Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Loyalty is one of the main assets of a brand. In today’s markets, achieving and maintaining loyal customers has become an increasingly complex challenge for brands due to the widespread acceptance and adoption of diverse technologies by which customers communicate with brands. Customers use different channels (physical, web, apps, social media) to seek information about a brand, communicate with it, chat about the brand and purchase its products. Firms are thus continuously changing and adapting their processes to provide customers with agile communication channels and coherent, integrated brand experiences through the different channels in which customers are present. In this context, understanding how brand management can improve value co-creation and multichannel experience—among other issues—and contribute to improving a brand’s portfolio of loyal customers constitutes an area of special interest for academics and marketing professionals. This Special Issue explores new areas of customer loyalty and brand management, providing new insights into the field. Both concepts have evolved over the last decade to encompass such concepts and practices as brand image, experiences, multichannel context, multimedia platforms and value co-creation, as well as relational variables such as trust, engagement and identification (among others).

trust --- online booking purchases --- shopping time --- engagement --- local food --- website quality --- value chain --- shopping frequency --- bibliometric analysis --- retail --- PLS-SEM --- structural equation modeling (SEM) --- mapping study --- attachment --- consumer engagement --- customer loyalty --- e-commerce --- brand love --- shopping experience --- brand --- consumer --- purchase intentions --- transaction costs --- website --- brand equity --- financial performance --- behavioural e-loyalty --- commitment --- satisfaction --- re-purchase intentions --- earnings --- unlisted firms --- revisit intentions --- B2C tourism online --- customer

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

The connections between culture and sustainability have been in the public agenda since the 20th century. However, whilst global sustainability programmes at international institutional levels are yet to recognise the role of culture in their sustainability policies, the bid (albeit failed) in the early 2000s to formally add “culture” to the trilogy of sustainability pillars (economic, social, and environmental) mobilised a new discourse for the reframing of cultural policy narrative, which in turn urged a reassessment of methods of cultural management reflecting the same concerns among the sector’s grassroots. The idea of sustainability and culture working together and their envisioned role in future-proofing society and human development captured the imagination of cultural commentators, policy makers and practitioners alike, keen to fulfil these principles “out there”—in cultural organizations and events mega and small, in cities and regions, local and global. The papers in this Special Issue reflect this appeal. This publication covers a wide selection of issues related to sustainable cultural management, which means that it can be recommended to a varied audience. First of all, it can be recommended to managers experienced in cultural management, where success is measured more by the degree of mission accomplishment and the social benefits achieved rather than by profit. Another group comprises the employees of cultural organizations who want to improve their knowledge of sustainable cultural management. This Special Issue can also be recommended to artists, researchers, students, state and local government employees, founders and patrons of art, and all those who want to understand the importance of sustainable cultural management.

cultural communities of practice --- n/a --- management by project --- marketing concept --- attitudes --- film industry --- museums --- sustainable urban sculpture development --- foresight study --- European Capital of Culture --- patronage --- cross-border market for cultural services --- cultural offer --- Urban sculpture planning system --- Liverpool --- cultural and creative industries --- culture 1.0–3.0 --- contemporary art market --- cultural offer diversity --- heritage --- Delphi method --- sustainability --- grid-group cultural theory --- sustainable development --- creative-cultural industries --- ABC model --- social media content exploration --- integration --- town divided by a border --- EU cohesion policies --- social project culture --- public art --- qualitative research methods --- 3C Sustainable System --- cultural institutions --- cultural policy --- cognitive sociology --- old industrial areas --- culture-led regeneration --- China --- cultural participation --- cultural sustainability --- behavioral and emotional participation --- event --- social media --- public participation --- Shigatse city --- sustainable management of culture --- Katowice --- management of culture --- effectiveness --- post-transformation areas --- Cieszyn-?eský T?šín --- pro-environmental behavior --- cultural distance theory --- Romania --- art galleries --- Ostrava --- consumer-based brand equity --- sustainable management --- culture consumer --- factor analysis --- environment --- cultural services --- management --- culture --- philharmony --- crowdfunding --- sustainable consumption --- evolution path --- CBBE --- attractivity --- abstract and concrete information