CB Consumer Behaviour 3rd Canadian Edition By Barry J. Babin, Eric Harris Chapter (1-16) INSTRUCTOR

Instructor Solutions Manual With Integrative Case Chapter Case Solutions for Babin et al., CB: Consumer Behaviour, Third Canadian Edition

Kyle B. Murray University of Alberta Sarah G. Moore University of Alberta

Table of Contents Chapter 1

The Story of Shopify

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Chapter 2

Tourism New Brunswick

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Chapter 3

Go Elks! Updating Outdated Brands

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Chapter 4

Cars that Drive Themselves

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Chapter 5

Raptors’ Superfan: Nav Bhatia

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Chapter 6

Twitch

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Chapter 7

Changing Attitudes About . . . Bugs

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Chapter 8

T&T Supermarket

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Chapter 9

Lululemon—and Marketing—for All

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Chapter 10

Anger, Amusement, and Fear—Oh My!

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Chapter 11

Canada Goose

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Chapter 12

Peloton: Riding the Ups and Downs of Pandemic Consumer Behaviour

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Chapter 13

Canada’s Housing Market: Buying a Home

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Chapter 14

Shein: The Rapid Rise of a $100 Billion Fashion Brand

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Chapter 15

Abercrombie & Fitch Is Cool Again

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Chapter 16

Counterfeit Products

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Integrative Case

Manitobah Mukluks: Purpose Built for Social Impact 35

Chapter 1 Case Study: The Story of Shopify

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1. Using the basic consumption process shown in Exhibit 1.1, discuss why an easy to use and unique e-commerce platform is valuable to merchants and consumers.

Hint: To answer this question, think about what part of the basic consumption process might be helped by something that is “easy to use” and “unique.”

Answer: Easy to use is an important benefit to consumers and merchants that creates value. Being unique adds value because it suggests that what the consumer/merchant wants can be addressed by Shopify in a way that is differentiated from the competition.

Both easy to use and unique add value to merchants and consumers.

2. Does Shopify have a market orientation?

Hint: To answer this question, review what having a market orientation means and then revisit the case to see if Shopify is exhibiting a market orientation.

Answer: Shopify is best described as having a consumer orientation—an intense focus on consumer value and satisfaction. A market orientation would focus on creating value for consumers, but it would also put a great deal of emphasis on the competition (which may be less true of Shopify).

3. Why would a customer orientation matter to a company like Shopify?

Hint: To answer this question, think about why Shopify might want to increase the value it offers to its customers and how a customer orientation can help it do that.

Answer: By prioritizing the consumer and their satisfaction above all else, Shopify is able to differentiate itself from the competition and create a loyal base of customers (merchants and consumers). Ultimately, that loyalty allows Shopify to drive revenue and profitability.

4. Do Shopify’s online merchants have any advantages in market research over traditional companies?

Hint: To answer this question, consider the types of data that online merchants have versus traditional brick-and-mortar retailers.

Answer: Yes, Shopify merchants have a lot of data that traditional brick-and-mortar companies struggle to collect. For example, Shopify has a great deal of click-stream data that provides insight into consumer behaviour—for example, how long specific individual customers shop at a merchant’s store, how long they look at particular

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products, where else on the Shopify platform they shop, what they bought the last time they were in the store, how frequently they shop, and so on.

5. How do changing demographics and a changing economy affect companies like Shopify?

How about companies like the Royal Bank, Canadian National Railway, and Enbridge?

Hint: Regarding this question, it is important to know what “demographics” refer to and then consider how changes in things like age and geographic location, as well as changes in economic behaviour over time, are important to Canadian companies.

Answer: Shopify has some inherent advantages being a digital-first company. Being a platform, rather than selling a specific set of products, they have an advantage as the economy evolves because they have many merchants who as a group can adapt to changes, and they can add new merchants that are a good fit with new economic conditions (and drop those that are not). Traditional companies like RBC, CNR, and Enbridge need to invest a lot of time and money into building an online presence. They are also in the specific sectors of banking, railways, and pipelines, which means their businesses are directly affected by any economic changes that impact those sectors.

Chapter 2 Case Study: Tourism New Brunswick 1. What benefits does visiting New Brunswick offer to different segments? Provide examples of both hedonic and utilitarian value.

Hint: Think about the value offered by different tourist activities: shopping, eating out, museums, parks, etc.

Answer: Travelling to New Brunswick can offer hedonic and utilitarian value to different segments. Utilitarian value from travelling might include the ease of travelling within Canada (no passport required), being able to get a direct flight to Fredericton, or being able to purchase tickets to attractions ahead of time; the value here stems from convenience and other aspects that help consumers accomplish travel planning, or the act of travelling itself. Hedonic value from travelling might include the joy of exploring somewhere new, tasting local foods, finding souvenirs to take home, and experiencing unique attractions like the Bay of Fundy; the value here stems from the emotions and gratification that are experienced during and after travel.

2. If the quality of New Brunswick’s offering is defined as Q = f(p, w, x, … z), what are the key characteristics (x, y, and z) that will determine its success?

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Hint: What makes tourist attractions valuable? Price? Fun? Learning?

Answer: Key characteristics might include ease of travel, cost of travel (flights, accommodations, etc.), number of attractions, uniqueness of attractions, quality and availability of accommodation, quality and availability of transportation (e.g., car rentals), quality and availability of restaurants, and even cultural aspects such as the friendliness of the locals.

3. How might those key characteristics (x, y, and z) differ among the target groups that Tourism New Brunswick has identified?

Hint: Would the “mini van” segment value price the same way as the “no-hassle” segment?

Answer: Some segments, such as the No-Hassle Travellers, might be more interested in characteristics such as ease of travel or availability of ground transportation after arriving in New Brunswick. The Mini Van and Vin Rouge segment of consumers, who likely have children, may be more interested in characteristics such as cost or the child friendliness of restaurants and attractions.

4. Given these key characteristics, what might a perceptual map of New Brunswick and other tourist destinations look like?

Hint: Consider drawing a map with one utilitarian and one hedonic axis (e.g., price and fun) and comparing it with other Canadian destinations such as British Columbia, Alberta, or Prince Edward Island.

Answer: Characteristics such as cost of travel and uniqueness of attractions, or ease of travel and number of attractions, could be dimensions on which to build a perceptual map. It is important to clearly define the ―competition‖ here—who is Tourism New Brunswick competing against in terms of tourist destinations (i.e., what other destinations will go on the map)? There is some flexibility here—the competition could be other East Coast provinces, other top Canadian destinations, U.S. destinations, etc. The answer to this question will help guide the selection of dimensions and will determine what the final map looks like. It is critical to clearly position each tourist destination in the appropriate quadrant and to consider key characteristics and hedonic and utilitarian value from the consumer’s perspective. Different PRIZM segments could also be considered and their ideal points mapped.

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5. Go to https://prizm.environicsanalytics.com and enter your postal code. You can see which PRIZM segment you belong to. Does the segment overview accurately describe you and your neighbours?

Answer: Answers will vary. Sometimes the segment descriptions will be very personally accurate for you, while sometimes the descriptions might better describe your parents or neighbours. If other students have different answers, this provides an opportunity to discuss the various segmentation characteristics (demographics, psychographics, geography) and their application to marketing strategy.

Chapter 3 Case Study: Go Elks! Updating Outdated Brands 1. Are you aware of any other brands that have recently changed their names, logos, or products? How did consumers react to these changes? How did these brands manage the change process?

Hint: Look up the story of the Chicago Blackhawks, who are keeping their team name.

Answer: To answer this question, you might recall an example of your own, or you can look up press coverage on some of the other brands mentioned in the case. Press coverage and brand press releases should offer good insight into consumer reactions and how brands managed these processes. Since the Elks went through a long process of considering whether to change the name, deciding not to change, doing more consulting, and then deciding to change it after all, it might be interesting to find an example of a swifter process to compare and contrast brand management and consumer reactions.

2. Perceptions and attitudes are constantly changing. At what point should brands act? Did the Edmonton Elks wait too long, or time it right?

Hint: Do you think different segment’s perceptions and attitudes change more quickly or slowly?

Answer: This is a tricky question; some insights might be gained from comparing and contrasting the previous examples, especially among sports teams, to see who changed earlier versus later and with what consumer reactions. If done too early, fans might react poorly because they do not see the need for change; if done too late, consumers might react poorly to a brand dragging its heels, especially if the rest of the market has already updated. It’s important to note here that while perceptions and attitudes do change in 6

society, this tends to happen slowly over time, and the speed of change varies among segments; perceptions can be quite sticky. In the Elks’ case, another factor is the length of the process the brand engaged in and the fact that they waffled about changing the name; this process might also have generated negative perceptions and altered consumers’ perceptions about whether the Elks timed it right.

3. Why did some segments of the market react differently to the Elks’ name change? Did they have different perceptions of the team, or different levels of involvement with the team that might have played a role?

Hint: If you were an Elks fan before their name change, what team name are your attitudes and feelings most strongly associated with?

Answer: Demographic characteristics like age, gender, and location seem to converge on fan status as a key segmentation variable; fans were less likely to want the team name to change, because they were involved with the team. Positive memories and perhaps even their identity were tied up with the old name. Thus, their perceptions of the old name were likely much more positive and less focused on its negative aspects.

4. How can the Edmonton Elks help consumers learn to use and embrace their new name?

What learning could be employed?

Hint: Think about how to use classical conditioning or reinforcement.

Answer: Both types of unintentional learning could be employed here. Classical conditioning could be used to build new associations between the team, positive feelings, and the new name by consistently pairing the new name with everything (good) to do with the team. Building this new association will take some time because the old name is strongly linked in consumers’ associative networks to the team (this is particularly true for fans).

Instrumental conditioning and reinforcement could also be used and are interesting to consider in the sports context. Reward and punishment are associated with team wins and losses, so the team’s performance might impact attitudes toward the new name (and toward the team in general). However, there may be other ways to reward consumers and create positivity toward the new name off the field, through community outreach or other publicity events (free branded merchandise, meeting the players, doing charity work, etc.).

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Chapter 4 Case Study: Cars That Drive Themselves 1. Did Google and Uber make the wrong choice in making such bold predictions in the mid2010s? Did the product garner too much attention?

Hint: Consider how much progress Google and Uber have made since those mid-2010 predictions, but also think about the value of garnering such attention early in the development of a new product.

Answer: Revolutionary technologies ranging from the internet and artificial intelligence to blockchain and quantum computing are often accompanied by a great deal of hype when they first enter the public consciousness. Self-driving cars create a lot of excitement; however, like many futuristic high-tech products, they are likely to take longer to become a normal part of our everyday lives than proponents initially expected.

2. Are self-driving cars a poor fit for consumers’ product schemata? Why or why not?

Hint: Consider how easy is it to imagine a car versus how easy it is to imagine a car driving by itself.

Answer: Self-driving cars are automobiles, and consumers are very familiar with automobiles, so in that sense they are fairly easy to fit into a ―car‖ schema. At the same time, a central node in the associate network for automobiles is that they are driven by humans, so in that sense self-driving cars are more difficult to incorporate into existing schemas.

3. Autonomous vehicles are a new product. Do you have a social schema for the people who will first adopt these products? How do you think that social schema will change over time?

Hint: Imagine the people (or segments) that will be the first to adopt autonomous vehicles.

Answer: New products that are quite different from previous products tend to be initially purchased by a small number of early adopters. The experience these consumers have with the product can often influence how quickly others adopt it. Early adopters tend to be more willing to take risks and they tend to be more enthusiastic about the product

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category. If successful, over time the product will enter the mainstream, and the social schema will begin to look more like the general population.

4. Could you map out your associative network for Waymo? How does it differ from an associative network for a traditional car?

Hint: Think about what you associate with Waymo and what you associate with a traditional car.

Answer: Formerly Google’s self-driving car project, Waymo aims to offer a safe driving experience inside and outside of self-driving cars. There are many possible associations to the company, including high tech, transportation, convenience, futuristic, etc.

5. In the long term, what impact do you think self-driving might have on consumer information processing? Will there be effects on sensory memory? Working memory?

Long-term memory?

Hint: Imagine what a trip in a self-driving car will be like and think about where your attention will be drawn that might (or might not) be different from a traditional car ride.

Answer: It is always difficult to predict long-term effects of a new technology. It is likely, however, that self-driving cars will influence consumers’ memories related to the transportation experience because without having to focus so intently on driving the vehicle, consumers can pay more attention to other things. For example, the type of information encoded and retrieved (working memory) will be different during transportation because self-driving cars will allow the consumer to focus on different aspects of the trip. Similarly, sensory memories will likely be different as the consumer does not have to focus on the road and the cars around them; they can instead look more broadly at their surroundings or even other information inside the car. This could change how people remember and think about their surroundings during a drive (e.g., the morning commute or going shopping). It might also change how marketers interact with consumers while they are being transported. As working and sensory memory change, this will also affect long-term memory.

Chapter 5 Case Study: Raptors’ Superfan: Nav Bhatia 9

1. According to Maslow’s hierarchy of needs, what value do the Raptors provide to their fans?

What value do the Raptors provide to Bhatia? What value might Bhatia provide to other fans?

Hint: For this question, think back to Maslow’s hierarchy and consider which level of the hierarchy sports fans would land on, including Bhatia. Does having a superfan that other fans can connect with impact where one might fall on Maslow’s hierarchy?

Answer: Being a fan makes you part of a community that cheers for a team and its players.

This gives fans a sense of belonging. When the team is winning, especially when it wins championships, as the Raptors did in 2019, the self-esteem of the fans can be positively affected. The Raptors’ recognition of Bhatia as a superfan may impact his self-esteem and possibly even lift him to self-actualization. It certainly creates a strong sense of belongingness. As a superfan, Bhatia helps the Raptors create a sense of community for other fans. He can help create a greater sense of belonging and possibly even enhance self-esteem.

2. Beyond the Raptors’ performance on the court, what else does the team do to facilitate emotional involvement? What role might arousal play in the lives of sports fans?

Hint: Regarding the first part of this question, it might be helpful to think about all the other touchpoints the Raptors have with fans outside of the games. For the second part of the question, it might be worth asking yourself how you feel watching an exciting game.

Answer: Professional sports teams like the Raptors do a lot to try to facilitate emotional involvement with their fans. This can include everything from selling merchandise (so fans can wear the team jersey) to getting players involved in the community (so fans can feel connected on a personal level to the stars of the game). Arousal is important in sports, so attending a Raptors game is a very different experience than other types of entertainment (e.g., attending the symphony or reading a book) because it is a highly arousing experience.

It would be difficult to be in the stands with other fans screaming around you, loud music blaring, and players giving it their all without feeling excited. Positive, high arousal events tend to generate powerful and memorable experiences.

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3. Is emotional contagion relevant to sporting events, like Raptors games? What effect might that have on team loyalty? On merchandise sales?

Hint: To answer this question, imagine what it is like to be at a game for your favourite team with thousands of other people like you all cheering the players on. How might that powerful emotional experience extend beyond that one game?

Answer: Absolutely! Especially when their experience is lived with thousands of other fans simultaneously. This is one of the reasons fans will stand outside in Jurassic Park even in bad weather to watch a game. The excitement and energy of others is contagious, and it elevates the emotional experience. Those types of experiences tend to create loyal fans, and those fans tend to buy tickets and merchandise.

4. What type of appraisal might Raptors’ fans engage in? What emotional and behavioural reaction is that appraisal likely to generate? Does it make a difference if they are winning or losing?

Hint: To answer this question, look back to Exhibit 5.5 and think about the visceral responses of Raptors fans to the emotions they are feeling.

Answer: Sports teams tend to generate visceral responses. Games are often high arousal events. Fans engage in anticipation appraisal as they think about upcoming games and events. They also tend to engage in outcome appraisal. When your team wins it can evoke emotions like joy, pride, and happiness.

Chapter 6 Case Study: Twitch 1. What personality traits might you expect among top Twitch streamers? Are these traits shared by viewers? Do they differ from less popular Twitch streamers?

Hint: To answer this question, think about the different personality traits and their possible correlation with streaming. For example, are Twitch streamers more likely to be extraverts or introverts?

Answer: Top Twitch streamers are likely to exhibit traits like competitiveness, innovation, extraversion, and creativity. Some of these traits may be shared by viewers and less popular Twitch streamers; however, it is also likely that many viewers will be more introverted and agreeable. Of course, personality traits of all types are likely to be 11

present to some extent in top Twitch streamers, less popular Twitch streamers, and their viewers.

2. How would you describe the relationship between viewers and top Twitch streamers?

Does sex appeal play a role in Twitch streamers’ popularity?

Hint: To answer this question, you might want to Google some of the top Twitch streamers in Canada and consider how they present themselves to their audiences.

Answer: Viewers are likely to be fans of the top streamers. They are also likely to have a ―consumer-brand‖ relationship given that top Twitch streamers with millions of followers are actually brands in and of themselves. There is definitely an interdependence between consumers of Twitch content and the streamers, and possibly even some level of intimacy and passion when a viewer is heavily committed to intense viewing on a regular basis.

Given the brand personality of many top Twitch streamers, it does seem that sex appeal may play a role.

3. Does Twitch itself have a brand personality? How would you describe the relationship between consumers and the Twitch brand?

Hint: To answer this question, recall what a brand personality is and how Twitch’s personality might be perceived by consumers who use the platform.

Answer: Like any brand, Twitch has a personality. However, the stronger relationships are likely to develop between viewers and streamers rather than between viewers and the platform itself.

4. What demographic segments does Twitch serve? What psychographic segments does Twitch serve?

Hint: To answer this question, review demographic and psychographic segmentation and think about who Twitch is likely targeting.

Answer: Twitch serves a large variety of demographic segments across age, gender, and ethnicities. In general, however, Twitch’s demographic is likely to skew younger.

Psychographically, using a VALS approach, you might describe Twitch viewers as ―Experiencers‖ and streamers as ―Makers.‖ 5. What impact might watching a Twitch stream have on consumers’ self-concept?

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Hint: To answer this question, think about the positive and negative effects that watching a Twitch steam might have on a consumer’s self-esteem or body image or other aspects of their self-concept.

Answer: It is likely that Twitch viewers will incorporate their experiences on the platform as part of their self-concept in a similar way that a Raptors fan might incorporate the basketball team into theirs. For Twitch streamers, the platform gives them an opportunity to express themselves, which is also likely to have a significant impact on their self-concept. As stated in this chapter, consumers express their self-concepts by purchasing and displaying various products (such as signing up to and watching Twitch streams), and products help define how consumers see themselves (which streams are consumed and how that might change an individual’s view of themselves).

Chapter 7 Case Study: Changing Attitudes about . . . Bugs 1. How would you describe North American consumers’ current attitudes toward eating insects?

Hint: What ABC components are involved? What function do these attitudes serve?

Answer: Applying the ABC approach to attitudes, insect attitudes are composed of negative affect (disgust), cognitions/beliefs (insects taste bad), and behaviour (avoidance). Such attitudes might serve the utilitarian function of minimizing punishment by avoiding the presumed negative outcomes of consumption.

2. Do the chefs and celebrities who are trying to convince consumers to eat insects have source credibility? Why or why not?

Hint: Consider the components of credibility, such as expertise and trustworthiness.

Answer: It depends; credibility is composed of expertise and trust. Chefs are likely to have credibility as a result of their training and experience, which conveys expertise and trust. Celebrities’ credibility might vary. While consumers might trust celebrities, their food expertise likely varies, which might decrease their credibility. However, the matchup hypothesis and source meaningfulness are also relevant here: Celebrities who are foodies or who are passionate about saving the planet would likely be better spokespeople than those who have no connection to the issue.

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3. From a hierarchy of effects perspective, how would you describe the process that a consumer might go through when adding insects to their diet?

Hint: In what order might different consumers’ ABC components be formed, depending on their experiences with insects?

Answer: Convincing consumers to eat insects could employ high-involvement (cognition-affect-behaviour) or behavioural influence (behaviour-affect-cognition) hierarchies. The high-involvement approach would involve using strong arguments to change people’s beliefs and negative feelings about insects; these could revolve around health benefits or benefits to the planet. The behavioural influence approach would try to get consumers to act—to try insect dishes—and thereby change their beliefs and affect (when they realize it doesn’t actually taste that bad). This might require ―hiding‖ the insects, either by using ingredients like cricket flour or by presenting the food in ways that minimize affective responses (disgust) to encourage some initial approach behaviour.

4. How can insect proponents change consumers’ attitudes toward consuming insects?

Hint: Consider how to use the ATO model to influence evaluation ratings or belief ratings.

Answer: The attitude-toward-the-object model and the behavioural intentions model could both be applied to figure out how to change consumer attitudes. Consumers’ beliefs and evaluations about different attributes that are important for insect attitudes could be assessed. This could provide insight into how to shift attitudes by identifying which beliefs are most important (e.g., tastiness) and which evaluations are strongest (e.g., bugs are not tasty). This might also highlight some attributes that currently don’t contribute to consumer attitudes, such as how healthy insects are. Adding these attributes by increasing consumers’ knowledge about the benefits of insects could improve their attitudes, as long as these attributes are evaluated positively.

The behavioural intentions model can also play a role in changing attitudes because of the subjective norm component: Consumer attitudes might shift if they can be convinced that reference groups (e.g., friends, celebrities, chefs) think they should eat insects, as long as they are motivated to comply with those beliefs.

5. Based on the elaboration likelihood model, how could you convince consumers who were high versus low in involvement to try insects?

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Hint: Think about the ELM process and when different types of cues and arguments should be used.

Answer: High-involvement consumers will rely on central cues and can be convinced by strong arguments about the health benefits of insects, the benefits to the environment, and the ability to use insect ingredients in place of regular ingredients (e.g., cricket flour).

Low-involvement consumers will rely on peripheral cues and can be convinced by positive imagery (attractive-looking insect-based food), music, attractive celebrities, etc.

Chapter 8 Case Study: T&T Supermarket 1. A culture gives meaning to objects and activities, such as food and cooking. How does T&T Supermarket give a different meaning to food and cooking, as compared with a more conventional Loblaw’s Superstore?

Hint: What kind of value might consumers get from trying new or unfamiliar foods?

Answer: For non-Asian Canadian consumers, T&T Supermarket offers the opportunity to experience a different culture’s foods and food-buying experience. Traditional supermarkets typically do not offer tanks full of live fish or the range of produce and spices on offer at T&T Supermarket. Food is one of the defining elements of any culture, and providing a venue where consumers can immerse themselves in another culture’s food can open doors to another way of living. While buying groceries at the local Loblaw’s may be a mundane task to be dreaded, shopping at T&T Supermarket becomes an adventure in discovery—an experience that offers hedonic and utilitarian value.

2. Looking at the differences in core societal values (CSVs) for Canada and China, how does T&T Supermarket appeal to both cultures?

Hint: Referring to Exhibit 8.5, consider what CSVs might be relevant for T&T’s offerings and how Canada and China are the same or different on these dimensions.

Answer: China scores far higher than Canada on power distance (+41), indicating a greater tolerance for hierarchy and power disparity at work, at home, and in society at large. This knowledge can be applied to marketing to Chinese Canadian consumers by using an authority figure as a spokesperson, for example. A much lower individualism 15

score (–60) implies that Canadians value autonomy and individual rights far more than their Chinese counterparts. In marketing to non-Chinese Canadians, T&T Supermarket could focus on the pleasure consumers will experience in trying new foods and styles of cooking, while Chinese Canadian consumers may respond better to an emphasis on providing delicious, traditional food for their family and friends. A somewhat higher masculinity score for China (+14) indicates more emphasis on traditionally male attributes such as assertiveness and control, while somewhat lower uncertainty avoidance scores for China (–18) imply an openness to new experiences. Since neither country scores particularly high on uncertainty avoidance, consumers of both cultures may be willing to try something new, such as unfamiliar food (for non-Chinese Canadians) or a new way of buying it (for Chinese Canadian customers). Finally, China scores much higher on long-term orientation (+51) than does Canada, implying that Chinese consumers may seek to develop long-term relationships with the people they do business with, while Canadian consumers may be much more interested in immediate gratification (expecting to be able to buy what they want and use credit if they do not have the cash on hand).

3. What CSV dimensions might make countries (and consumers) more open to products and experiences that are not from their first culture?

Hint: Consider which dimensions relate to risk and other relevant factors.

Answer: Uncertainty avoidance is a CSV that is broadly relevant to being open to products and experiences that are not from one’s first culture, and being open to buying from firms that are not from one’s first culture. The lower a culture is on uncertainty avoidance, the more open they are to trying new things; the higher a culture is on uncertainty avoidance, the more uncomfortable they are with things that are unknown.

However, other CSV dimensions might also be relevant, depending on the product category. For example, indulgence might be relevant for grocery or food products, while long-term orientation might be relevant for financial products like loans or mortgages.

4. How does a business like T&T Supermarket affect acculturation?

Hint: Does it help Canadians learn more about Asian culture? Does it inhibit Asian immigrants from learning about Canadian culture?

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Answer: To the extent that food is an important cultural element, a store such as T&T Supermarket helps Canadians learn about Asian cultures by sampling its food and interacting with employees and other shoppers. For Canadian consumers, this provides some acculturation into cultures other than their first culture. Conversely, by providing Asian Canadians with the foods they have grown up with, T&T provides access to cultural elements these consumers know through enculturation into their first culture.

Depending on their degree of acculturation (see below), a store such as T&T Supermarket may inhibit acculturation to Canadian culture by providing a shopping environment that offers goods and services familiar to Asian immigrants from their first culture. Overall, while T&T Supermarket anticipated that most of its clients would be Asian, seeking out foods to which they had been introduced through enculturation, acculturation in fact played a role as well, attracting other consumers who were eager to sample a different culture’s cooking.

5. In terms of degrees of acculturation (e.g., biculturals, assimilators), which market segments did T&T Supermarket start out serving, and which do they serve now?

Hint: Review section 8-3b.

Answer: T&T Supermarket likely started out serving primarily ethnic affirmers (high affiliation with first culture, low affiliation with second culture)—Asian immigrants in Canada who preferred first culture products. However, T&T Supermarket was likely also serving biculturals (high affiliation with first and second cultures)—these individuals can help diffuse products and may have helped spread the word to other consumers, which helped T&T grow.

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Chapter 9 Case Study: Lululemon—and Marketing—for All 1. How would you define the yoga microculture in terms of its audience demographics?

Does it make sense to define this microculture in terms of age and gender? How about geography, generation, social class, or ethnic background?

Hint: Think about who you know that does yoga and what demographics describe them.

Answer: Yoga microculture was initially concentrated among female consumers; while it has spread beyond that, most yoga practitioners in North America are female (72 percent) and between the ages of 30–49 (43 percent). Similarly, the yoga-practitioner segment tends to be urban, educated, and have a higher-than-average income. Psychographically, in terms of motivations, individuals practise yoga to relieve stress, feel happier, and improve their physical health.

2. What aspects of lululemon’s brand and offerings made it possible for the company to grow into a global brand that appeals to many consumers?

Hint: Think about how and when lululemon expanded its offerings.

Answer: In some ways, lululemon lucked out: Their offerings were already available at a time when athleisure (athletic clothing worn as everyday wear) was becoming more popular and accepted in North American culture. In combination with the utilitarian value lululemon offered in the form of high-quality pants and clothing, this cultural shift helped lululemon break out of their original yoga-practitioner segment and into the mainstream.

Similarly, while some of their products already had broad appeal (yoga pants and hoodies need not be worn only for yoga), they also expanded their offerings to include jackets, non-yoga pants, and other products that were even more broadly appealing.

3. What parts of lululemon’s brand and offerings appeal to specific microcultures but might not appeal to a more general audience?

Hint: What aspects of lululemon might appeal to specific microcultures’ values and tastes?

Answer: Lululemon’s more specific exercise products, such as yoga mats or yoga mat bags, might appeal only to the yoga microculture.

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4. What is your perception of lululemon? Is it a women’s brand, a men’s brand, or both?

Does this perception change your likelihood of purchasing from them?

Hint: Think about your own experience with lululemon. Reflect on your shopping behaviour toward them and that of other people you know.

Answer: Answers may vary depending on your own individual experiences with lululemon and your observations of who wears it. If your classmates have different perceptions, you can discuss whether these perceptions differ across consumers and segments, and why this matters for lululemon, especially as they try to keep growing.

5. Has yoga microculture influenced mainstream culture in North America? If so, how? If not, why not?

Hint: How many people do you see wearing leggings?

Answer: One could argue that yoga microculture has successfully influenced mainstream culture by making consumers aware of yoga and its benefits. In 2022, approximately 20 percent of Canadians practised yoga, and 35 percent of these individuals were between 18 and 35. Thus, yoga practice itself has grown rapidly since the beginning of its popularization in California in the 1960s. Even more, however—partly spurred by lululemon’s popularity and partly by the COVID-19 pandemic—yoga wear, and especially yoga pants, have become mainstream in the form of athleisure wear. Yoga pants are now everyday wear for millions of consumers—this can be observed by simply watching consumers and by the popularity and prevalence of other brands that make yoga pants (see if you can name or find some lululemon competitors!).

6. Should companies always segment by sex, like lululemon (or Bic)? Why or why not?

Hint: Think of companies (and product categories) that offer value across genders.

Answer: Companies should not always segment by sex. If there is a compelling reason to offer different products to males and females (e.g., size, fit), then segmenting by sex makes sense and seems acceptable to consumers. But the backlash for products like pens, candy, or children’s toys, where there does not appear to be a reasonable basis for segmenting by sex, shows that companies should be careful in selecting bases for segmentation. Companies should also keep in mind that segments exist in the marketplace—companies should do research to discover what segmentation variables

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make sense for a particular product. They should not create segments by predetermining characteristics (like sex) that they think are important.

Chapter 10 Case Study: Anger, Amusement, and Fear—Oh My! 1. Why do you think high levels of arousal are a key driver of viral marketing?

Hint: What happens physiologically when we are aroused?

Answer: When we feel high levels of arousal, we are motivated to act. An easy way to act is often to engage with others, to tell them what we saw and express how we’re feeling. This action helps us regulate our feelings of high arousal.

2. What type of power do viewers wield when they share high-arousal content, such as fake news, on social media?

Hint: Review the types of power earlier in the chapter.

Answer: Viewers might share high-arousal content because of referent power (somebody they admire posted the content) or because of expert power (they want to demonstrate their knowledge).

3. What type of reference group influence is at play when tweets persuade people that fake news is true?

Hint: Consider what sorts of other people consumers follow on Twitter and other social media platforms.

Answer: People might believe content posted by reference groups because of all three types of influence: informational influence (the information was shared by group members who are trusted), utilitarian influence (believing what group members say likely leads to rewards and avoids punishment), and value-expressive influence (believing what group members say because of pre-existing shared values and beliefs). Reference group influence on social media is strong because it is a public good—everybody can see what content you endorse, especially if you engage with the content by liking, commenting, or sharing it.

4. How susceptible are you to interpersonal influence? Do you watch videos that others share with you? Do you believe fake news when others share it?

Hint: Recall the last thing you shared and consider why you shared that particular content: What was the content? Who had posted it?

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Answer: Answers may vary about how susceptible you think you are to interpersonal influence—but note that we tend to think we are less susceptible to influence than others, even if this is not true! Try this: Answer the items from Exhibit 10.3 yourself (the Sample Items from the Attention to Social Comparison Information Scale), and then ask a friend to complete the items on your behalf, as objectively as they can. Compare their answers with yours. Do they think you’re more susceptible to social comparison than you think you are? What might this mean for your behaviour, online and offline? Do you watch others’ videos or believe fake news? To answer these last two questions, try to think of examples of videos that have been shared with you. Try to think of videos shared by different reference groups (e.g., friends, family, strangers) and videos that contained different types of content (e.g., news, fun). Consider which of these different videos (posted by different people) changed your beliefs or your behaviours (watching, commenting, sharing).

Chapter 11 Case Study: Canada Goose 1. What types of situational influence has Canada Goose relied on for its success?

Hint: To answer this question, think about how the different types of situational influences play a key role in the decision to buy Canada Goose products.

Answer: Situational influence is an important part of the Canada Goose brand. Time is important to Canada Goose, as the brand was built around one season: winter. Place is also central to the brand, as Canada is part of the name and use in cold climates is built into the core of the products. Even the celebrity collaborations and promotions can be thought of as a situational influence condition, as they aim to affect consumers’ motivations when they go shopping.

2. Do you think advertiming could play a role in the brand’s communications with its customers?

Hint: To answer this question, think about the definition of advertiming and when consumers might be more open to a Canada Goose advertisement.

Answer: Yes, Canada Goose aims a lot of their advertising at the fall and winter seasons when people are going to need the products they sell.

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3. Could a Canada Goose parka be an unplanned or impulse purchase? Or is it more likely that its products would be better described as the result of acquisitional shopping? Is epistemic shopping likely to play a role in the purchase of Canada Goose products?

Hint: To answer this question, think about the definition of unplanned and impulse purchases versus acquisitional shopping and epistemic shopping.

Answer: Almost any product can be an unplanned or impulse purchase; however, an expensive parka aimed at a particular season may be a planned purchase more often than not. In other words, Canada Goose products are more likely to be a result of acquisitional shopping—that is, part of a specific and intended consumer purchase. It may also be epistemic because buying a winter parka may requiring learning more about how different parkas are made and which ones are likely to be better under different conditions.

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4. What kind of value do customers get from Canada Goose?

Hint: There are likely many types of value that a customer could get from Canada Goose. To answer this question, review the different types of value that have been discussed in this chapter and think about how Canada Goose might deliver that value to consumers.

Answer: There is a lot of utilitarian value in a good coat for consumers who live in colder climates like Canada, but there are many ways to stay warm and the Canada Goose brand can also deliver some hedonic value (i.e., owning the coat and displaying the brand may bring some personal gratification that goes beyond just being warmer on a cold day).

5. How important are buying power and third-party payments likely to be in the decision to purchase a Canada Goose parka?

Hint: To answer this question, consider the cost of the product and buying power of the target customers. Also think about arrangements Canada Goose has made with thirdparty payment systems and the extent to which those arrangements help offset the perceived cost for consumers.

Answer: Canada Goose parkas are not cheap, so buying power plays an important role.

Most of the time, making this type of purchase will involve a third-party payment like a credit card, as paying cash for a large purchase is less convenient and does not bring with it the reward points or other incentives that credit cards often offer.

Chapter 12 Case Study: Peloton: Riding the Ups and Downs of Pandemic Consumer Behaviour 1. How do utilitarian and hedonic values influence the choices consumers make when buying a Peloton? Consider this question both when pandemic restrictions were in place and when they were lifted.

Hint: To answer this question, review the definitions of utilitarian and hedonic values. It might also be useful to think about how consumers might perceive Peloton’s function and the fun of owning a Peloton under pandemic restrictions and when they are lifted.

Answer: During the pandemic the utilitarian need for home exercise equipment was high, especially during lockdowns that occurred in many parts of the world. The hedonic 23

value of the bike was also quite high during the pandemic when there were far fewer alternatives to get together with others for an in-person exercise class. After restrictions were lifted, both types of value decreased because people had other options outside their homes for exercise and socialization—not surprisingly, Pelton sales dropped off significantly.

2. Are Peloton owners likely to be loyal based on brand inertia?

Hint: To answer this question consider the role of Peloton’s brand in the purchase and continued use decision.

Answer: Subscription models can help create that inertia during the subscription period, but for those who are paying month-to-month that inertia is short lived. Ultimately, Peloton needs to build real loyalty among a larger segment of customers to be successful in the longer run.

3. What consumer risks did Peloton alleviate during the pandemic? How did that change between 2020 and 2022?

Hint: To answer this question, think about the risks that were of concern to consumers in early 2020 and how those perceptions of risk evolved over the following years.

Answer: Peloton likely alleviated social, physical, and time risks because it allowed consumers to join group exercise classes to stay in shape with less of a time commitment than is required when travelling to a gym. During the pandemic these risks were much higher for most people. By 2022 the social and physical risks, while still present, were not as strong. The time risk may still be there for many people who find working out at home more convenient and less time-demanding than going to a gym.

4. When Peloton’s sales were booming, what do you imagine the average purchasers search process looked like?

Hint: To answer this question, consider the extent to which Peloton buyers might have engaged in search before a purchase. What approaches to searching and, potentially creating a consideration set, do you think they went through?

Answer: It seemed like searches were abbreviated during this time. Demand for the product was very high and talk about Peloton bikes was everywhere. For some consumers, these may have been expensive impulse purchases.

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5. What decision-making perspective do you think best describes the choice consumers made to buy a Peloton bike during the pandemic? Did that perspective change when the pandemic restrictions were lifted in 2022?

Hint: To answer this question, review the chapter section on decision-making perspectives and consider which perspective is more likely in the Peloton purchase process at different stages of pandemic restrictions.

Answer: During the pandemic many Peloton purchases were best described as being consistent with the experiential perspective. Decisions were being heavily influenced by feelings—such as the need to have some fun and to connect with other people. In and after 2022, a more rational perspective seems to have taken over and consumers were considering competitive offerings as well as other ways to connect with people and have fun.

Chapter 13 Case Study: Canada’s Housing Market: Buying a Home 1. What are the key evaluative criteria in choosing a home? What determines the evaluative criteria that a consumer will use in the home-buying decision process?

Hint: To answer this question, review the definition of evaluative criteria and the different types of factors that influence which criteria a consumer might use.

Answer: Evaluative criteria when buying a home include things like price, location, the age of the home, square footage, quality of finishes, and so on. Which evaluative criteria a consumer uses depends on what is important to them. For example, if the determinant criteria are price and square footage, then the consumer might live further away from the downtown core of a city.

2. What are some of the hedonic and utilitarian benefits of home ownership?

Hint: To answer this question, review the definition of hedonic and utilitarian value.

Answer: Homes provide some basic utilitarian benefits. For example, they provide shelter and security. They also provide hedonic benefits—for example, a place to entertain, relax, and share a meal.

3. What role does affect-based decision-making play in the choice of a home? Does this differ at all between renting and buying?

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Hint: To answer this question, consider the extent to which a consumer might rely on their feelings to make a decision when renting and when buying.

Answer: Although buying a home is a large financial decision, which may lead some to believe that emotion plays a minimal role, in fact affect is very important in the homebuying process. A home that feels comfortable, cozy, and evokes positive affect is likely to be preferred over one that has utilitarian benefits but does not ―feel right.‖ Some people may feel more attached to a home that they own; however, both renters and buyers make decisions on where they live that are influenced by emotion.

4. What might a compensatory model of the home purchase process look like?

Hint: To answer this question, review the attitude-toward-the-object model and think about some key attributes and how they might be weighted in a typical home-buying situation.

Answer: There are many possible compensatory models of home purchase—that is, a purchase decision that trades off poor performance on one attribute for better performance on another. In fact, this type of model might be quite common in many home purchases. For example, a consumer might decide to choose a less desirable location in exchange for a better price or more square footage. Similarly, a consumer might choose a small home that is more expensive to live closer to work or in a more desirable neighbourhood.

5. Would a consumer use noncompensatory rules to choose a home?

Hint: To answer this question, review the definition and automobile example of noncompensatory rules, including the conjunctive, disjunctive, and EBA rules.

Answer: Yes. However, this is difficult when buying a home because if a consumer has strict guidelines in terms of what they are looking for and what they are unwilling to compromise on, then they may not be able to find such a home on the market or they may have to pay much more for the home then they wanted to pay.

Chapter 14 Case Study: Shein: The Rapid Rise of a $100 Billion Fashion Brand 6. How does Shein facilitate the link from consumption to satisfaction for its customers?

Hint: To answer this question, think about the basic consumption process shown in

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Exhibit 14.1 and how Shein influences consumers at each stage of the process.

Answer: Shein focuses on creating satisfaction through inexpensive and stylish clothing.

7. To what extent do you think Shein is focused on satisfaction? How about value?

Hint: To answer this question, think about what Shein is doing to differentiate itself from other apparel retailers. Are they doing things that would drive satisfaction or value or both, and to what extent are they focused on each?

Answer: Shein appears to focus on satisfaction, but it puts much more emphasis on price.

By keeping prices at very low levels, Shein offers its customers value.

8. To what might a consumer attribute the environmental criticism of Shein’s approach to fast fashion?

Hint: To answer this question, think about attribution theory and how consumers might respond to Shein products that have a negative impact on the environment because of the production and disposal process.

Answer: This depends on the consumer’s view of Shein’s approach to fast fashion. The environmental criticism could be attributed to the company because they put such a strong emphasis on price. Or it could be attributed to detractors and competitors who are trying to hurt the brand to make alternative products more attractive. How the consumer attributes this criticism could have a substantial impact on their willingness to buy from Shein.

9. What do consumers expect from Shein? How do those expectations influence postconsumption emotions, including satisfaction?

Hint: To answer this question, consider Exhibit 14.3 and review section 14-4 on expectations.

Answer: Shein’s consumers expect fashionable clothing at a very low price. If postconsumption the consumer feels the clothing is fashion—for example, they get compliments from others—then they are more likely to be satisfied as this is consistent with their expectations.

10. Do TikTok influencers affect Shein’s customer satisfaction?

Hint: To answer this question, consider how TikTok influencers might affect customers’ expectations or their perceptions of the company.

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Answer: TikTok influencers can affect satisfaction because they can have an impact on expectations. For example, if an influencer talks about the high quality of the clothing (thus increasing expectations of quality), but when the consumer buys something from Shein they don’t find it to be of high quality, this could lead to lower levels of satisfaction (or even dissatisfaction) with the purchase. An influencer might also affect satisfaction post-purchase by reaffirming to the consumer that the apparel they purchased is fashionable (helping to persuade the consumer that the clothing meets or even exceeds their expectations).

11. How can other companies compete with the extremely low prices and large selection offered by Shein?

Hint: To answer this question, consider the extent to which things other than low prices and a large selection affect consumer value. Is it possible to compete on any other attributes or benefits in the apparel market?

Answer: One way would be imitation—that is, offering similarly low prices and a large selection. Shein’s business model might be difficult to replicate, however, which could mean that competitors would have to emphasize other evaluative criteria and try to convince consumers to focus on determinant criteria other than price and selection. For example, a competitor might focus on quality. Shein also appeals to some demographic segments more than others—for example, younger and female consumers—so a competitor could focus more on other segments (the downside of doing this is giving up business from a potentially profitable segment).

Chapter 15 Case Study: Abercrombie & Fitch Is Cool Again 12. During the 2000s, CEO Michael Jeffries was quoted regarding the company’s focus on ―cool kids‖ and its willingness to exclude others multiple times. Why did it take so long for the negative WOM to catch fire?

Hint: Think about cultural and social norms in the early 2000s (were they different?), as well as about who may (or may not) have heard Jeffries’ views during these years.

Answer: There are a few reasons why negative WOM about A&F might have taken awhile to catch on. First, the information may not have been spread widely enough early 28

on. Second, it may not have seemed so negative when the information first appeared, given that broader cultural shifts toward acceptance and inclusion are more recent. Third, consumers who were buying and wearing A&F, who may have been the most aware of the brand’s coolness (and exclusion), were probably less motivated than other consumers to share negative WOM about a brand they patronized. That said, when the negative WOM did catch on, it did so quickly because it inspired anger, a high-arousal emotion (see Chapter 10).

13. Do you shop at A&F? How would you assess your satisfaction from a previous purchase with A&F (or another clothing brand)? What outcomes of consumption occurred?

Hint: Check out Exhibit 15.1.

Answer: Try to think of a specific clothing purchase that you made from A&F or elsewhere; use Exhibit 15.1 to map out the process. Were you satisfied or dissatisfied, and was that because of expectations, attributions, or equity? Did you feel any specific emotions as a result? What behaviours did your satisfaction and emotion result in (e.g., Have you been back to that store? Have you spread WOM about your purchase?)?

14. What are the switching costs for a consumer who starts shopping at A&F instead of elsewhere?

Hint: Are these more likely to be relational, procedural, or financial?

Answer: Switching costs here are likely to be primarily procedural or relational.

Procedural costs would involve finding which sizes and styles work for a specific consumer at A&F instead of elsewhere. Relational costs might be involved if consumers have existing relationships with other brands or retailers (this might include specific salespeople). Depending on store locations or clothing prices, there may be financial switching costs as well.

15. How loyal do you think today’s A&F customers are? Is loyalty to A&F driven by consumer inertia or a deeper customer commitment?

Hint: Do clothing companies like A&F provide utilitarian or hedonic value?

Answer: From the case, it seems that customers haven’t always been loyal to A&F due to commitment—during A&F’s earlier successes, inertia likely kept consumers going, perhaps partly because of reference group influence (it was the cool brand). However, bad publicity and A&F’s exclusionary practices eventually became strong enough forces 29

to motivate consumers to change and abandon the brand. That said, there were enough loyal customers to keep the brand going even through rough times—and now it seems that the brand’s new positioning may be able to inspire enduring, commitment-based loyalty.

Chapter 16 Case Study: Counterfeit Products 16. Would you classify purchasing counterfeits as consumer misbehaviour or consumer problem behaviour? Why? Hint: Do consumers control their counterfeit purchasing?

Answer: Purchasing counterfeits is more of a misbehaviour than a problem behaviour, because usually it is within a consumer’s control whether they purchase a counterfeit. Of course, it is only misbehaviour when consumers purposely buy counterfeits, not when they unknowingly do so.

17. How do the three components of moral beliefs play into consumer counterfeit misbehaviour? Do you think counterfeit purchasing varies by country as well as by person?

Hint: Consider the roles of moral equity, contractualism, and relativism.

Answer: The three components of moral beliefs are moral equity, contractualism, and relativism. Moral equity beliefs in this case are about whether it is fair or just to purchase counterfeits. Consumers might think it is fair to purchase counterfeits from large, profitable companies (e.g., luxury brands). Contractualism, regarding beliefs about violating laws, is an interesting one in the case of counterfeits. While producing and selling counterfeits is illegal in Canada and many other countries, the act of purchasing a counterfeit for personal use is not technically illegal (even if the consumer knows it’s a counterfeit!). Finally, relativism involves beliefs about social acceptability. Depending on their reference group and on their general beliefs about others’ behaviours, consumers might view purchasing counterfeits as normative and acceptable. In short, assessing the three components of moral beliefs suggest that many consumers might not judge counterfeit purchasing as immoral.

18. What deontological and teleological considerations might consumers ponder prior to making a counterfeit purchase?

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Hint: Remember that these considerations distinguish between actions and consequences.

Answer: Deontological evaluations focus on actions, or how people accomplish purchasing counterfeits—is this action right or wrong? Teleological evaluations focus on consequences and people’s assessments of those consequences—will I get caught if I buy a counterfeit? Who would it harm? Note that the moral beliefs outlined above will help determine consumers’ deontological and teleological considerations. For example, beliefs about equity and contractualism might lead consumers to judge the act of purchasing counterfeits as right or acceptable, while beliefs about equity might also lead consumers to judge the consequences or the harm as minimal—especially if a major corporation is involved.

19. What motivates consumers to purchase counterfeit goods?

Hint: Can you map the motivations discussed in the case to the earlier motivations for consumer misbehaviour?

Answer: Motivations such as unfulfilled aspirations, thrill-seeking, lack of moral constraints, and opportunism might all increase the likelihood of purchasing counterfeit goods. The research cited in the case suggests that unfulfilled aspirations might be a critical motivator for counterfeits.

20. Based on this research, how can firms decrease the likelihood that consumers will purchase counterfeits?

Hint: How “loud” or “quiet” should products be to avoid being counterfeited?

Answer: The research cited in the case suggests that firms could decrease counterfeiting by making their products ―quieter‖—that is, products with less conspicuous logos or less recognizable patterns may be less likely to be counterfeited.

Integrative Case Study: Manitobah Mukluks: Purpose Built for Social Impact 21. How does Manitobah Mukluks create value?

Answer: Manitobah Mukluks creates value through the fashion and quality of their products, but also through their unique positioning in the marketplace. In particular, they 31

have deep ties to Indigenous traditions and craftspeople, which differentiates them from many winter footwear competitors.

22. Which variables do you think play key roles in segmenting the winter footwear market in Canada? How does Manitobah Mukluks’ positioning differ from its competitors’?

Answer: Geographic segmentation plays a role, as Mukluks’ products are meant for colder climates. The company also has a clear psychographic positioning aimed at people who value the fashion and quality of the product, alongside the product’s Indigenous roots.

23. How has the brand been able to turn a utilitarian product into a hedonic experience?

Answer: Unique products that have a positive effect on self-esteem or self-concept can also create a hedonic—or good feeling—experience. In other words, rather than just keeping one’s feet warm, Mukluks may affect how people feel about themselves.

24. How does Manitobah Mukluks gain attention for itself in the marketplace?

Answer: The company gains attention through endorsements from celebrities ranging from Oprah to Kate Moss and Jessica Biel to Cindy Crawford. Being a purpose-driven brand also gains attention; for example, when they partnered with Autumn Peltier—an Anishinaabe rights advocate from the Wiikwemkoong First Nation on Manitoulin Island, Ontario—to amplify her work to end boil water advisories in Indigenous communities.

25. What associations, positive and negative, are connected to Manitobah Mukluks?

Answer: Mukluks has positive associations that include unique quality products, being purpose-driven, and creating a marketplace for Indigenous craftspeople. On the negative side, Mukluks has outsourced and offshored their production and they have been criticized for cultural appropriation (defined as members of a majority group adopting elements of a minority culture in an exploitative, disrespectful, or stereotypical way).

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26. What consumer motivations are Manitobah Mukluks tapping into?

Answer: From a Maslow’s hierarchy of needs perspective, Mukluks may tap into a variety of different motivations. Starting with the physiological (keeping people’s feet warm and dry in cold conditions), but also including belongingness (feeling part of a community) and esteem (being recognized as a person of worth). The purpose-driven aspect of the brand is especially important in creating that sense of belongingness and esteem.

27. What role might need for cognition play in the response of individual consumers to the differentiated message of Manitobah Mukluks?

Answer: Manitobah Mukluks wants people to think more about what they are buying.

They want their purpose-driven business model and emphasis on Indigenous craftsmanship to be important determinant criteria in the purchase decision. However, thinking more deeply about the brand may also bring up some of the negative associations—for example, outsourced and offshored production and criticisms of cultural appropriation (defined as members of a majority group adopting elements of a minority culture in an exploitative, disrespectful, or stereotypical way).

28. What role does a consumer’s self-concept play in their response to Manitobah Mukluks?

Answer: Self-concept may play an important role in consumer interest in Mukluks. For example, the company’s purpose-driven approach may appeal to and even affect the selfconcept of particular consumers. Similarly, the product is unique in its design and craftsmanship, which may also play a role in the purchaser’s view of themselves. In general, consumers tend to buy products that are consistent with their self-concept or who they would like to be.

29. How would you apply the elaboration likelihood model to better understand the message of Manitobah Mukluks?

Answer: Like many good marketers, Mukluks uses both the central and peripheral route when creating messages for its customers (and potential customers). For example, the company provides detailed information about its products, their design, and their ties to Indigenous history. The company’s story and its social impact also provide data for central route processing. At the same time, the celebrity endorsements and partnerships provide peripheral cues about the brand.

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30. What role might word-of-mouth play in the success of Manitobah Mukluks?

Answer: Unique products are often well suited to word-of-mouth. People like to talk about things that are different. The celebrity endorsements, Indigenous partnerships, company story, and social impact are all content for WOM marketing. The early success of the company was driven primarily by WOM. 31. How does Manitobah Mukluks facilitate consumers’ talking about the products?

Answer: The celebrity endorsements, Indigenous partnerships, company story, and social impact are all content for WOM marketing. The company also participates in events that are consistent with its purpose-driven brand—such as Autumn Peltier’s work to end boil water advisories in Indigenous communities.

32. How has this product category evolved from rational to experiential? What other product categories have evolved in a similar way?

Answer: It does seem like a great deal of Mukluks’ appeal is experiential, as the product is about much more than just quality footwear. Many other product categories have become increasingly experiential over time as brands attempt to better connect with customers. Beverage brands are just one example of a category that has increasingly included event-based marketing as part of the effort to reach consumers (e.g., Red Bull and the X Games). Telecommunications companies like Rogers have made a significant investment in sports in Canada, in part to connect the brand to the community. The once staid and dull world of grocery shopping has increasingly become an experiential event, ranging from in-store sampling and demonstration kitchens to live music and interactive product displays. In fact, in-person retail consumer marketing itself has evolved to be much more experiential in an effort to combat the ease and convenience of online shopping.

33. Why might customers of Manitobah Mukluks be satisfied? Or not?

Answer: The answer to this question depends on what they expected of the product (and shopping experience) and how they evaluated the product (and experience) after they made their purchase.

34. What drives loyalty for Manitobah Mukluks?

Answer: Loyalty can be driven by a variety of factors, including satisfaction, connection with the brand’s purpose, and how the brand (or products) makes the consumer feel.

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35. Do you think Manitobah Mukluks’ message of social impact and support for Indigenous artists is damaged by offshoring production to Vietnam?

Answer: This is a complicated question, and the answer likely differs among individual consumers or segments. Some consumers may make a compensatory decision such that the positive support for Indigenous artists offsets the negative offshoring of a historically local product. Others may make a noncompensatory decision such that they are unwilling to buy a product not made closer to home.

36. Is Manitobah Mukluks’ message authentic? Is there a risk for Manitobah Mukluks of being associated with cultural appropriation?

Answer: This is a risk, but it is one that Mukluks offsets by being authentic in their connection to Indigenous communities, including support for their Indigenous marketplace. They also have strong support from Indigenous influencers and activists, which lends further credibility to the authenticity of the brand’s message.

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