assist them with making a decision. Consumers 
strongly agree in Figure 3.27 that they get irritated when their favourite brand is out of 
stock.   
60 
 
 
Figure 3.26: When I am unsure about a brand, knowledgeable aisle managers can 
help me decide 
 
 
Figure 3. 27: I get irritated if my favourite brand is out 
61 
 
 
Figure 3. 28: I prefer in-store assistance without asking anyone 
When shopping in a retail environment, consumers agree that they favour in-store 
assistance without asking for anyone demonstrated in Figure 3.8. Most consumers value 
the opinion of a knowledgeable person, such as a pharmacist in Figure 3.29. 
 
Figure 3.29: I value a pharmacist's (or other knowledgeable person's) opinion on a 
brand 
62 
 
 
Figure 3. 30: An efficient store layout is important to me when shopping 
When consumers visit a store in Figure 3.30, they strongly agree that an efficient store 
layout is essential to them when visiting a store. Thus, in Figure 3.31, a delightful 
customer experience influences most consumers to support that particular store that 
stocks their fancied brand. 
 
Figure 3.31: A pleasant shopping experience encourages me to support a retailer 
who stocks my brand 
63 
 
3.3.1.6 Antecedent 5 – Merchandising / Visibility  
Consumers agree in Figure 3.32 that a supreme display that shows clear visibility of a 
brand indicates it is worth their purchase. Thus, Figure 3.33 explains that consumers are 
more tempted to buy the brand when they see it more than once in-store. 
 
Figure 3.32: A supreme display of a brand indicates it is worth my purchase 
 
Figure 3.33: I am more tempted to buy the brand in the store when I see it twice 
64 
 
 
Figure 3.34: Brand-related merchandise encourages me to buy the product 
Consumers in Figure 3.34 agree that brand-related merchandise that communicates the 
brand's characteristics supports their buying decision. As demonstrated in Figure 3.35, 
consumers agree that it would be challenging to find their brand in-store if no 
merchandising is done. 
 
Figure 3. 35: It will be difficult to find my brand if I do not use instore brand 
merchandising 
65 
 
Figure 3.36 shows that most consumers agree that a brand with excellent visibility and 
merchandising in-store demonstrates that this particular brand values the buyer's 
shopping experience. 
 
Figure 3.36: Brands that value my shopping experience have good merchandising 
or visibility 
Corresponding with the outcome in Figure 3.35, consumers agree in Figure 3.37 that a 
well-executed brand on display may influence their decision to support the brand. 
 
Figure 3.37: Good brand execution may persuade me to support it 
66 
 
 
3.3.1.7 Outcome - Brand Loyalty  
 
Figure 3.38: My total devotion to a brand is influenced by its reputation 
A strong consensus from consumers agrees that a brand's reputation in Figure 3.38 
influences their full devotion to support or be loyal to a brand. Thus, Figure 3.39 
demonstrates that social presence and engagement on social media significantly 
influence their overall brand loyalty and support. 
67 
 
 
Figure 3.39: My social media presence and engagement influence my support or 
loyalty to a brand. 
Consumer acknowledges in Figure 3.40 that the opinion of others does influence their 
total devotion towards supporting the support of a brand.  
 
Figure 3. 40: What others say about a brand influences my total devotion 
68 
 
 
Figure 3.41: My overall shopping experience will influence my future shopping 
decisions 
Most consumers agree that their overall shopping experience will influence their decision 
to return to a specific store to shop for their favourite brand in Figure 3.41. Therefore, in 
Figure 3.42, when visiting a store, store branding and visibility matter to most consumers 
when deciding to support their favourite brand.   
 
Figure 3.42: Store branding will influence my decision to buy the brand 
69 
 
 
Figure 3.43: In essence, I am a loyal customer 
It is evident in Figure 3.43 those consumers consider themselves to be loyal brand 
supporters. 
3.3.2 Validity and reliability  
A total of five antecedents were found from the literature in the first two steps. The 
literature yielded a total of 135 suitable measuring criteria for each antecedent. In Step 3, 
the questionnaire discovered that a 5-point Likert scale would best gather data for the 
study outcome. Statistical data confirmation from the empirical investigation is required 
for steps 4, 5, 6, and 7. The measuring criteria of the antecedents, sample adequacy, 
variance explained, and reliability is computed in these stages. Each antecedent's 
measuring criteria are set to an exploratory factor analysis to establish if these criteria 
truly measure the antecedent. All criteria should ideally load onto the antecedent identified 
in the literature; this indicates validity and that the antecedent is a pure construct with no 
embedded sub-constructs. This suggests that the relevant criteria only assess one 
construct (Field 2009:786). 
Various researchers (including Shaikh et al., 2017, Asvat 2018, Rehman et al., 2019, and 
others) have effectively validated their models' antecedents. When two factors are 
extracted, it signifies that the antecedent consists of two sub-antecedents. As a result, 
the antecedent measures not one but two or more academic performance constructs. 
According to authors Rehman et al. (2019:79), the measuring criteria were also grouped 
into meaningful factors with embedded intelligence. Thus, the cut of factor loading of less 
70 
 
than 0.40 suggests that the criterion has a reduced impact on the measurement of 
antecedent (Field 2009:631). Only criteria with factor loadings of 0.40 or higher were 
retained for interpretation (Rehman et al., 2019:79). Suggesting that the criteria with low 
loadings were removed from the subsequent analysis.  
 
This data is shown in Table 3.3 as a measure of sample size, sphericity, and consistency.  
Table 3.4 displays the exploratory factor analysis results for each antecedent in Table 
3.3.  Thus, Table 3.4 also shows the criteria and their factor loadings. 
  
Table 3.3: Customer engagement antecedents’ suitability statistics 
Sample 
Sphericity Reliability  Variance 
Antecedents adequacy 
(Bartlett) (?)  explained (?2) 
(KMO) 
Antecedent 1: Brand Reputation 0.77 0.00 0.43 63.56% 
Antecedent 2: Social Media 0.87 0.00 0.86 61.59% 
Antecedent 3:  Word-of-Mouth / Brand 0.00 
0.69 0.63 58.24% 
Community  
Antecedent 4: Customer Experience 0.64 0.00 0.61 53.89% 
Antecedent 5: Merchandising / Visibility 0.85 0.00 0.87 61.45% 
Outcome: Brand loyalty 0.78 0.00 0.75 51.08% 
Total data set 0.84 0.00 0.91 63.50% 
 
The statistical evaluation of the five antecedents and the outcome is shown in the table 
above. Kaiser, Meyer, and Olin's test of sample adequacy (KMO?0.60) indicates that the 
sample is adequate. All of the tests for sphericity are acceptable because the p-values 
are below 0.05 in Bartlett's test for sphericity. To say that all five antecedents explain 
more than half of the variance was to say that the data were in a "good fit". All but 
Antecedent 1 (?=0.43) have acceptable (??0.60) to excellent (r??0.701) reliability in the 
data (Field 2009:658). As a result, even though the data can be used in this study, the 
antecedent is less likely than more reliable antecedents to appear as an antecedent in 
71 
 
other studies of a similar nature." In light of Cortina (1993), the antecedent is retained for 
further investigation. According to Cortina, the Cronbach alpha coefficient of 0.57 is 
preferred, but data with alpha coefficients of as low as 0.31 can still be usefully analysed. 
A valid and reliable model can be concluded from the results of Table 3.4. This means 
that the criteria identified do measure what they are supposed to. (In this case, the 
antecedents) (Asvat et al. 2018:60; Shaikh et al. 2017:135). According to this research, 
a private university's academic performance can be measured using the criteria and their 
antecedents. 
 
From the results in Table 3.4 it is then concluded that antecedents and their criteria 
postulate a valid and reliable model. The criteria identified do measure what it is supposed 
to measure (in this case, the respective antecedents) (Asvat et al. 2018:60; Shaikh et al. 
2017:135). It is also concluded that the measuring criteria and their respective 
antecedents can be applied in practice to measure brand loyalty.  
 
Table 3.3 above should be read in conjunction with Table 3.4 below. Table 3.3 showed 
the results on evaluating the antecedents' reliability and ensuring that the data is suitable 
for use in validating a model. Table 3.4 below shows the details on the measuring criteria 
and their validity towards the antecedents. 
72 
 
Table 3.4: Antecedents, measuring criteria and factor scores 
Factor 1 Factor 2 
Antecedent 1: Brand Reputation 
loadings loadings 
Q.1.1. A tried and trusted brand is always my first option .600 *** 
Q.1.2 If I cannot find my brand in-store, I would instead go to another store to buy the brand I want .794 *** 
Q.1.3 As a consumer, I do care about an established brand that delivers a quality product for my use .918 *** 
Q.1.4 I find it easy to switch from one brand to another -.771 *** 
Q.1.5 A brand's reputation influences my purchasing choices .647 *** 
Q.1.6 I only buy brands with a good reputation .691 *** 
Factor Factor 
Antecedent 2: Social Media 
loadings loadings 
Q.2.1 I trust a brand that is present on social media for communication .825 *** 
Q.2.2 I can remember brands with social media visibility when I enter the shops .837 *** 
Q.2.3 Social media is a helpful medium to consult when I want to learn more about a brand .811 *** 
Q.2.4 I will follow a brand’s social media page after I have bought it .719 *** 
Q.2.5 I value a brand that follows me back on social media .632 *** 
Q.2.6 A strong brand presence/engagement on social media influences my buying behaviour positively towards the brand .861 *** 
Factor 1 Factor 2  
Antecedent 3:  Word-of-Mouth / Brand Community 
loadings loadings 
 Listening Sharing 
 
Q.3.1 Recommendations by other consumers influence my brand choices .796 
 
Q.3.2 I value the customer reviews and feedback on brands .701 
 
Q.3.3 I trust a recommendation made by a health care professional (such as a pharmacist) on a specific brand .522 
Q.3.4 Recommendations by other customers on a specific brand could influence me to try their brand .784  
 
Q.3.6 Even if I am not asked to, I volunteer to share my experiences with other consumers about the brands that I purchase .873 
73 
 
Factor 1 Factor 2 
Antecedent 4: Customer Experience 
loadings loadings 
 Support Store 
 
Q.4.1 Knowledgeable aisle managers can influence my brand choice when I am uncertain what brand to buy .672 
 
Q.4.2 I feel irritated if my chosen brand is out of stock .534 
 
Q.4.3 I prefer readily available instore assistance (and not having to look for or ask someone to help me) .692 
 
Q.4.4 I value the insight of a pharmacist (or some other knowledgeable person such as the instore manager) to provide .747 
information about a brand 
Q.4.5 An efficient store layout is essential when I decide where I will be shopping  .832 
 
Q.4.6 A delightful overall customer experience influences me to support a store that stocks my brand .813 
Factor 1 Factor 2 
Antecedent 5 Merchandising & Visibility  
loading loadings 
Q.5.1 A supreme display of a brand (i.e., a clear brand block, shelf strips, or point of sale material) indicates that the brand is .853 *** 
worthy of my purchase 
Q.5.2 The more I see the brand in-store at various points, the more I get encouraged to purchase the brand .814 *** 
Q.5.3 Merchandising that communicates the brand characteristics encourages me to choose the product .671 *** 
Q.5.4 If my brand does not make use of in-store brand merchandising, the low visibility will make it difficult to locate my brands .720 *** 
Q.5.5 Good merchandising and/or visibility of a brand demonstrates that this brand values my shopping experience .837 *** 
Q.5.6 A well-executed brand on display may influence me to support the brand .793 *** 
  
74 
 
Factor 1 Factor 2 
Outcome: Brand loyalty 
loadings loadings 
Q6.1 The reputation of a brand has a significant impact on my total support or devotion to it .713 *** 
Q6.2 The presence and engagement of a brand on social media have a significant impact on my overall support or loyalty to .715 *** 
that brand. 
Q6.3 What other people advocate or say about a brand has a significant impact on my total devotion .706 *** 
Q6.4 My overall shopping experience will influence my decision to return to a particular store or brand in the future .655 *** 
Q6.5 A well-executed brand display in-store will influence my decision to support the brand .779 *** 
   
  
75 
 
Table 3.5 tested the validity of 35 questions across five antecedents and the outcome to 
ensure the validity of the questionnaire statistically.  Antecedents 1 (Brand reputation), 2 
(Social media) and 5 (Merchandising & visibility) are validated as is. All the questions 
measuring these antecedents respectively, load as one construct indicating that these 
questions indeed measure the specific antecedent. Antecedents 3 (Word-of-mouth & 
Brand community) and 4 (Customer experience), however, measures two constructs 
each; this means that sub-factors exist within each antecedent.  
 
In the case of Antecedent 3, the questions show that questions Q3.1-Q3.4 and Q3.6 all 
deal with the advice received from other parties on products and brands, thus entailing 
receiving information. This sub-factor is thus labelled as “Listening to word-of-mouth 
advice”. Contrary, Q3.6 deals with sharing one’s experiences with other customers, and 
as such, the sub-factor is labelled as “Sharing advice via word-of-mouth”. Question 3.5 
was discarded because it returned a factor loading lower than the required 0.40. 
 
Antecedent 5 also identified two sub-factors. Three questions (Q4.1, Q4.2 and Q4.4) 
deals with advice in the shop, while Q4.3 deals with irritation on out-of-stock products. 
Since most of the questions deal with advice and support concerns, this sub-factor is 
labelled “Support”.  The other two questions (Q4.5 & Q4.6) deal with store-specific issues. 
Hence, the sub-factor is labelled as “Store selection.” 
 
3.3.3 Measuring brand loyalty   
Table 3.5 measures brand loyalty according to the five antecedents through their mean and 
standard deviation. 
 
76 
 
Table 3.5: Antecedents, measuring mean and standard deviation 
Antecedent 1: Brand Reputation MEAN STD DEV 
Q.1.1. A tried and trusted brand is always my first option 4.44 .760 
Q.1.2 If I cannot find my brand in-store, I would instead go to another store to buy the brand I want 4.21 1.080 
Q.1.4 I find it easy to switch from one brand to another 4.61 .733 
Q.1.5 A brand's reputation influences my purchasing choices 2.74 1.139 
Q.1.6 I only buy brands with a good reputation 4.22 1.070 
Mean value Antecedent 1 3.37 0.797 
Antecedent 2: Social Media MEAN STD DEV 
Q.2.1 I trust a brand that is present on social media for communication 3.63 1.214 
Q.2.2 I can remember brands with social media visibility when I enter the shops 4.03 0.954 
Q.2.3 Social media is a helpful medium to consult when I want to learn more about a brand 4.19 1.009 
Q.2.4 I will follow a brand’s social media page after I have bought it 3.24 1.390 
Q.2.5 I value a brand that follows me back on social media 2.76 1.379 
Q.2.6 A strong brand presence/engagement on social media influences my buying behaviour positively towards the brand 3.64 1.225 
Mean Value Antecedent 2  3.581 1.195 
  
77 
 
Antecedent 3:  Word-of-Mouth / Brand Community MEAN STD DEV 
   
Q.3.1 Recommendations by other consumers influence my brand choices 4.08 0.881 
Q.3.2 I value the customer reviews and feedback on brands 4.37 0.770 
Q.3.3 I trust a recommendation made by a health care professional (such as a pharmacist) on a specific brand 4.17 0.919 
Q.3.4 Recommendations by other customers on a specific brand could influence me to try their brand 4.02 0.842 
Q.3.5 If asked, I freely share my experiences with other consumers about the brands that I purchase 4.31 0.981 
Q.3.6 Even if I am not asked to, I volunteer to share my experiences with other consumers about the brands that I 3.33 1.304 
purchase 
Mean Value Antecedent 3 4.04 0.946 
Mean Sub factor 1 (Listening) (Q3.1-Q3.4) 2.78 0.853 
Mean Sub factor 2 (Sharing) (Q.3.5-Q3.6) 3.82 1.143 
   
Antecedent 4: Customer Experience MEAN STD DEV 
   
Q.4.1 Knowledgeable aisle managers can influence my brand choice when I am uncertain what brand to buy 3.76 1.073 
Q.4.2 I feel irritated if my chosen brand is out of stock 4.33 1.050 
Q.4.3 I prefer readily available instore assistance (and not having to look for or ask someone to help me) 3.93 1.111 
Q.4.4 I value the insight of a pharmacist (or some other knowledgeable person such as the instore manager) to provide 4.36 0.852 
information about a brand 
Q.4.5 An efficient store layout is essential when I decide where I will be shopping 4.33 0.929 
Q.4.6 A delightful overall customer experience influences me to support a store that stocks my brand 4.62 0.621 
Mean Antecedent 4 4.23 0.939 
Mean Sub factor 1 (Support Q.4.1-Q4.4) 4.10 1.022 
Mean Sub factor 2 (Store Q.4.5-Q4.6) 4.28 0.775 
78 
 
Antecedent 5 Merchandising & Visibility  MEAN STD DEV 
Q.5.1 A supreme display of a brand (i.e., a clear brand block, shelf strips, or point of sale material) indicates that the brand 3.94 1.024 
is worthy of my purchase 
Q.5.2 The more I see the brand in-store at various points, the more I get encouraged to purchase the brand 3.84 1.094 
Q.5.3 Merchandising that communicates the brand characteristics encourages me to choose the product 4.01 0.926 
Q.5.4 If my brand does not make use of in-store brand merchandising, the low visibility will make it difficult to locate my 3.70 1.154 
brands 
Q.5.5 Good merchandising and/or visibility of a brand demonstrates that this brand values my shopping experience 4.08 0.993 
Q.5.6 A well-executed brand on display may influence me to support the brand 4.13 0.896 
Mean Antecedent 5  3.95 1.046 
Outcome: Brand loyalty   
Q6.1 The reputation of a brand has a significant impact on my total support or devotion to it 4.32 0.816 
Q6.2 The presence and engagement of a brand on social media have a significant impact on my overall support or loyalty 3.73 1.114 
to that brand. 
Q6.3 What other people advocate or say about a brand has a significant impact on my total devotion 3.77 0.969 
Q6.4 My overall shopping experience will influence my decision to return to a particular store or brand in the future 4.45 0.632 
Q6.5 A well-executed brand display in-store will influence my decision to support the brand 3.96 0.973 
Mean Brand Loyalty  4.046 0.901 
 
79 
 
3.3.4 Regression analysis of antecedents  
The five antecedents and their relationships towards the dependent variable Brand 
loyalty were tested using linear regression to determine if the model signifies a good 
fit and to what extent each of the antecedents contributes towards brand loyalty. This 
was done by using the AMOS software of IBM SPSS (Version 27). The regression 
structural equation model is shown in Figure 3.44. The standardized regression 
weights and the significance (p?.05) appear in Table 3.6 directly below the model. The 
model summary portraying the R-statistics are shown in Table 3.6 
 
Figure 3.44: Structural equation regression model of brand loyalty antecedents 
  
80 
 
Table 3.6: Standardized regression weights, intercept and model summary 
Variable description Estimate P-Value 
BrandLoyalty <--- BrandReputation .262 *** 
BrandLoyalty <--- SocialMedia .430 *** 
BrandLoyalty <--- WOM .309 *** 
BrandLoyalty <--- CustomerExperience -.039 .535 
BrandLoyalty <--- Merchandising  .340 *** 
Intercept   .217  
 
The analysis shows that all the independent variables except Customer experience 
are significant at the 95% confidence level) (p?.05). It is also noteworthy that Customer 
experience has a negative and low regression weight; this indicates that this 
independent variable (even if it was significant) would have minimal effect on the brand 
loyalty of the respondent in this study. 
 
Table 3.7: Model Summary 
Mode Adjusted R Std. Error of the 
l R R Square Square Estimate 
1 .807a .651 .638 .39073 
a. Predictors: (Constant), Merchandising, BrandReputation, WOM,  
CustomerExperience, SocialMedia 
 
The adjusted R2 is .638, meaning that the data fit the regression model well (R2?.60) 
(Frost, 2021). This means that the model explains a variance of 63.8%. Also evident 
from the tables and figure above, the regression model (y=a+b1x1+b2x2+...b5x5) then 
shows that the antecedents and their predictive properties towards Brand loyalty are: 
 
Brand loyalty (y) = .217 + .262(Brand reputation) + .430(Social media) +  
                                .309(WOM) + .340(Merchandising) 
  
81 
 
3.3.5 Exploratory factor analysis  
The data was also subjected to exploratory factor analysis to determine if underlying 
intelligence or “other factors” were embedded in the data. The results show that eight 
factors (contrary to the original five antecedents identified from the literature) are 
present. (This observation is supported by identifying sub-factors in the antecedents’ 
word-of-mouth/brand community and customer experience (see Table 3.3).  
 
These factors explain a cumulative variance of 63.5%, and all eight factors have 
eigenvalues larger than one. As per the Kaiser criterion, these factors should thus all 
be retained., However, Patil et al. (2008) indicated that a secondary measure should 
confirm the retention of factors. Patil et al.’s “Parallel analysis engine” serves as a 
more scientific method to more accurately determine the number of factors to retain. 
Research by Patil et al. (2008a) indicated that factors should be retained only if both 
of the following conditions are met. The conditions are: 
1. the eigenvalue exceeds 1  
2. the eigenvalue is also larger than the value calculated by the Parallel analysis 
engine software.  
The analysis to determine the retention of factors appears in Table 3.8. 
 
Table 3.8: Retained factors as per the parallel analysis engine 
Factor Parallel Analysis Eigenvalue Retain or discard 
Engine factor 
1 1.439 9.759 Retain 
2 1.273 2.886 Retain 
3 1.154 2.457 Retain 
4 1.051 1.769 Retain 
5 0.963 1.673 Retain 
6 0.879 1.448 Retain 
7 0.805 1.137 Retain 
8 0.739 1.097 Retain 
Generated from Patil et al. (2008b).  
The parallel analysis engine confirms that all eight factors can be retained confidently 
in this study. The Varimax rotated factor matrix appears in the table below. 
82 
 
Table 3.9: Varimax rotated factor matrix 
 Component 
Measuring criteria 1 2 3 4 5 6 7 8 
Q.5.5 Good merchandising and/or visibility of a brand .849        
demonstrates that this brand values my shopping experience 
Q.5.1 A supreme display of a brand (i.e., a clear brand block, shelf .821        
strips, or point of sale material) indicates that the brand is worthy 
of my purchase 
Q.5.2 The more I see the brand in-store at various points, the more .732        
I get encouraged to purchase the brand 
Q.5.4 If my brand does not make use of in-store brand .706        
merchandising, the low visibility will make it difficult to locate my 
brands 
Q.5.6 A well-executed brand on display may influence me to .695        
support the brand 
Q6.5 A well-executed brand display in-store will influence my .670        
decision to support the brand 
Q.4.5 An efficient store layout is essential when I decide where I .622        
will be shopping 
Q.5.3 Merchandising that communicates the brand characteristics .520        
encourages me to choose the product 
Q.2.2 I can remember brands with social media visibility when I  .749       
enter the shops 
Q.2.6 A  strong brand presence/engagement on social media  .749       
influences my buying behaviour positively towards the brand 
83 
 
Q.2.1 I trust a brand that is present on social media for  .738       
communication 
Q.2.3 Social media is a helpful medium to consult when I want to  .730       
learn more about a brand 
Q.2.4 I will follow a brands social media page after I have bought  .721       
it 
Q6.2 The presence and engagement of a brand on social media  .688       
have a significant impact on my overall support or loyalty to that 
brand. 
Q.2.5 I value a brand that follows me back on social media  .626       
Q.1.2 If I cannot find my brand in-store, I would instead go to   .764      
another store to buy the brand I want 
Q.1.6 I only buy brands with a good reputation   .721      
Q.1.1. A tried and trusted brand is always my first option   .679      
Q.1.5 A brand's reputation influences my purchasing choices   .661      
Q.1.4 I find it easy to switch from one brand to another   -.631      
Q.4.2 I feel irritated if my chosen brand is out of stock   .492      
Q.3.1 Recommendations by other consumers influence my brand    .760     
choices 
Q.3.4 Recommendations by other customers on a specific brand    .714     
could influence me to try their brand 
Q6.3 What other people advocate or say about a brand has a    .650     
significant impact on my total devotion 
Q.3.2 I value the customer reviews and feedback on brands    .460     
84 
 
Q6.1 The reputation of a brand has a significant impact on my total    .408     
support or devotion to it 
Q.4.3 I prefer readily available instore assistance (and not having     .735    
to look for or ask someone to help me) 
Q.4.4 I value the insight of a pharmacist (or some other     .717    
knowledgeable person such as the instore manager) to provide 
information about a brand 
Q.3.3 I trust a recommendation made by a health care     .540    
professional (such as a pharmacist) on a specific brand 
Q.3.5 If asked, I freely share my experiences with other      .679   
consumers about the brands that I purchase 
Q.4.6 A delightful overall customer experience influences me to      .462   
support a store that stocks my brand 
Q.3.6 Even if I am not asked to, I volunteer to share my       .703  
experiences with other consumers about the brands that I 
purchase 
Q.1.3 As a consumer, I do care about an established brand that       .547  
delivers a quality product for my use 
Q.4.1 Knowledgeable aisle managers can influence my brand        -.662 
choice when I am uncertain what brand to buy 
Q6.4 My overall shopping experience will influence my decision to        .606 
return to a particular store or brand in the future 
 
Extraction Method: Principal Component Analysis.  
 Rotation Method: Varimax with Kaiser Normalization.a 
a. Rotation converged in 8 iterations. 
85 
 
The data were tested for sample adequacy (using the test developed by Kaiser, Meyer 
and Olkin (KMO=.871), Bartlett’s sphericity test showed significance (?2 (595) = 
2264.119, p<0.05), and the data possess excellent reliability according to the Cronbach 
alpha coefficient (?=0.907) (Field, 2009:658-659; 675). The first two factors dovetail nicely 
with the antecedents identified from the literature. In this regard, Factor 1 is labelled 
Merchandising and Visibility (Antecedent 5), while Factor 2 is labelled as Brand 
reputation (Antecedent 1). These factors explain 27.9% and 8.23% of the variance, 
respectively.  However, the other factors identified new underlying constructs, namely: 
 
Factor 3: Brand trust and reputation (7.02%) 
According to Rust et al. (2021:22-23), a brand's reputation is the overall total of how its 
stakeholders perceive, feel, and discuss it. Therefore, a brand's financial performance 
might be adversely affected by brand incidents. The following are the characteristics of 
this definition: All stakeholders (current and potential customers, employees, partners, 
and investors) are considered rather than just the current or potential clients; (2) thinking, 
feeling, and talking components (rather than just brand knowledge); (3) actual brand 
events (e.g., controllable marketing activities, uncontrollable public events); and (4) links 
to the financial performance of the firm are included. 
 
An organisation's reputation is an asset that can help it differentiate itself from its 
competitors and create obstacles to new competitors entering the market. As a result of 
long-term behaviour, a company's reputation is based on its capacity to produce value 
for customers and other stakeholders. Credibility and trustworthiness are closely tied to 
the implementation of rules and practices that have been explicitly declared. Therefore, 
the terms "reputation" and "judgment" or "credibility" are often used interchangeably 
(Pereira et al., 2021:559). 
 
Brand popularity and knowledge have a favourable impact on customer loyalty. Thus, in 
contrast, familiarity has a detrimental effect on the user. Although customer loyalty 
increases as a company's popularity and recognition rise, this impact is reversed as 
people become more acquainted with the brand. 
  
86 
 
Factor 4: Out-of-store recommendations (5.06%) 
Various factors can significantly affect customers' behaviour, including price, brand 
awareness, and brand image. According to De Toni et al. (2021:633), there is a strong 
correlation between price and brand when customers have limited information about what 
they are considering purchasing. In addition, customers' perceptions of fairness and value 
(cognitive factors) and, in some cases, a higher social status are influenced by well-known 
brands with higher prices and higher quality (affective factors). Thus, the information 
consumers obtain before in-store purchase may influence their decision making 
according to what they know about the brand. Items priced at a high rate, yet brand or 
quality unknown can be perceived as an "expense" item to purchase.  
What a brand communicates to their market is critical; the key messages they want to 
share with consumers can direct consumers towards finding a need or a want for the 
desired brand. 
Factor 5: In-store advice (4.78%)   
Personal selling, according to Indrasari et al. (2019:191), these sales are found to be 
more successful as it places a higher emphasis on direct contact with customers face to 
face are more successful. This is primarily to promote their services or introduce new 
products. It is expected that face-to-face interactions will significantly impact customers' 
perceptions of and interest in the product  
Personal selling directly impacts the consumers' buying behaviour, which is an essential 
tool of marketing. Personal selling changes the negative attitudes of the customer to 
positive ones. According to Azeez and Abeyratna (2020:48), their research explains how 
personal selling affects customers' buying behaviour relating to clothes retail shops. 
Therefore, a salesperson's advice can change customers' attitudes and, ultimately, the 
customers' buying behaviour. 
Factor 6: Shopping experience (4.14%) 
According to Hu and Jasper (2018:153), these authors defined a consumer's shopping 
experience as the "totality of things that a consumer encounters or lives through as he or 
she makes consumption-oriented movement in a retail setting, with or without the 
possibility of making purchases". Thus, the definition mentioned above is also in line with 
how retail professionals perceive the shopping experience. 
87 
 
 
Retail stores would benefit significantly from knowing which specific aspects of their 
offerings affect customer satisfaction of unexpected buyers. Consumer insight 
information could develop ad hoc strategies for reaching these customers and building 
profitable long-term relationships with them. Satisfied unplanned buyers can return to the 
store where they purchased their unplanned item(s) and positively discuss it with other 
customers (Martínez-Ruiz et al., 2017: 277). As many purchases are made in the store, 
new technologies can help store managers leverage the economic potential of unplanned 
purchases. For example, mobile applications could inform consumers about special in-
store promotions connected with their planned purchases, thus inducing them to 
purchase unplanned items. Customers are more likely to return, spend, and recommend 
the product if they have a positive shopping experience (Hu & Jasper, 2018:155). 
 
As a result, understanding which store attributes are most important to customers' 
satisfaction who tend to make impulsive purchases may help retailer managers better set 
their offerings, effectively deliver value to these customers, and ultimately increase their 
profits (Martínez-Ruiz et al., 2017: 278). 
 
Factor 7: Brand ambassador (3.25%) 
A "famous person" is a celebrity or a brand ambassador. A well-known person for 
accomplishments outside of the product category in which they are endorsing is an expert 
in their profession. Thus, celebrities have a disproportionately high level of public 
recognition among a particular set of people. They have unique characteristics, such as 
their attractiveness, extravagant lifestyle, or ability to master a particular talent 
(Olugbenga & Oluwafemi, 2018:456). 
 
Kim et al. (2020: 8) found that endorsements, including their attractiveness and expertise, 
were linked to brand loyalty through brand passion. Previous studies found connections 
between consumers' satisfaction with their relatedness needs and their brand passion for 
sporting goods.  Therefore, consumers develop a strong emotional attachment for a brand 
when exposed to an endorsement, especially by an attractive star athlete with the image 
of an expert in their field. Individuals may have a basic psychological need for 
relatedness, and when that need is met, a strong emotional attachment develops with the 
related entity. 
88 
 
 
According to Olugbenga and Aluwafemi (2018:456), there has been a dramatic increase 
in celebrity endorsements as a marketing tactic in recent years; celebrities have been 
utilized for anything from sports to beverages to all kinds of electronic devices to a wide 
range of other things. However, despite celebrity endorsers becoming prevalent across 
many industries, this trend is not restricted to just one.  
 
Researchers suggested that the employment of celebrities in TV commercials provokes 
the interest of customers, particularly when their favourite celebrities are involved. 
Celebrity endorsements are an excellent method to draw attention to a brand or product 
and enhance consumers' likelihood of buying it. As a result, advertisers are increasingly 
using celebrities in their campaigns. 
 
Factor 8: Personal choices (3.13%) 
There are several reasons why consumers like to experiment with new personal choices from a 
marketing and psychological standpoint.  
In psychology, individual elements like satiation, the need for stimulation, and ambiguity about 
future preferences are examined to understand the phenomenon.  
Various factors have been shown to encourage consumers to make more diverse purchases over 
time. However, internal or personal motivation is the first reason customers desire variety in their 
personal choices (Stasiuk et al., 2021:1121). 
3.4 THE MODEL TO MEASURE AND MANAGE BRAND LOYALTY  
The brand loyalty model is presented in Figure 3.45.  
89 
 
 
Figure 3.45: Brand loyalty model 
 
3.4.1 Reliability and reliability of the model  
The measurement model possesses a satisfactory composite reliability coefficient (.695) 
(Kumar, 2019). Construct validity is achieved when the model possesses both 
discriminant and convergent validity. Convergent validity (AVE ? .5) tests if the constructs 
that are expected to be related are, in fact, related. Discriminant validity (AVE2 ? R2) tests 
if the constructs that should not have relationships don’t have any relationships 
(Shuttleworth, 2019). The table below shows that although the model does not possess 
90 
 
convergent validity (AVE=.351), it possesses discriminant validity (AVE2=.593; R2=.638). 
Table 3.10 shows the convergent and discriminant validity of the model. 
 
Table 3.10: Construct and discriminant validly  
  
F1 0.327 0.107 
       
F2 0.960 0.921 
       
F3 0.957 0.915 
      
F4 0.336 0.112  
     
F5 0.411 0.169   
       
F6 0.255 0.065 
       
F7 0.405 0.164 
     
F8 0.597 0.356 2.811 8 0.351 0.593 0,638 NO YES 
 
3.4.2 Model fit analysis 
This study employs five goodness-of-model-fit indices, including indices measuring 
incremental fit, non-normed fit, and absolute fit (Kumar, 2019). They are the Degrees of 
freedom (CMIN/df), the Comparative fit index (CFI), the Normed Fit index (NFI), the 
Tucker-Lewis index (TLI), and the Root Mean Square Error of Approximation (RMSEA) 
(Kumar 2019). The indices, CFI and TLI measure the model’s incremental fit in 
comparison to the baseline model (a baseline model is a model with the worst possible 
fit) (Xia & Yang, 2019). The NFI is a normed fit index, while the TLI is a non-normed index 
(Kumar 2019). RMSEA is an absolute fit index that determines whether the deviation of 
the hypothesized model differs from a perfect model (DiStefano and Morgan, 2014). The 
decision rules and model fit analysis are shown in the table below. 
  
91 
Indicator  
variable 
Regression 
weights 
(Regression 
weights)2 
? 
(Regression 
weights)2 
No. of 
indicators 
AVE 
Sqrt AVE 
Correlations 
(r) 
Convergent 
validity 
Discriminant 
validity 
 
Table 3.11: Goodness of fit indices 
Index Decision rule Model Outcome Source 
(preferred; score 
minimum) 
CMIN/df ? 5 3.566 Good fit Kumar (2019) 
CFI ? 0.95; ? 0.85 0.908 Fair fit Bentler (1990) 
NFI ? 0.90; ? 0.80 0.879 Fair fit Kumar (2019) 
TLI ? 0.95; ? 0.85 0.849 Fair fit Xia and Yang (2019)  
Tucker and Lewis (1973) 
RMSEA ? 0.08; ? 0.10 0.138 Poor fit DiStefano and Morgan (2014); 
Brown and Cudeck (1997) 
Source: Bisschoff (2021) 
All but one of the model fit indices are satisfactory. They have indices larger than the 
required values as stipulated by the decision rules in the table. Three of the indices (CFI, 
NFI and TLI) show fair fit indices with values that exceed only the lower margins of good 
model fit. In this model, the CFI (.908) serves as the primary fit index, and it is supported 
by fair fit indices from the NFI (.879). These indicators signify a fair model fit (Kumar, 
2019; Bentler, 1990). The CMIN/df index (3.566) shows a very good fit (Kumar 2019). 
The RMSEA has a poor model fit, and it indicates that the model deviates 38% from an 
ideal model; this is more than the acceptable 10% deviation (Xia & Yang, 2019). However, 
in the model’s defence, it is noteworthy that this is an exploratory model. Moolla and 
Bisschoff (2013:5) state that it is optimistic to expect a superb model fit on all the indices. 
The model is exploratory and developmental and not yet a final, fully operationalized 
model. This view is supported by Bisschoff (2021) in his research on a business ethics 
model. It is thus concluded that the model has a satisfactory fit. 
 
3.5 SUMMARY  
A quantitative research methodology was used in the research. Consumers were 
recruited via social media, where the link to the questionnaire was sent to ten participants. 
This evolved in a snowball response of participants who referred other consumers to 
92 
 
create a more diverse geographical population group. This was to understand how 
consumers would participate and share their insights regarding engagement strategies 
and brand loyalty.  Considering the study's units of analysis, sample size, and time 
constraints, a quantitative method was the best option.  
A new questionnaire was developed by the author and her supervisor for this specific 
research dissertation. The questionnaire looks into five antecedents and the overall 
outcome of brand loyalty. The results will be compared to the self-developed customer 
engagement model to evaluate whether these outcomes contribute to brand loyalty and 
support. 
 
 
 
  
93 
 
CHAPTER 4  - CONCLUSION & RECOMMENDATIONS 
4.1 INTRODUCTION  
The previous chapter focussed on the results and analysis of the study, and this is the 
final chapter of the study. In this chapter, the conclusion and recommendations derived 
from the results are presented. The chapter also offers some recommendations to future 
researches and highlights the main findings of the study in summary.  
4.2 SUMMARY OF RESULTS 
The summarised results in the research show that the statistical evaluation of the five 
antecedents demonstrated the following outcome. Brand reputation, social media, and 
merchandising/visibility are validated as is. Thus, word-of-mouth/brand community and 
customer experience, however, measures two constructs each. Therefore, both these 
antecedents have two subfactors. Word-of-mouth deals with a "give and take" 
phenomenon, namely a) advice received from other parties on a product and b) receiving 
information from others. These factors can be identified as "Listening to advice" and 
"Sharing advice" via a brand community. 
From the outcome mentioned above, it becomes clear that there is a relationship between 
customer engagement strategies and brand loyalty. In addition, using social media as a 
platform for data collection can assist one in collecting data quickly and responsively. 
The five antecedents used in the first questionnaire may also be used for future research. 
However, as an outcome, eight antecedents can be used for future research to explore 
the relationship between the different engagement strategies and brand loyalty.   
The research revealed eight antecedents, namely Merchandising / Visibility; Brand 
reputation; Brand trust and Reputation; Recommendations; In-store advice; Shopping 
experience; Brand ambassadors and Personal choices, which positively influence brand 
loyalty. 
When investigating Word-of-mouth or a brand community, it is known that two sub-factors 
contribute to this antecedent, namely "listing to others" and "sharing with others".  
Merchandising / Visibility also has two sub-factors, namely "advice or instore 
recommendations" and "support/store related issues". 
94 
 
Merchandising and visibility also identified two sub-factors that were a) advice or 
information in the store and b) support and store-related issues. 
Brand loyalty was measured with the regression analysis, which showed that all the 
independent variables expect antecedent 4, customer experience was significant in the 
regression analysis. This indicates that this independent variable would have minimal 
effect on the brand loyalty of the respondent in this study. 
Exploratory factor analysis distinguished that there are eight-factor present instead of only 
five. This observation was evident with the identification of subfactors classified within 
antecedents three and four. The parallel analysis confirms that all eight factors can be 
retained confidently in this study. This study employs five goodness-of-model-fit indices; 
it is concluded that the model has a satisfactory fit.  
Merchandising/visibility (Factor 1), Brand reputation (Factor 2), Brand trust and reputation 
(Factor 3), Out-of-store recommendations (Factor 4), Instore advice (Factor 5), Shopping 
experience (Factor 6), Brand ambassador (Factor 7) and Personal choices (Factor 8) can 
confidently be retained in this study.  
4.2 CONCLUSIONS AND RECOMMENDATIONS 
The conclusions are first drawn on the research methodology, and second, on the results.  
4.2.1 Research methodology 
Conclusion 1: 
The study performed a rigorous theoretical review of brand loyalty and its antecedents. 
From this study, a proven model was selected as the foundation for the empirical 
research. Likewise, theory guides the researcher to relevant questions to compile the 
online questionnaire. It is thus concluded that doing a sound theoretical study resulted in 
a relevant and quality research instrument.  
Recommendation 1: 
It is recommended that future researchers take note of the value of a sound theoretical 
study; this would guide them towards a solid foundation based on relevant literature. 
These researchers could duplicate or mould their research on similar theoretical 
principles.  
95 
 
Conclusion 2: 
Regarding data collection, the response rate from participants was quick and effective 
using both the social media platform as well as an electronic questionnaire on 
GoogleForms.  
Regarding analysis, sound research and consultation with statistical experts (such as the 
NWU Statistical Consultation Services) are imperative to select proper analytics 
procedures. In addition, using recent and specialised software to analyse the data are 
also required. These methodological guidelines assisted the study greatly, and it can thus 
be concluded that the proper analysis and data mining provided more than just the 
apparent intelligence in the data. Furthermore, it is concluded that the methodology 
followed suited this study well.  More specifically, it can be concluded that the data were: 
1) Adequate, meaning that a “sufficient” number or respondents participated (the 
Kaiser, Meyer and Olkin measurement exceeds 9.70) 
2) Suitable for multivariate analysis because Bartlett’s test showed significance 
(p?0.05) 
3) Reliable as per Cronbach alpha’s coefficient (??0.70.  
Therefore, it is concluded that the data are fit to use in analysis and the results, therefore, 
suitable for managerial decision-making. It is also concluded that electronic platforms can 
be used to quickly and effectively collect data, albeit the target population needs to be 
selected effectively to get a good response.  
Recommendation 2: 
It is therefore recommended (based on Conclusion 2) that other researchers: 
1) Ensure their data is suitable for analysis by performing the tests mentioned above 
2) Make use of knowledgeable statistician to analyse the data 
3) Use specialised statistical software to correctly analyse the data. 
4.2.2 Results 
Conclusion 3: 
The analysis not only measured the respondents’ views on the initial theoretical model 
(the measuring criteria and the antecedents), but also identified underlying factors (or 
96 
 
intelligence) in the data. Furthermore, the analysis confirmed these factors with 
confirmatory factor analysis, and measured model fit indices. Based on the thorough 
analysis of the data, it is concluded that the antecedents of brand loyalty and the identified 
factors are relevant and valid constructs to manage brand loyalty. More specifically, it is 
concluded that: 
1) The results remained valid when tested on the original five antecedents of CES 
2) The antecedents could be used to manage and influence brand loyalty in 
consumers 
3) The underlying intelligence (factors) provides a secondary and good indication of 
what drives brand loyalty. In this case, eight factors have been identified, and these 
factors are more specific than the original five antecedents identified from the 
literature. 
4) The confirmed model shows a fair fit to the brand loyalty data. This means the 
model can be used with confidence.  
Recommendation 3: 
The results of this study can assist and guide managers towards improving their brand 
loyalty managerial decisions.  It is thus recommended that: 
1) Managers peruse the results and internalise knowledge specifically relevant to 
their brands and customers. 
2) The confirmed model be operationalised and used in brand loyalty decision-
making because industry and management can benefit from the results in practice.  
3) Academia and other researchers also take note of the results as it adds to the body 
of brand-loyalty knowledge while also forming a basis for further research. 
4.4 AREAS OF FURTHER STUDY  
In this section, recommendations are made for future researchers. Possible areas for 
future research are: 
• Investigating the age and demographic areas with regards to how the participant 
could have viewed their opinions. A more centralised focus towards different ages 
groups or generations such as Gen Z, Millennials, Gen X, Boomers, and Silent 
Generation can also be investigated to compare or illustrate which engagement 
strategy is most influential towards their brand loyalty. 
97 
 
• Expand the study to a wider geographical area and also use more social media 
platforms. 
4.5 LIMITATIONS 
There are some limitations to this study. The limitation is that his study used only one 
facet of social media, namely Instagram, to recruit participants. More social media 
platforms could have yielded a better response. The sample size was 135 participants, 
and a larger sample size on various social media platforms can reach a larger target 
population with a more comprehensive view regarding research.  
4.6 SUMMARY  
This study consists of four chapters. Chapter 1 introduced the study. The chapter sets off by 
defining customer engagement strategies and the relationship with brand loyalty. However, more 
important is that the chapter highlighted the problem statement, objectives, and details of the 
research methodology followed in this study. It also precludes the layout of the study.  The next 
chapter examines previous literature and theoretical findings that are relevant to this study. 
In Chapter 2, a literature review was done to explain the theoretical aspects of the study 
investigate the CES, such as Brand reputation, Social Media, Word-of-Mouth / Brand 
Community, Customer experience, and Merchandising / Visibility, followed by exploring 
the definitions of the constructs and reviewing previous literature according to the 
research title.  
In Chapter 3, the general research strategy was discussed. This chapter discusses the 
research design, participants, measurement devices, technique, statistical analysis, and 
the research objectives. In this chapter, the questionnaire was a good fit for future 
research, and eight antecedents were discovered from the research data. 
Chapter 4 provided a conclusion for the research, followed by limitations and 
recommendations to customer engagement strategies or brand loyalty for future research 
investigations.  
  
98 
 
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APPENDIX A – SELF DEVELOPED QUESTIONNAIRE 
SECTION A: THE CONSUMER  
The following information is needed to enable meaningful data analysis of the consumer's 
participation in the research. Mark the applicable block. Please complete all information and 
criteria for research sample group 
Age Group (Years)  
o <18 years 
o 18-21 years 
o 22 - 29 years 
o 30 - 39 years 
o 40 - 49 years 
o 50 - 59 
o >60 
 
Demographic Area  
o Northern Cape 
o Western Cape 
o Eastern Cape 
o Free State 
o Gauteng 
o Limpopo 
o Mpumalanga 
o Kwa-Zulu Natal 
o North-West 
 
When a NEW product is launched, do you first read the reviews or do you try it for yourself? * 
o I first read the reviews 
o I try new products without reading reviews 
Which method of brand communication do you PREFER the most? * 
o E-Mail 
o SMS 
o Telephonic 
o Social Media Page (Instagram or Facebook) 
Which method of brand communication do you DISLIKE the most? * 
o E-Mail 
o SMS 
o Telephonic 
o Social Media (Instagram or Facebook) 
Which method of brand communication do you find the most IRRELEVANT as you do not 
respond, answer or read it? * 
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o E-Mail 
o SMS 
o Telephonic 
o Social Media (Instagram or Facebook) 
Which Omni-channel of brand advertisement do you find the most memorable once you have 
heard or seen it? Please select three. * 
o TV 
o Radio 
o Social Media 
o Brand Ambassadors / Celebrities 
o Social Media Influencers 
o Billboards / Posters / Pole Ads 
o Digital Screens Advertisements 
Which method of shopping to you prefer? * 
o Online 
o Retail (Instore) 
o Both 
 
SECTION B: ANTECEDENT 1 – BRAND REPUTATION  
The next section of the questionnaire will explore BRAND REPUTATION as a customer 
engagement strategy toward brand loyalty. Please answer the question that indicates your own 
experience, insights and expectations. This will be according to a scale of 1-5 
Q.1.1. A tried and trusted brand is always my first option * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.1.2 If I cannot find my brand in-store, I would instead go to another store to buy the brand I 
want  
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.1.3 As a consumer, I do care about an established brand that delivers a quality product for 
my use * 
o 1 - Strongly Disagree 
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o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.1.4 I find it easy to switch from one brand to another * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.1.5 A brand's reputation influences my purchasing choices * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.1.6 I only buy brands with a good reputation * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
 
SECTION C: ANTECEDENT 2 – SOCIAL MEDIA  
The next section of the questionnaire will explore SOCIAL MEDIA as a customer engagement 
strategy toward brand loyalty.  
Please answer the question that indicates your own experience, insights and expectations.  
This will be according to a scale of 1-5  
Q.2.1 I trust a brand that is present on social media for communication * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.2.2 I can remember brands with social media visibility when I enter the shops * 
o 1 - Strongly Disagree 
o 2 - Disagree  
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o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.2.3 Social media is a helpful medium to consult when I want to learn more about a brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.2.4 I will follow a brand’s social media page after I have bought it * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.2.5 I value a brand that follows me back on social media * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.2.6 A strong brand presence/engagement on social media influences my buying behaviour 
positively towards the brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
 
SECTION 4: ANTECEDENT 3 – WORD-OF-MOUTH / BRAND COMMUNITY  
The next section of the questionnaire will explore WORD-OF-MOUTH / BRAND 
COMMUNITY as a customer engagement strategy toward brand loyalty.  
Please answer the question that indicates your own experience, insights and expectations.  
This will be according to a scale of 1-5 
Q.3.1 Recommendations by other consumers influence my brand choices * 
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o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.3.2 I value the customer reviews and feedback on brands * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.3.3 I trust a recommendation made by a health care professional (such as a pharmacist) on 
a specific brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.3.4 Recommendations by other customers on a specific brand could influence me to try “their” 
brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.3.5 If asked, I freely share my experiences with other consumers about the brands that I 
purchase * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.3.6 Even if I am not asked to, I volunteer to share my experiences with other consumers 
about the brands that I purchase * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
 
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SECTION 5: ANTECEDENT 4 – CUSTOMER EXPERIENCE  
The next section of the questionnaire will explore CUSTOMER EXPERIENCE as a customer 
engagement strategy toward brand loyalty.  
Please answer the question that indicates your own experience, insights and expectations.  
This will be according to a scale of 1-5 
Q.4.1 Knowledgeable aisle managers can influence my brand choice when I am uncertain what 
brand to buy * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.4.2 I feel irritated if my chosen brand is out of stock * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.4.3 I prefer readily available instore assistance (and not having to look for or ask someone to 
help me) * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.4.4 I value the insight of a pharmacist (or some other knowledgeable person such as the 
instore manager) to provide information about a brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.4.5 An efficient store layout is essential when I decide where I will be shopping * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
114 
 
Q.4.6 A delightful overall customer experience influences me to support a store that stocks my 
brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
 
SECTION 6: ANTECEDENT 5 – MERCHANDISING / VISIBILITY  
The next section of the questionnaire will explore MERCHANDISING / VISIBILITY as a 
customer engagement strategy toward brand loyalty.  
Please answer the question that indicates your own experience, insights and expectations.  
This will be according to a scale of 1-5 
Q.5.1 A supreme display of a brand (i.e., a clear brand block, shelf strips, or point of sale 
material) indicates that the brand is worthy of my purchase * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.5.2 The more I see the brand in-store at various points, the more I get encouraged to 
purchase the brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.5.3 Merchandising that communicates the brand characteristics encourages me to choose 
the product 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.5.4 If my brand does not make use of in-store brand merchandising, the low visibility will 
make it difficult to locate my brands * 
115 
 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.5.5 Good merchandising and/or visibility of a brand demonstrates that this brand values my 
shopping experience * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q.5.6 A well-executed brand on display may influence me to support the brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
SECTION 7: OUTCOME – BRAND LOYALTY  
The next section of the questionnaire will explore customer engagement segments that 
drives the outcome of BRAND LOYALTY.  
Please answer the question that indicates your own experience, insights and expectations.  
This will be according to a scale of 1-5 
Q6.1 The reputation of a brand has a significant impact on my total support or devotion to it * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q6.2 The presence and engagement of a brand on social media have a significant impact on 
my overall support or loyalty to that brand. * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q6.3 What other people advocate or say about a brand has a significant impact on my total 
devotion * 
116 
 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q6.4 My overall shopping experience will influence my decision to return to a particular store or 
brand in the future * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q6.5 A well-executed brand display in-store will influence my decision to support the brand * 
o 1 - Strongly Disagree 
o 2 - Disagree  
o 3 - Neutral  
o 4 - Agree  
o 5 - Strongly Agree 
Q6.6 In essence, I regard myself to be a brand loyal shopper * 
o Yes 
o No 
 
  
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APPENDIX B – INFORMED CONSENT  
 
QUESTIONNAIRE: CUSTOMER ENGAGEMENT STRATEGIES AND 
BRAND LOYALTY 
https://forms.gle/6v6q2yE8zW4Cqr4y8 
Dear Participant  
You are invited to participate in an academic research study conducted by Dorothy Grace 
Flint, Masters Student from Business School at the North-West University. 
The study aims to explore different segments of customer engagement strategies and 
their contribution towards a consumer's brand loyalty and support.   
WHY AM I BEING INVITED TO PARTICIPATE? 
You have been chosen to participate in the study as a consumer who engages with 
various brands of choice. Your insight towards engagement strategies can help conclude 
which strategy of brand engagement you as consumer prefer the most.  
IS THIS STUDY ENDORSED OR SPONSORED BY A BRAND?  
This study is only for academic research. Therefore, no brand or organisation will be 
mentioned in the questionnaire.  
ARE THERE ANY NEGATIVE CONSEQUENCES FOR ME IF I PARTICIPATE IN THE 
RESEARCH PROJECT? 
There are no foreseeable negative consequences as no names will be mentioned; thus 
all participants information will be anonymised.  
WILL THE INFORMATION THAT I CONVEY TO THE RESEARCHER AND MY 
IDENTITY BE KEPT CONFIDENTIAL? 
• You have the right to request that your name not be recorded anywhere and that your 
participation in this research is known only to the researcher and other specified 
members of the research team.  
118 
 
• This code number or pseudonym will be used to identify your responses in any 
publications or other research reporting methods like conference proceedings. Your 
replies will be kept strictly confidential. 
• The transcriber, an external coder, and the Research Ethics Review Committee 
members may go over your responses.  
• Unless you permit others to examine your records, only research participants will 
have access to any records that identify you. 
• Personal data will not be included in referral information to other participants. 
WILL I RECEIVE PAYMENT OR ANY INCENTIVES FOR PARTICIPATING IN THIS 
STUDY? 
No payment or reward will be offered, financial or otherwise.  
HAS THE STUDY RECEIVED ETHICS APPROVAL? 
This study has received written approval in the form of ethical clearance from the 
Research Ethics Review Committee of the North-West University. Copies of the approval 
letters can be obtained from the researcher if you so wish.  
HOW WILL I BE INFORMED OF THE FINDINGS/RESULTS OF THE RESEARCH? 
If you would like to be informed of the final research findings, please contact Dorothy 
Grace Flint at flint.dorothy12connect@gmail.com 
Should you require any further information or want to contact the researcher about any 
aspect of this study, please contact Prof Christo Bisschoff at 
Christo.Bisschoff@nwu.ac.za 
PLEASE NOTE THE FOLLOWING: 
This is an anonymous study survey as your name will not appear or will be asked on the 
questionnaire. The answers you give will be treated as strictly confidential as you cannot 
be identified in person based on your answers. 
119 
 
However, you may choose not to participate, and you may also stop participating at any 
time with any negative consequences. 
Please answer the questions in the attached questionnaire as completely and honestly 
as possible this should not take more than 15 minutes of your time. 
The study results will be used for academic purposes only and may be published in an 
academic journal. 
Thank you for taking the time to read this information sheet. Thus by selecting I consent, 
you may continue with the questionnaire. 
Please indicate that: You have read and understand the information provided above. You 
give your consent to participate in the study on a voluntary basis. (Please tick) 
        I give my full consent towards my participation in this study 
 
 
 
 
 
  
120 
 
APPENDIX C – ETHICAL CLEARANCE  
 
 
121 
 
APPENDIX D – LANGUAGE EDITOR’S LETTER  
 
122