An Impact of Scale of Brand Equity (2001) and Scale of Cultural Values (2011) Boonghee Yoo, PhD RMI Distinguished Professor in Business, Dept. of Marketing and Int’l Business, Frank G. Zarb School of Business
Two of my journal articles show a similar pattern of citations.
Yoo and Donthu’s Scale of Brand Equity (2001) A multidimensional consumer-based brand equity scale (MBE) and an overall brand equity scale (OBE) drawn from Aaker's and Keller's conceptualizations of brand equity. Ten-item MBE Brand loyalty LO1. I consider myself to be loyal to X. LO2. X would be my first choice. LO3. I will not buy other brands if X is available at the store. Perceived quality QL2. The likely quality of X is extremely high. QL3. The likelihood that X would be functional is very high. Brand awareness/associations AW2. I can recognize X among other competing brands. AW3. I am aware of X. AS1. Some characteristics of X come to my mind quickly. AS2. I can quickly recall the symbol or logo of X. AS3. I have difficulty in imagining X in my mind. (r) Four-item OBE OBE1. It makes sense to buy X instead of any other brand, even if they are the same. OBE2. Even if another brand has the same features as X, I would prefer to buy X. OBE3. If there is another brand as good as X, I prefer to buy X. OBE4. If another brand is not different from X in any way,
Yoo, Boonghee and Naveen Donthu (2001), “Developing and Validating a Multidimensional Consumer-Based Brand Equity Scale,” Journal of Business Research, 52 (April), 1-14.
Yoo, Donthu, and Lenartowicz’s Scale of Cultural Values (2011) CVSCALE, a 26-item five-dimensional scale of individual cultural values that assesses Hofstede's (1980 and 2001) cultural dimensions at the individual level. Power distance PO1. People in higher positions should make most decisions without consulting people in lower positions. PO2. People in higher positions should not ask the opinions of people in lower positions too frequently. PO3. People in higher positions should avoid social interaction with people in lower positions. PO4. People in lower positions should not disagree with decisions by people in higher positions. PO5. People in higher positions should not delegate important tasks to people in lower positions. Uncertainty avoidance UN1. It is important to have instructions spelled out in detail so that I always know what I’m expected to do. UN2. It is important to closely follow instructions and procedures. UN3. Rules and regulations are important because they inform me of what is expected of me. UN4. Standardized work procedures are helpful. UN5. Instructions for operations are important. Collectivism CO1. Individuals should sacrifice self-interest for the group (either at school or the work place). CO2. Individuals should stick with the group even through difficulties. CO3. Group welfare is more important than individual rewards. CO4. Group success is more important than individual success. CO5. Individuals should only pursue their goals after considering the welfare of the group. CO6. Group loyalty should be encouraged even if individual goals suffer. Masculinity MA1. It is more important for men to have a professional career than it is for women. MA2. Men usually solve problems with logical analysis; women usually solve problems with intuition. MA3. Solving difficult problems usually requires an active, forcible approach, which is typical of men. MA4. There are some jobs that a man can always do better than a woman. Long-term orientation LT1. Careful management of money (Thrift) LT2. Going on resolutely in spite of opposition (Persistence) LT3. Personal steadiness and stability LT4. Long-term planning LT5. Giving up today’s fun for success in the future LT6. Working hard for success in the future
Yoo, Boonghee, Naveen Donthu, and Tomasz Lenartowicz (2011), “Measuring Hofstedes Five Dimensions of Cultural Values at the Individual Level: Development and Validation of CVSCALE,” Journal of International Consumer Marketing, 23 (3/4), 193-210.