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Designing Corporate Brand Experience in an Online Context:
A Qualitative Insight
Zalfa Laili Hamzah, University of Malaya, Faculty of Business and Accountancy
zalfa@um.edu.my
Sharifah Faridah Syed Alwi, Brunel Business School, Brunel University London
sharifah.alwi@brunel.ac.uk
Md Nor Othman, University of Malaya, Faculty of Business and Accountancy,
mohdnor@um.edu.my
October 2013
The authors are grateful for comments and insights by Philipp (Phil) Klaus, Brunel
University London, UK, to earlier drafts of this paper. Send correspondence to Sharifah Alwi,
Brunel Business School, Brunel University London, UB8 3PH, Uxbridge, UK.
(sharifah.alwi@brunel.ac.uk)
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Designing Corporate Brand Experience in an Online Context:
A Qualitative Insight
ABSTRACT
This study explores the dimensions and components of corporate brand experience in an Internet
setting. Corporate brand experience (CBE), which is a source of a company’s added value, could
be an effective way to position a corporate brand in relation to the overall corporate marketing
strategy. However, the concept of CBE has attracted very little attention from previous research,
thereby our understanding of what the concept is and how to operationalize it is limited. Previous
brand experience research is mainly focused on the conceptual understanding of brand
experience itself, or/and at product brand level (rather than at corporation level). Understanding
CBE is important because corporate brand equity (e.g. corporate image, brand loyalty) is
dependent not only on how one is satisfied with the product (mostly addressed by
functional/performance values of product), but also through the values of the corporation
(corporate brand values). This study thus contributes theoretically to the corporate and online
branding literature by proposing underlying new dimensions and components of CBE in an
online environment. A series of focus group discussions (FGDs) with 32 online banking
respondents informs the study. We identify five main themes and 26 sub-themes of corporate
brand experience – corporate visual identity, functionality, emotional, lifestyle and
corporate/self-identity. Financial service providers can address these dimensionalities during the
process of brand positioning and when designing their corporate marketing in an online setting.
Keywords: Brand experience, corporate brand experience, online corporate branding, service
brand experience, utilitarian, online banking
Paper type – Research paper
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Introduction
Generally, managing a brand in the twenty-first century is more complex than ever before
due to the advancement in technology (e.g., businesses operating online) (Balmer, 2012; Abratt
& Kleyn, 2012; Kaufmann, Vrontis, Czinkota & Hadiono, 2012), faster innovation, growing
competition, complexity and more demanding consumers (Klaus, 2013; Kaufmann et al., 2012;
Maklan & Klaus, 2011). As a business moves toward globalization, shifting from marketing
(product brand) to corporate branding becomes essential (Balmer, 1995, 2001, 2010; Balmer,
2012; Kapferer, 2012; Hatch & Schultz, 2009). Marketing at the product-level facilitates brand
differentiation from competing products; however, it is deemed less cost efficient and may result
in the loss of potential synergies (Douglas & Craig, 2001). For example, positioning a product
solely with values associated with product performance rather than values associated with the
corporation may shorten the life of the brand differentiation (Balmer, 2001; Balmer & Gray,
2003). Therefore, inducing corporate brand experience as a source of corporate brand
differentiation will potentially sustain competitive advantage due to the ability to create longterm brand differentiation (Morrison & Crane, 2007; Shultz & de Chernatony, 2002; Abratt &
Kleyn, 2012).
Furthermore, brands, at the corporate level, are not limited to the overall organization
(Balmer, 1995; Balmer & Gray, 2003). A wide variety of corporate entities have brands
including a myriad of stakeholders, the company’s brand architecture and its brand hierarchies
(Douglas & Craig, 2001; Balmer & Gray, 2003), as well as all the other associated companies,
entities, alliances and subsidiaries in different countries, regions and cities (Balmer & Gray,
2003). These entities and subsidiaries, in some way or another, affect the company’s corporate
brand identity (Balmer & Gray, 2003; Balmer, 2012) resulting in more companies focusing on
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communicating their corporate brand values rather than the product brand values (Hatch &
Schultz, 2009).
Today, consumers may not necessarily buy a product due to the values/principles
addressed by the product brand alone. Rather, the values addressed by the organization
(corporate brand value) become very important in the consumers’ decision-making process and
buying behavior (Harris & de Chernatony, 2001; Klaus, 2013; Maklan & Klaus, 2011) ; for
example, the consumers will consider the organization’s good name and reputation (Argenti &
Druckenmiller, 2004; Knox, 2004).
Corporate brand value is the brand promise of an organization (i.e., the covenant aspect of
the corporation), which provides sameness and credibility about its organization to all its
stakeholders (Balmer, 2012; Knox, 2004; Balmer & Gray, 2003). Consumers demand a great
deal of information from a company before committing to a buying decision, thereby leading a
company to show greater transparency and integrity when delivering its services (Rowley, 2004).
In service type organizations, such as a banks, delivering such value as well as a consistent
service experience is even more crucial (Klaus, 2013; Klaus, Gorgoglione, Pannelio,
Buonamassa, & Nguyen, 2013; Klaus & Maklan, 2013; Klaus & Nguyen, 2013; O’Loughlin,
Szmigin, & Turnbull, 2004) and may be rather complicated due to the variability of services by
different employees (Klaus et al., 2013; Klaus & Maklan 2013; Hatch & Schultz, 2009).
One way for a company to deal with this complex issue is by delivering the right values
of corporate brand experience in an Internet setting. Providing a good experience online will
influence consumers’ online buying behavior (Klaus et al., 2013; Syed Alwi & Ismail, 2013;
Rose, Hair, & Clark, 2011; da Silva & Syed Alwi, 2008; Rowley, 2004). The Internet as a true
global marketing communication and primary source of information is important as it influences
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the way businesses operate and people’s lifestyles (Klaus et al., 2013). Moreover, Klaus &
Maklan (2013) suggest that there is a need for new strategies and practices that address the
challenges that businesses face today in an emerging connected world that is not only more
interactive, but is community-centric rather than company-centric, and exploits the increasingly
“rich data” on the internet.
Understanding corporate brand value through corporate brand
experience in the online setting thus helps to address the consistency issue of employees and the
myriad of stakeholders in that it explains the meaning of the corporate brand value while
simultaneously helping to mirror the complex issues of company brand (Balmer & Gray 2003).
Schmitt (2000) and Rose et al. (2011) explain that for the success of the online brand
experience, providing the right customer experience becomes necessary (Klaus et al., 2013);
hence, a bank’s corporate brand is not about its overall image but rather specific elements that
require further exploration (Flavián, Guinalíu, & Torres, 2005). Thus, a useful approach is to
understand what dimensions and components make up the corporate brand experience in an
online context (Klaus, 2013; Klaus et al., 2013; Rose et al., 2011; Abratt & Kleyn, 2012; Flavián,
Torres, & Guinalíu, 2004; Rowley, 2004; Knox, 2004; Christodoulides & de Chernatony, 2004).
Previous empirical research in understanding corporate brand experience is still limited, as,
predominantly, it remains a conceptual discussion (e.g., Abratt & Kleyn, 2012; Alloza, 2008;
O'Loughlin et al., 2004) that is confined to theories of brand experience at product brand level in
an offline (Chang & Chieng, 2006; Brakus, Schmitt, & Zarantonello, 2009; Zarantonello &
Schmitt, 2010), rather than the online context (Syed Alwi & Ismail, 2013; Rose, Samouel, &
Hair, 2012). Especially in the comparatively unexplored services sector (Brakus et al., 2009,
Klaus & Maklan, 2013; Klaus, 2013) . Balmer & Gray (2003) argue that understanding
constructs at product brand level alone (traditional marketing) is insufficient to address the
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corporate brand construct. Schmitt (1999, 2009) proposes that due to the limited empirical
studies of brand experience, “we know very little about how consumer experience the brand and
how we can measure brand experience and …need to develop the brand experience construct”
(Schmitt, 2009, p. 418). For example, what does sensory, social, behavioral, cognitive and
emotional experience (as proposed by Schmitt, 1999, 2000) really mean, particularly when
marketing the corporation (corporate brand) is more relevant than marketing a product?
As a result, our understanding concerning (1) what constitutes corporate brand experience
in the online setting, such as banking (see Klaus et al. 2013); (2) whether the existing measures
of brand experience are applicable to corporate brand experience in an online setting; and (3)
what experiences or dimensions remain a challenge and must be addressed. As such, corporate
brand experience is a vital concept as a strategic marketing issue as well as a source of value
creation, and is fundamental in managing consumer interaction (Same & Larimo, 2012; Morrison
& Crane, 2007; Knox, 2004; O'Loughlin et al., 2004) in the online setting (Rose et al., 2011; de
Chernatony & Christodoulides, 2004).
To address this issue, this paper aims to explore the conceptual meaning of the corporate
brand experience through the guidelines contained within Schmitt’s (1999) original brand
experience concept. The study investigates the dimensions and components from the consumer’s
perspective. The findings of this study provide marketers with the knowledge to determine
specific resource allocations in designing corporate brand online strategies and corporate brand
positioning (Cowles, Kiecker, & Little, 2002; Greyser, 2009; Supphellen & Nysveen, 2001).
The remainder of the paper is organized as follows: First, Section 2 presents a brief review
of the brand experience concept and corporate brand experience concept as well as in the online
and services context. Next, Section 3 describes the methodology, and Section 4 presents the
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results of the study, followed by the discussion, conclusions and implications of the findings.
Finally, this paper highlights the limitations and suggestions for future research.
2. Literature Review
2.1 Brand and Corporate Brand Experience
Brand experience refers to a specific evaluation triggered by specific brand related stimuli
that occur when there is a connection – direct or indirect – with the brand (Schmitt, 2009; Brakus
et al., 2009). Schmitt (1999) suggests that the concept of brand experience transcends Holbrook
& Hirschman’s (1982) concept of feelings, fantasy and fun. Schmitt (1999) conceptualizes that
brand experience consists of five dimensions: sensory, affective, cognitive, behavioral and
social. The concept of brand experience is essential for managing corporate brand as it helps in
positioning and corporate brand differentiation with respect to the product/service brand or
company, and helps to explain how a brand/company can achieve or sustain its competitive
advantage (Abratt & Kleyn, 2012; Schmitt, 2000; Keller & Lehmann, 2006; Morrison & Crane,
2007).
Schmitt (1999) guides marketers to a useful theoretical foundation concerning how brand
experience is conceptualized using an experiential marketing approach. The author proposes a
15-item general scale of brand experience with five dimensions: sensory, cognitive, affective,
behavioral and social. Brakus et al. (2009) extend the notion of Schmitt’s concept by developing,
testing and validating four dimensions: sensory, affective, behavioral and intellectual, while
Sheu, Su, & Chu, (2009) offer a 10-item measurement scale with five dimensions, similar to
Schmitt’s concept for the online game setting.
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Nevertheless, such research mainly focuses on what is termed as stronger experiential
brands (e.g., theme park, games, entertainment, retail coffee stores, iPad) (Brakus et al., 2009)
and a product-based level (Balmer & Gray, 2003). As a business becomes more globalized
consumers are more demanding. For example, they may not automatically buy a product due to
the value addressed by the product brand alone. Instead, the value that the organization
(corporate brand value) projects becomes vital to the consumer’s decision-making process in that
the consumer will consider the organization’s good name and reputation (Knox, 2004).
The corporate brand value is the brand promise of an organization (i.e., the covenant
aspect of the corporation), which provides sameness and credibility about its organization to all
its stakeholders (Knox, 2004; Balmer & Gray, 2003; Balmer, 2010; 2012; Argenti &
Druckenmiller, 2004; Knox & Bickerton, 2003). Consumers demand in-depth information from a
company before committing to a buying decision, thus leading a company to demonstrate greater
transparency and integrity when delivering its services (Rowley, 2004). Thus, addressing
corporate brand value through corporate brand experience is one way for managers to add better
value in respect of positioning and differentiation (Abratt & Kleyn, 2012; Knox, 2004; Rowley,
2004), particularly in the Internet environment (de Chernatony & Christodoulides, 2004).
By focusing on experience at the corporation level, issues of complexity can be minimized,
especially when a company must deal with its subsidiaries and product brands (corporate brand
architecture), as well as the product and services across its brand hierarchy at the company or
organizational level (Balmer & Gray, 2003 ; Balmer, 2012; Gylling & Lindberg-Repo, 2006;
Hatch & Shultz, 2003). For example, organizations face competition, change and difficulty in
maintaining credible product differentiation due to the “imitation and homogenization of
products and services, and the fragmentation of traditional market segments that occurs as
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customers become more sophisticated and markets more complex” (Hatch & Schultz, 2003,
p. 1041), which has led companies to show greater transparency and integrity when addressing
their services to their stakeholders (Rowley, 2004). Although not fully appreciated by product
branding level studies in the past, studying corporate brand experience increases a company’s
identity, visibility, recognition and reputation (Gylling & Lindberg-Repo, 2006; Hatch &
Schultz, 2003; Balmer & Gray, 2003).
Thus, to fill the current gap, the present study extends the brand experience concept to the
corporation level by exploring (qualitatively) the degree to which customers, in theory, fully
interpret the dimensions and components of brand experience, in practice. A more detailed
account of why corporate brand experience in an online service environment is specifically under
study is provided in the paragraphs that follow.
2.2 Corporate Brand Experience in an Internet Environment
The current study explores corporate brand experience in the Internet environment (known
as online banking). What drives corporate brand experience in this specific context is motivated
by several issues.
First, several scholars argue that although brand value remains regardless of context, the
way a brand enacts in the Internet environment is different to its performance in the brick and
mortar setting, thus a new paradigm is needed concerning how to address this issue (de
Chernatony, 2001; de Chernatony & Christodoulides, 2004; Stuart & Jones, 2004; Syed Alwi &
Ismail, 2013). The emergence of the Internet has had a major impact on building corporate brand
(Kapferer, 2012; Shultz & de Chernatony, 2002; Stuart & Jones, 2004). On the Internet, the
“entire corporation appears on a single screen…the reputation is very sensitive the way a
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company is portrayed…” (Merrilees & Fry, 2002, p. 213). Therefore, learning how to manage
corporate brand through how consumers experience corporate websites, for example, will
develop a long-term brand relationship (Klaus, 2013; Klaus et al., 2013; Morgan-Thomas &
Veloutsou, 2013; Klaus & Maklan, 2013). The Internet is also responding to the dynamic
environment, allowing greater involvement of brand experience and brand engagement in the
communities through interaction, and, thus allowing relationship building, encouraging trust and
providing greater value to consumers (de Chernatony & Christodoulides, 2004; Stuart & Jones,
2004; Klaus et al, 2013). Consistently, corporate brand also requires a dynamic interface between
the actions of the organization and the interpretation of the customers (de Chernatony, 2002;
Balmer & Gray, 2003).
Second, corporate brand should be viewed as something specific rather than a general
marketing approach, and thus requires radical reappraisal (Balmer & Gray, 2003). Corporate
branding emphasizes the importance of the brand value that is associated with the corporation, its
activities, products and services (Balmer & Gray, 2003). Additionally, Urde (2003) proposes that
corporate brand value is formed through (1) the value related to the organization, (2) the value
that summarizes the brand, and (3) the value as experienced by the customers. Despite the
emphasis of brand value at the corporate brand level, its role and function remain unclear and illdefined (Urde, 2003). The Internet (due to its ability and the uniqueness of the medium) is
proposed as being a useful way of delivering these values to all stakeholders (Argyriou, Kitchen,
& Melewar, 2006). By communicating corporate brand value on the Internet, the brand value is
clearly articulated, concise and well defined (Balmer & Gray, 2003), unlike product brand level.
Merrilees & Fry (2002) further suggest that one way of how the Internet can be utilized is in the
delivery of consumer experience at a corporate branding level. They suggest that online
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corporate brand is shaped by the “sum total of all of the experiences generated to online users”
(Merrilees & Fry, 2002, p. 223), and, particularly, is an important source of positioning and
differentiation within the industry (such as banking) to reach customers (Parasuraman, Zeithaml,
& Malhotra 2005; de Chernatony, 2002; Melewar & Navalekar, 2002).
Nevertheless, Schmitt (2009), Morgan-Thomas & Veloutsou (2013), and de Chernatony
& Christodoulides (2004) explain that, in general, the construct of brand experience remains
underdeveloped, and that little is known about consumer experience of the brand, and its
measurement in the Internet environment Rose at al. (2011) add that there is a need for further
study to understand and determine the dimensions that make up online experience in light of the
limited previous empirical work. Schmitt (2000) and Rose et al. (2011, 2012) explain that for
online brand experience to be successful, providing the right experience becomes necessary
(Klaus, 2013), and, in particular, the bank’s corporate brand is not about overall image but rather
specific elements that need further exploration (Flavián et al., 2005). For instance, the brand
experience dimensions are sensory, behavioral, or cognitive, and due to the lack of empirical
research, as well the conceptual nature of the dimensions, one cannot determine their specific
meaning. For example, the scale measurement of items for brand experience underlines a
general statement, as follows: “The (ExPro) makes me respond in an emotional manner”; “The
(ExPro) tries to engage my senses”. This raises the question as to what kind of emotions and
senses are evoked by the relevant brand. However, when it comes to positioning strategy, there is
a need to identify our long-term point of differentiation to ensure the online corporate brand
equity of the organization with its stakeholders (Rose et al., 2011; Rowley, 2004; de Chernatony
& Christodoulides, 2004). Exploring corporate brand experience, as promised in the Internet
setting from the consumer perspective, will hopefully identify and enhance the corporate brand
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value (de Chernatony & Christodoulides, 2004; Supphellen & Nysveen, 2001; Hatch & Schultz
2009; O'Loughlin & Szmigin, 2005; Rowley, 2004; Knox, 2004; Stuart & Jones, 2004) and
guide marketers in how to specifically enact their corporate brand in their online strategies.
2.3 Corporate Brand Experience in both the Internet and Service Environment (Online Banking)
Arguably, every brand or corporate brand is different. The brand experience concept
applies to all settings – strong experiential (e.g., in places like theme or entertainment parks,
games, iPad or cinema) and weak experiential (e.g., financial services) (Brakus et al., 2009;
Novak, Hoffman, & Duhacheck, 2003; Schmitt, 1999). However, empirical research in
understanding brand experience, particularly in the weak experiential context (such as services or
banks), remains unexplored, (Christodoulides, de Chernatony, Furrer, Eric, & Temi, 2006;
Brakus et al., 2009) and is limited in respect of the level of the corporation (Knox, 2004;
O’Loughlin et al., 2004; Alloza, 2008). Thus far, the research focuses on strong experiential
settings (Chang & Chieng, 2006; Iglesias, Singh, & Batista-Foguet, 2011) and remains at the
conceptual level of discussion (e.g., O'Loughlin et al., 2004; Alloza, 2008; Brakus et al., 2009).
For example, the context of the banking industry is classified as the capturing of timeconscious and goal oriented tasks (Parasuraman et al., 2005) in which the goal oriented task,
although identified as ‘weak experiential’, is crucial to investigate as consumers look for online
banking services that offer a more effective and efficient experience (Parasuraman et al., 2005),
in which the bank empowers customers to conduct their own transactions (such as paying bills
(utilities), transferring funds, paying loans, and credit cards) (Jayawardhena & Foley, 2000).
With empowerment comes concern about privacy, security (how safe it is), and the economic
aspects of conducting banking transactions through the Internet. This is increasingly important,
as fewer people are performing their banking transactions at service counters and instead are
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choosing to perform their task oriented transactions on the bank’s corporate websites (Schmitt,
2000; Wong, Rexha, & Phau, 2008).
Arguably, in this highly risky environment, communicating corporate brand value by
understanding the stakeholders’ experience through the corporate banking websites is even more
crucial (de Chernatony & Christodoulides, 2004; O'Loughlin & Szmigin, 2005). In fact, brand
experience has a strong influence on the corporate brand value and the brand image of an Irish
bank (O'Loughlin & Szmigin, 2005) in an offline banking study. In addition, in managing
consumer interaction in a bank, customer contacts are made through (1) the company websites,
(2) the call centers, and (3) helplines for product or service advice and complaints. Each of these
experiences provides a context for customers to evaluate and test an organization’s image and
reputation; its ability to deliver against what it has promised (Knox, 2004), especially when a
bank involves more than one subsidiary – investment unit, insurance, banking and asset
management and trustee – in different countries, and these services are all available online (e.g.,
HSBC group or First Direct). Thus, conveying consistent messages to myriad stakeholders
becomes vital, especially when different entities share the same corporate brand name. Hatch &
Schultz (2009) suggest that with the shift toward service economies, addressing the consistent
service brand experience to consumers becomes more complicated and challenging due to the
variability of services by employees.
Furthermore, different individual settings may result in different types of positioning
being utilized by different corporations or brands, which help to contribute to the theoretical
contribution – the concept of the brand experience and its measurement. For example, different
types of brand will have specific or different types of equity (Kapferer, 2012); websites tend to
be different from each other (Chen, Clifford, & Wells, 2002), and, different study environments
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may result in different corporate or brand dimensions (Aaker, Benet-Martinez, & Garolera, 2001;
Davies, Chun, da Silva, & Roper, 2003). The online banking service is an example of another
entity that is able to convey most of the main banking activities, and, thus, is proposed to have a
different brand enactment and experience (de Chernatony & Christodoulies, 2004; Schmitt,
2000).
Schmitt (2000) and Rose et al. (2011, 2012) further explain that for the success of online
brand experience, providing the right experiences becomes necessary, and that the bank’s
corporate brand is not about overall image but rather specific elements that need further
exploration (Flavián et al., 2005). Thus, investigating the online banking experience at the
corporate brand level becomes even more important. The establishment of a credible and
trustworthy corporate brand website (online banking website) is seen as a guarantee of quality
and reduced perceived risk (Supphellen & Nysveen, 2001; Shultz & de Chernatony, 2002;
Balmer & Gray, 2003), which is pertinent to the online banking context (Flavián, Torres, &
Guinalíu , 2004; Akinci, Atilgan-Inan, & Aksoy, 2010; Jayawardhena & Foley, 2000).
Additionally, it is suggested that one way that bank marketers can differentiate their
online service is through the understanding of corporate brand experience (Gounaris,
Dimitriadis, & Stathakopoulus, 2010; O'Loughlin et al., 2004; Schmitt, 2000). That is, by
understanding how to build superior customer experience and determining the drivers that ensure
that the customers (1) keep revisiting their bank sites, and (2) ‘enjoy’ their sites while
experiencing them, will help not only to explain and guide bank marketers concerning the
marketing strategies of their products and services (Brakus et al., 2009; Schmitt, 2009; Berry,
2000), but also to address the right corporate brand experience through their corporate websites
(Merrilees & Fry, 2002; Knox, 2004; Rowley, 2004; de Chernatony & Christodoulides, 2004),
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as corporate branding in an online context is shaped by the “sum total of all of the experiences
generated to online users” (Merrilees & Fry, 2002, p. 223).
Accordingly, “the values and emotions symbolized by the organization become key
elements of differentiation strategies, and the corporation itself moves center stage” (Hatch &
Schultz, 2003, p. 1041). Corporate brand positioning strategy in the banking industry remains
elusive (Balmer, 2012). Addressing the corporate brand aspect is thought more appropriate than
that of the product brand, as it provides a strong identity for the firm’s products in the market
place (Douglas & Craig, 2001) as well as a basic channel for a company to deliver its corporate
brand promise (de Chernatony & Christodoulides, 2004; Ind, 2001).
Recognizing the importance of this study context, it is thus essential to identify how to
position and differentiate corporate banking in the online environment by investigating what the
consumer is seeking when they experience online banking. As such, it is predicted that the brand
experience dimensions might differ according to different settings and corporate brand level, and
that online services either involve an experiential setting or goal directed tasks. Thus, the current
study proposes that designing corporate brand experience is the way forward in managing and
differentiating corporate brand, especially when marketing a corporation is more relevant than
marketing a product, such as in the corporate banking sector.
3. Research Methodology
3.1 Qualitative: Focus Group Discussion
The present study aims to develop a better understanding of the corporate brand experience
(CBE) concept by examining the experiences and perceptions of customers in reality. Therefore,
the study uses focus groups to obtain insights from different participants, to elicit information
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concerning the online corporate banking experience and the website elements that make the
online experience more favorable or more unfavorable. Specifically, this study attempts to
ascertain the essential dimensions and components of the CBE. The initial analysis is based on
Schmitt’s (1999) conceptualization, as such concept provides multidisciplinary areas and specific
brand experience dimensions (see Table 1).
Table 1 here.
As the concept of CBE is still unclear and relatively new, and because the existing
literature is not rich enough to explain the concept, an exploratory focus group-based approach is
deemed relevant to the current study context (Goulding, 2005; Churchill, 1979). For example,
Churchill (1979) explains that the use of focus group discussions (FGDs) is important to increase
the probability of producing valid measures (Churchill, 1979). As past studies concerning the
brand experience concept had a traditional setting, the phenomena or items embedded in the
concept do not tap the online environment, and, generally, as argued, are confined to: (1) product
brand experience, (2) the offline environment, (3) limited rather than a multi-dimensional
approach (e.g., functional and affective), and (4) are commonly researched in the West (UK, US
and Italy).
The current study has chosen Malaysia as a study setting because Malaysia constitutes one
of the highest users of online banking in the region of Southeast Asia (Raina, 2011; MCMC,
2009). Furthermore, culture and consumers’ perception may be different in Asian countries due
to inter-subjectivity (Gillespie & Cornish, 2010) and language differences (Richard & Toffoli,
2009). Language affects consumer information processing, cognition and decision-making. As a
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result, people may infer different experiences and meanings, which will result in different
responses when answering questions in the questionnaire. Thus, exploring through a qualitative
means is both relevant and consistent with the procedure used historically, when Internet-related
experience studies were the objective (such as Wolfinbarger & Gilly, 2003; Parasuraman et al.,
2005; Cristobal, Flavián, & Guinalíu, 2007; Akinci et al., 2010).
3.2 Population and Sampling
The population of this study is composed of banking customers registered with local
banking services in Malaysia. The sample comprises online banking consumers in the Klang
Valley, Malaysia, as the area has the highest population and highest number of Internet users,
strategic locations and economic development (MCMC, 2009). The selection criteria to ensure
that the participants possessed sufficient online banking experience is in line with the procedures
by Parasuraman et al. (2005), and da Silva & Syed Alwi (2008). The selection criteria comprise:
(1) the participant has registered at least one online banking account; (2) the participant has at
least one year’s experience of using online banking, and (3) the participant has made at least two
online transactions each month for the previous six months.
On average, each focus group consists of eight participants (considered as being an ideal
group size) (Fern, 1982). In total, four FGDs comprising 32 participants from different
backgrounds, occupations and educational levels volunteered and agreed to participate, with a
mix of genders (14 females and 18 males), and a range of ages from 21 to 45 years old. In
respect of the number of focus groups, following Morgan’s (1996) suggestion concerning the
most common rule of thumb, this study conducted four focus groups. The series of focus group
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discussions terminated when the data achieved saturation; the third and fourth groups captured
very little new information (Morgan, 1996).
3.3 Focus Group Procedure
The researcher conducted four FGDs conducted within a two-month period. On average,
each FGD lasted for 90 minutes and took place at a quiet location, convenient (e.g., hotel
meeting room) to all participants. The author (moderator) appointed one assistant (facilitator) to
assist in providing field notes. This study follows the essential aspects in conducting the focus
group procedures of Morgan & Spanish (1984), and Calder (1977). The ‘moderator’ refers to a
person who conducts a discussion in a focus group session (Knops, Storm-Versloot, Mank,
Ubbink, Vermeulen, Bossuyt, & Goossens, 2010; Morgan & Spanish, 1984; Calder, 1977). The
‘facilitator’ refers to someone who helps the moderator to jot down the notes or quotes expressed
by the participants in a focus group (Knops et al., 2010).
Prior to the discussions, the participants received consent forms explaining the purpose of
the study, their selection as a participant of the focus group, the procedures (permission to use an
audio recorder), the assurance of anonymity and confidentiality, rights and opportunities and
consent of voluntary participation (Morgan & Spanish, 1984; Morgan, 1996). Once the
participants understood the aim and the contents of the form, they signed it to show their
agreement to voluntary participation in the FGD. To ensure anonymity, before proceeding with
the discussion, each participant received a name card (code), which the researcher or researcher’s
assistant placed in front of them (Claes & Heymans, 2008). This procedure facilitated the
moderator in reporting field notes during the discussion. The researcher also provided a blank
sheet of paper in order for them to jot down any important notes or additional information
corresponding to the questions.
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In the FGD sessions, the researcher utilized a presentation of selected bank websites
using MS PowerPoint slides as stimuli to the participants (online banking customers) for 15
minutes. The purpose of the presentation was to elicit affective responses among the participants
toward bank websites. The researcher selected several bank websites as appropriate stimuli. This
study applies classical conditioning principles following Smith, Feinberg, & Burns (1998) and
Melewar & Karaosmanoglu (2006). The classical conditioning is a reflexive or automatic type
of learning in which a stimulus acquires the capacity to evoke a response that another stimulus
originally evoked. Following this principle, Smith et al. (1998) uses actual television
commercials as stimuli that influence responses. This study uses a computer (PowerPoint slides)
to show online banking websites as a stimuli to influence responses (to recall participants’
experiences of using the respective banking website). It is thought that the use of a computer can
substitute for the use of a television inasmuch as the video-display technology through the screen
in both a television and a computer share similar important characteristics and have a similar
effect on emotional response (Detenber & Reeves, 1996). Classical theory associates stimuli and
responses.
According to Smith et al. (1998), classical conditioning principles predict that, usually, an
advertisement positively elicits affective responses, and, eventually, the respondent will transfer
to the advertised brand over one or more exposures to the advertisement. PowerPoint slides are
used to show several bank websites that the participants have experienced and are familiar with
in respect of their online banking. Through this principle, it is assumed that customers have
exposure to a simple stimuli (e.g., Internet banking website) that will influence their responses
(i.e., brand attitudes) based on their favorable or unfavorable experiences while using the bank
website–Internet banking (Smith et al., 1998), and it is expected that the participants will share
20
their favorable and unfavorable experiences in respect of using online banking websites for their
online banking. The following questions guided the FGDs (see Table 2).
Table 2 here.
4. Data Analysis
Analysis of the data from the FGDs employs the ‘directed content analysis’ approach and
procedure, in which the analysis starts with a theory or relevant research findings as guidance for
the determination of the initial codes of the concept studied (Hsieh & Shannon, 2005). For
example, when unfolding a new construct/concept and its related components or dimensions (i.e.,
corporate brand experience), the method allows supporting or extending the existing theory. In
particular, it is useful when the main objective is to further refine, extend and enrich a specific
concept or theory (Hsieh & Shannon, 2005). This procedure is the best approach by which to
analyze the content of findings, and, furthermore, it is in line with the procedure suggested by
Miles & Huberman (1994), Barbour (2003), Braun & Clarke (2006), Graneheim & Lundman
(2004), Kidd & Parshall (2000) and other studies with similar objectives, such as Fereday &
Muir-Cochrane (2006), Hsieh & Shannon (2005) and Claes & Heymans (2008).
In this study, the data analysis procedure independently involved two researchers, before
meeting to compare results and agree on the final dimensions of the concept studied. These two
researchers (acting as facilitator and moderator in the focus group discussion sessions)
participated in content and interpretive analysis. Following the guidelines, as mentioned earlier,
the researchers conducted the content analysis procedure follow five steps: (1) prepare full
transcripts of FGD sessions; (2) establish codings according to themes; (3) researchers meet and
21
discuss dimensionalities; (4) face and content validity conducted by experts; (5) and consensus
achieved for final naming of dimensionalities. These steps are described in more detail as
follows:
First, after the completion of each FGD session, each researcher listened to the audiotape
several times and independently produced an initial transcript in Microsoft Word. Thereafter,
they undertook a comparison of the initial transcript and the field notes to complete the full
transcript. The researchers re-read the transcripts several times to understand the discussions
based on the research questions reflecting the corporate brand experience concept. The two
researchers prepared several copies of the full transcripts based on FGD sessions to highlight the
themes and for coding purposes, using the original copy as the main reference. The researchers
transcribed and independently coded the themes. They categorized the data into meaningful units
of information by highlighting the significant sentences with color markers (i.e., components or
sub-themes) (in their own time). For example, the researchers read each sentence (line-by-line)
and highlighted the identified sub-themes using different color markers. This step ensures that
the researchers understand all the data in-depth and explore all of the data’s dimensions.
Second, the researchers (working independently) established coding manually according
to the themes that appeared based on the existing theory (Kidd & Parshall, 2000; Claes &
Heymans, 2008). Based on the findings, they summarized the new perspectives that appeared in
addition to the existing theory (Hsieh & Shannon, 2005; Kidd & Parshall, 2000). The researchers
then summarized the identified themes and coding relating to the research questions in a table
using Microsoft Word software, and repeated the process until the fourth transcript was
completed. They gave a special code if the components/sub-themes identified represented a new
theme from the existing theory, which they subsequently analyzed (for the naming process). The
22
researchers re-read the transcripts several times and checked system coding to understand the
discussions based on the research questions reflecting the corporate brand experience concept.
Third, the two researchers met, discussed and compared their findings – including the
identification of themes and sub-themes based on existing theory and related previous literature.
The researchers discussed differences in their theme categorizations, and subsequently revised
and agreed on themes. During the process, some themes appeared in more than one FGD
session. The researchers examined all transcriptions and individual codes and themes to identify
such repetitions. This step resulted in a coherent coding structure. The standardization coding
and themes led to the definition and naming of the dimensionalities. This analysis generated five
dimensions of CBE in an online context. The two researchers reached consensus on proposing
the names of the themes (or individual dimensions).
Fourth, in order to maximize content and face validity of dimensionalities of corporate
brand experience derived from FGD, the researchers discussed the proposed naming of the
dimensions with five panel of experts on the subject (two being professors of consumer behavior
and marketing, one professor in corporate branding and two marketing practitioners (i.e., bank
managers). These panel experts were given description of the items/components and their
possible names, as well as the original quotes used to name the dimensions. The experts judged
the similarity of items, the clarity of phrasing and the terminology used by the researchers.
Then, the experts chose the most applicable names for the respective dimensions.
Fifth, the researchers compared the proposed name of dimensionalities with the finalized
dimensions as agreed by experts. This content analysis generated five dimensions and twentysix components of OCSE. The procedure of having experts to review the findings is highly
23
recommended as it increases the accuracy of the proposed final dimensionalities (Hsieh &
Shannon, 2005; Klaus, 2013).
4.1 Results
The present study investigates the corporate brand experience concept by exploring
customers’ perspectives in the online banking context. Based on four FGDs, the research
identified five themes (dimensions) of corporate brand experience and associated sub-themes. A
sample of the quotes from participants appears at the end of the identification of each dimension.
4.1.1 Dimension 1: Identification of Corporate Visual Identity
Schmitt (1999) conceptualizes sensory experience as ‘engage one’s senses’, appealing and
‘perceptually interesting’. This dimension relates to all five human senses, comprising sight,
sound, scent, taste and touch, which aim to create the brand identity (Schmitt, 1999). Based on
the content analysis, the present study finds that at the corporate brand level, sensory experience
comprises specific components, namely, corporate name, slogan, logo, color and design, the
combination of which is named as corporate visual identity (Melewar & Jenkins, 2002; Melewar
& Karaosmanoglu, 2006; van den Bosch, De Jong, & Elving, 2006; Balmer, 1995; Balmer &
Gray, 2002).
Most participants assert that these components make a bank’s website distinct from that of
its competitors. Similarly, van den Bosch, De Jong, & Elving (2005), and Argenti &
Druckenmiller (2004) explain that organizations should tangibilize their assets (possibly through
corporate visual identity) in order to position and differentiate themselves in the minds of their
stakeholders.
24
Interestingly, some participants believe that corporate name, color, slogan, logo and design
are strongly suggestive, and explain why they remain loyal to an online banking site. Most of the
participants highlight that these components should appear on each website page with the aim of
website recognition and familiarity. Further, participants also explain that by looking at a
corporate logo or name, they feel more confident that they are on the right website and that it is
safe and secure. Table 3 presents the quotes from participants.
Table 3 here.
4.1.2. Dimension 2: Identification of Emotional Experience
Affective experience refers to the participation in or observation of events that involve
feelings and vary in intensity from moods to emotions, and are important in consumer responses
(Schmitt, 1999). Providing consistent ‘good feeling’ emotions to customers may foster and build
a lasting relationship (Schmitt, 1999). Laros & Steenkamp (2005) conceptualize emotions as
comprising both positive and negative dimensions. In the current study, most of the participants
express mixed emotions (positive and negative) about their experiences with online banking. The
respondents indicate six components, namely, happy, relieved, confident, frustrated, worried and
disappointed, when recalling their corporate (website) experiences. Many of them express that
they are happy and relieved when they are able to complete important transactions without any
system disruptions. Participants also explain that they have more confidence in performing
online transactions because (1) they have known the corporate brand offline, and (2) banks have
upgraded their security systems. However, a few participants also describe negative experiences,
relating to disappointment with customer service, frustration, and worry regarding the security
25
system and the risk involved in relation to their financial transactions. They refer to their
experiences in the offline context and other bank branches or subsidiaries they attended in
respect of corporate brand (Balmer & Gray, 2003). Table 4 displays the sample quotes.
Table 4 here.
4.1.3 Dimension 3: Identification of Functionality
Cognitive experience refers to how a brand creates an experience that is intriguing, piques
curiosity and creative thinking and results in a re-evaluation of the attribute information of the
company, product or services (Schmitt, 1999). Whilst historically, product brand experience is
related to a more hedonic aspect, the online corporate brand experience relates to a more
utilitarian aspect, such as ‘feeling in control’ of financial transactions, the need to be more
focused on completing a transaction correctly, knowledge about how to operate to get the task
completed and having an interactive site.
Several participants remark that they enjoy the online banking website as they have the
freedom and are able to control their interactions in their own time. Similarly, Wolfinbarger &
Gilly (2003) find that making online transactions increases the perception of control and freedom
achieved when customers have the option to visit websites at any time. As a result, customers
experience little pressure in managing their financial activities. The participants also describe
that having skill and knowledge using the Internet is helpful in processing transactions
efficiently. Another interesting component emerging through this study is interactivity. Several
participants express their satisfaction in respect of experiencing a good flow in completing the
26
transaction process, and information regarding, for example, successful or unsuccessful
transactions that can be printed when requested, at any time.
Skill refers to the consumer’s ability to navigate the online process (Novak, Hoffman, &
Yung, 2000). Control is defined as the ability of users to successfully navigate through the online
environment and respond to the input (Novak et al., 2000). Interactivity refers to the speed and
flow of the interaction with the computer-mediated environment (Novak et al., 2000). Thus, this
experience is named as ‘functionality’, which refers to both ‘usability’ and ‘interactivity’
(Constantinides, 2004). Table 5 shows the sample quotes of the participants.
Table 5 here.
4.1.4 Dimension 4: Identification of Lifestyle
Behavioral experience refers to participation or observation of an event pertaining to
changes that either involve the physical body, pattern of behavior, lifestyle trends or the
interaction with the object (Schmitt, 1999). Three elements are involved – lifestyle, action and
activities. The present study finds that the majority of participants agree that online banking sites
simplify their lifestyle. For example, respondents express that it is rather difficult to go to the
branch – looking for parking, queuing and paying parking fees, etc. As a result, they choose to
change the way they manage their personal banking transactions from offline to online. With
online banking, they have greater flexibility as to when and where to manage their accounts and
pay their bills (e.g., at home). Whilst Gentile, Spiller, & Noci (2007) find that lifestyle is a
combined factor with pragmatic and cognitive aspects at the product brand level, the current study
finds one single factor – lifestyle (to mean convenience and simplifying) – to represent the
27
corporate brand experience, which hopefully guides marketers to clearer positioning when
concerning banking consumers. Thus, the current study confirms Schmitt’s (2000) conceptual
notion on online brand experience, which is that technology changes people’s lifestyle. Table 6
shows the exact quotes from the FGDs explaining these statements.
Table 6 here.
4.1.5 Dimension 5: Identification of Corporate/Self-Identity Components
While Schmitt (1999) and Fournier (1998) explain that social experience is about the brand
relationship, and how the consumers are able to relate to other people when using the brand,
interestingly, the current study finds that self-image, individual status, modernity and prestige are
also somewhat important. Arguably, these components are more related to the corporate/selfidentity of the individual at the corporate brand level. Many participants express that using
online banking improves their self-image, as associating themselves with online banking makes
them look prestigious within their community/group, or techno-savvy, up-to-date and modern.
According to Swinyard & Smith (2003), business users are not the computer or Internet
hobbyists that characterize shopping lovers and adventuresome explorers. They use the Internet
more for business than other groups, and take what the Internet can do for them professionally
very seriously. Self-identity refers to the internal aspect of one’s self in terms of the way the
individual perceives himself or herself (Mehta, 1999; Wiedmann, Hennigs, & Siebels, 2009;
Schmitt, 1999). Helman & de Chernatony (1999) point out that when people develop a selfidentity associated with the corporate brand it is more about the self-expression of symbolic
values (e.g., using online banking has enhanced the customer’s self-image, inasmuch as they are
28
described as a modern person). This symbolic meaning helps in the creation of lifestyle image
(Helman & de Chernatony, 1999). For example, people have a propensity to experience or
purchase products or services brands (i.e., online banking) that are consistent with their image or
personality (Schmitt, 1999). Thus, this experience represents ‘corporate/self-identity’. Table 7
presents sample quotes from the FGDs.
Table 7 here.
5. Discussion and Conclusion
5.1 Theoretical Implication
This study proposes a new conceptualization of corporate brand experience (CBE). In
particular, the study explores the individual dimensions and components of online CBE. The
research extends the current brand experience research at a corporate brand level, and broadens
our understanding of how to conceptualize and operationalize corporate brand experience in an
online environment.
The present study finds five specific dimensions to represent the corporate brand
experience in the online banking context: (1) corporate visual identity, (2) functionality, (3)
emotional experience, (4) lifestyle, and (5) corporate/self-identity. Although the current study
finds that the approach of Schmitt (1999) and Brakus et al. (2009) to brand experience
(marketing) is novel and very useful to guide the underlying concepts (i.e., sensory, cognitive,
affective, behavioral and social experiences) at the product brand level, when examining the
current findings pertaining to the dimensions, the differences are apparent at the corporate brand
level.
29
First, corporate visual identity (corporate name, logo, slogan, color and website design) is
one of the elements of corporate identity that becomes a source of competitive advantage by
which a company is able to create distinctiveness and a different image from its competitors
(Baker & Balmer, 1997; Melewar, Basset, & Smith, 2006; Melewar & Karaosmanoglu, 2006).
The use of corporate name, corporate logo and/or symbols is important to enhance stakeholders’
(e.g., customers) recognition and association (Balmer & Gray, 2003). Indeed, corporate visual
identity as one of the components of corporate expression is important to develop corporate
brand (Schmitt, 1999; Abratt & Kleyn, 2012) in an online context (Rowley, 2004). Importantly,
a distinctive and well communicated visual identity with a specific corporate brand will help to
build corporate reputation (Abratt & Kleyn, 2012).
Second, this study contends that the emotional experience dimension is associated with
customers’ favorable and unfavorable feelings while navigating a bank’s website. The mixed
feelings are positive feelings (happy, relieved and confident) and negative feelings (frustrated,
disappointed and worried). Feelings of happiness were given as emotional responses to
satisfaction in a previous work by Oliver (1997). Happiness is a dimension of the consumption
experience according to Oliver (1993). Frustration is a dimension of the online shopping
experience (Ethier, Hadaya, & Talbot, 2006). Interestingly, although security matters continue to
dominate discussion among participants, this however, could be compromised if the corporate
brand reputation is well known or established (helping them to feel confident). Accordingly,
O'Loughlin et al. (2004) explain that, generally, experiences at the corporate brand level from the
perspectives of both managers and customers tend to be negative, especially in respect of
financial services. To help neutralize or compensate these negative corporate perceptions, staff
interaction is pivotal as it relates to the service experience given by a bank (O'Loughlin et al.,
30
2004). Arguably, the interactivity element in the online setting replaces the ‘staff’ element (de
Chernatony & Christodoulides, 2004), and, thus, helps to explain the importance of positive
corporate brand experience. Although the comparison of the study’s results with past research in
relation to corporate brand experience in the online context is limited, and consumer experience
at the corporate brand level remains unclear, this finding perhaps provides some insight into
which corporate brand experience is considered to be more important, especially in respect of the
identification of negative experiences at the corporate brand level.
Third, the findings demonstrate that focused attention, freedom, skill, control, flow and
interactivity are deemed important aspects of the functionality dimension. Interestingly, in this
study, functionality consists of interactivity (the provision of personalized individual financial
services) and usability (the ability to find the desired information, control the transactions)
(Constantinides, 2004). Interactivity facilitates the navigation process and enhances the
customer’s freedom and level of control (Hoffman & Novak, 1996), and induces confidence in
purchasing online (Kuk & Yeung, 2002). While, historically, product brand experience relates to
a more hedonic aspect, the online corporate brand experience relates to a more utilitarian aspect,
such as the consumer ‘feeling in control’ of their financial transaction, needing to be more
focused to complete a transaction correctly, having knowledge about how to operate in order to
get the task completed and having access to an interactive site. At the corporate brand level, the
consumer evaluates the whole process and the values that work across an industry (Rowley,
2004), for example, whilst the service provider may have control over some elements of the
service experience (online banking), most of the service brand experience is entirely under the
control of the customer, especially when the company moves online; by which process the
consumer feels ‘ownership’ of the brand (Rowley, 2004). Subsequently, good interactivity has a
31
significant impact on purchasing intention, intention to re-visit, introduction to friends and eloyalty (Wiedmann et al., 2009; Kuk & Yeung, 2002; Srinivasan, Anderson, & Ponnavolu,
2002).
Fourth, this study finds that the simplification of lifestyle, change in personal banking
activities, requiring a right time and right place, all emerge to explain the lifestyle dimension.
This implies that at the corporate brand level, people will associate their lifestyle experience with
a corporation that has simplified their lifestyle through the use of online banking. Online
banking offers a convenient service and provides a greater choice to customers in managing their
banking activities via one-stop banking. When customers have greater choice, there will be
greater loyalty towards the corporate brand (Helman & de Chernatony, 1999; Srinivasan et al.,
2002). For example, goal oriented customers prefer to minimize the time spent on browsing,
therefore, if the website is able to fulfill their wants and needs, the customer will likely return to
the site in the future (Srinivasan et al., 2002).
Finally, this study reveals that self-image, impression of being modern, feeling related to
others, prestige and importance in one’s life comprise the corporate/self-identity dimension.
Concerning corporate brand, self-identity is reflected in the question on “who am I in relation to
the corporation” (Balmer, 2008, p. 890). Customer identification with an entity is thought to
influence the consumer’s experience of the corporation (Balmer, 2008). Ashforth & Mael (1989)
explain that organizations play an important role in shaping people's social identities,
conceptualizing the person–organization relationship as organizational identification, or a
person's perception of ‘oneness or belongingness’ with an organization (Ashforth & Mael, 1989).
Pratt (1998) further explains that organizational identification occurs when a person's beliefs
about a relevant organization become self-referential or self-defining. Accordingly, Bhattacharya
32
& Sen (2003) explain that in today's era of unprecedented corporate influence and consumerism,
certain companies represent and offer attractive, meaningful social identities to consumers that
help them satisfy important self-definitional needs (self-identity). As such, companies constitute
valid targets for identification among relevant consumers, even though they are not formal
organizational members. Table 8 shows the summary of results.
Table 8 here.
Based on the above discussion and guided by Schmitt (1999), de Chernatony &
Christodoulides (2004), Brakus et al. (2009), Rose et al. (2011, 2012), Balmer & Gray (2003),
and Abratt & Kleyn (2012), the current study proposes that corporate brand experience in the
online context is defined as:
“Specific corporate brand values: visual identity (sensory), functionality, emotional experience,
lifestyle and corporate/self-identity evoked by corporate brand-related stimuli, such as corporate
brand identity and reputation, communication by the corporation, other related subsidiaries,
corporate entities or environment overtime, resulting in the corporate brand equity as well as
emotional bond across stakeholders”.
5.2 Managerial Implications
Managerially, banks should realize that offline corporate brand value is transferable to the
online corporate brand. In this study, consumers relate their experiences with offline bank
branches or subsidiaries before using the banking site. Thus, by understanding each dimension, a
33
service provider may identify preferences, and take appropriate remedial action in
communicating their brand values, thereby strategizing their corporate brand positioning to
differentiate themselves. For instance, Balmer (2012) suggests that corporate name, logo or
corporate visual identity comprises a set of corporate brand promises (brand covenant) that
contribute to corporate brand positioning.
In developing strategic corporate brand positioning, managers should ensure they address
these identified dimensions consistently, as these dimensions are their promise to their
stakeholders. For example, promoting and maintaining consistent visual identity both online and
offline in order to generate customer confidence is vital to ensure loyalty. Managers should also
ensure that their site offers high service quality to encourage the feeling of greater control and
interactivity among its consumers, and, more importantly, to encourage and create its usage as
part of the consumers’ lifestyle. Finally, when designing the site, managers should address the
elements of corporate/self-image, modernity, up-to-date and prestige, as consumers view this as
part of their self-identity as well as being able to relate themselves to the community to which
they belong.
In summary, managers should take into account corporate brand experience as an
important strategic corporate brand positioning objective. As businesses shift towards
globalization, banks/service providers should offer new dimensions, more attractive ways to
position their products and services through corporate brand. It is expected that the brand’s
customers will be appreciative of the integration of corporate visual identity, functionality,
emotional experience, lifestyle and corporate/self-identity into the organization’s strategy. This
strategy has the ability to offer a long-term impact on business performance.
34
5.3 Research Limitations
The present study is an exploratory study, and, thus, has its limitations. Further quantitative
research is necessary to validate the measurements in the online banking and other service
context to enhance its generalization. Further research can empirically test the current study
quantitatively to investigate the identified dimensions and components of the corporate brand
experience and the relationships that have emerged.
It is also suggested that an examination of the antecedents of the concept will provide a
more comprehensive understanding (Brakus et al., 2009). This study does not control for
different customers across services, the participants in this present study are customers from a
specific financial service industry – banking services. It is possible that the views of customers in
other service settings will differ due to the differences in the nature of the services provided.
Thus, future research should consider other customers in other service industries, for example,
insurance, hotels and airlines. Third, the participants in this study are entirely customer-based
and do not incorporate the views of other stakeholders, such as employees, suppliers and
investors.
Although employees, suppliers and investors arguable are seen as customers (Hatch &
Shultz, 2003) and may all use online banking, their perspective in relating to corporate brand
experience is worth exploring. Looking at the importance and richness of the corporate brand
experience concept, future research is certainly worthy of investigation.
35
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Table 1
The Original Brand Experience Conceptualization by Schmitt (1999)
Dimensions
Components
Sensory
Affective
Cognitive
Behavioral
Social
Engage senses, perceptual interesting, sensory appeal
Mood, emotion, feelings
Intrigue, curiosity, creative thinking
Lifestyle, activities, actions
Relationships, relate to other people, social rules and arrangements
49
Table 2
Interview Guidelines for FGD
Section
List of Questions
Start/creating
rapport





Introductory
question


Transition
question
Core questions

Welcome and thank the participants for participation.
Explain objective of the study and the discussion.
Explain procedure (the use of audiotape), rules of interaction and
ensure confidentiality and anonymity.
Getting to know each other (e.g. participants introduce themselves).
Get information on participants’ profile experience on Internet
banking (IB) (e.g. when they first used IB, which bank, frequency
using IB, transaction activities).
“In general, when looking at the slideshow what comes to mind
when you look at these online banking websites?”
“What is your experience with online banking in terms of being
favorable or unfavorable?”

“How do you define brand experience? What does brand experience
mean to you?”
“What about corporate brand experience?”

“Do you think experience is important?”
Probe “If yes, why?” Probe “If no, why?”





“Are there differences in the experience of visiting a high-street bank
and Internet banking?”
“How is your experience of using Internet banking? Could you
explain in terms of your favorable experiences with online
banking?”
“How about unfavorable experience with online banking?”
“Do you agree using Internet banking involves your sensory,
feelings, life, action and thinking?”
“Could you explain in terms of your experience in terms of feelings,
life, senses, thinking process and action?”
Probe – moderator use open questions e.g., Why? What do you mean by
that? Why, how or what do you mean to be used to probe the
participants rather than as stand-alone questions. The aim is to stimulate
discussions where necessary.
Wrap up/closure 


“Let me summarize our major discussion today. Do you agree with
the points?”
“If there any additional points or omissions or incorrect information,
please let me know. Your attention on this is greatly appreciated”.
Token of appreciation.
50
Table 3
Sample of Quotes Representing Corporate Visual Identity
Component Quotations
Corporate
name
“…I can differentiate my Internet banking sites by looking at their websites
name/corporate name…” [P6G4]
Corporate
logo
“…When I log in, I see the color, logo and name of the bank, I feel
safe…”[P3G1]
Corporate
slogan
“…I still remember…the impact of an ad on TV. The first time bank X
advertised Internet banking on TV, they used the slogan ‘just click’. When I
listened to that slogan, I became interested enough to register for an online
banking account, and I decided to register with my current bank…”[P7G4]
Corporate
website
design
“…I have two banks for Internet Banking. To me, my first bank is a good
design…simple…easy to understand….compared to my second bank. The design
so cluttered and a lot of procedure to reach the destination…the site is difficult
…it is less user friendly…”[P3G3]
Corporate
color
“…The corporate color scheme of this bank website is attractive. For example
CIMB uses white and red colors and Maybank is yellow and black. To me, these
colours make the website designs attractive and differentiated from other
banks…” [P4G3]
Note: “P” refers to participant number and “G” refers to group number of focus group.
51
Table 4
Sample of Quotes Representing Emotional Experience
Component
Quotations
Happy
“… I feel happy with my current Internet banking. All activities are easy for
me … I notice that this bank has upgraded the system to improve the security
features…” [P2G1]
Relieved
“…I feel relieved when I have successfully completed my online transactions
for example, paying all bills, loan and transfer money to another accounts…no
more pending payment…” [P4G2]
Confident
“…I am confident with my bank website, as it always indicates my successful
and unsuccessful transactions in a statement...” [P3G4]
“It makes me more confident and secure…” [P5G4]
Frustrated
“… sometimes, it takes hours to access or download, especially during peak
hours due to the server being down or bank upgrading/maintenance. It is really
frustrating … especially during a time when I needed to transfer money to my
supplier, the system froze…then I have no choice…” [P3G1]
Worried
“…I feel worried with my account when the system suddenly froze and I’m
not able to log out...” [P1G4]
Disappointed “…I’m so disappointed with the bank’s customer service as it took so long to
answer my call, whenever I need them to help me solve my problem with
transaction....” [P6G2]
Note: “P” refers to participant number and “G” refers to group number of focus group.
52
Table 5
Sample of Quotes Representing Functionality
Component Quotations
Focus
attention
“…While using online banking, I need to focus my attention on the web page, as
I do not want to make any mistakes…for example clicking the account number
and filling in the amount of money properly. I believe that if I make that
mistake, the recovery process is not easy…” [P2G4]
Skill
“…I have a specific skill when I need to use online banking...” [P8G3]
Knowledge
“For me…doing online banking requires me to use my knowledge. For those
who are familiar with the process, it should not be a problem, but for me I only
use it when I want to transfer money if necessary…” [P5G2]
Freedom
“…I
have
options
and
freedom
to
manage
my
personal
banking...anytime...”[P3G2]
“…On average, I use it twice a month, and sometimes, I tend to forget the
procedure…the best thing about online banking is that I am able to set (control)
the time and money I require to make the transaction...” [P4G2]
Control
Interactivity “ …I have two online banking accounts. I have made up my mind to choose the
best online service as my regular account. I am really happy with the website as
it can provide me with the fastest services… the flow of the transaction process
is smooth….when I need to check my transaction history or my balance, I just
click and it appears on the spot… Yes, it’s very efficient. I can complete my
transaction within 3 minutes…” [P9G4]
Note: “P” refers to participant number and “G” refers to group number of focus group.
53
Table 6
Sample of Quotes Representing Lifestyle
Component Quotations
Simplify
lifestyle
“…Previously, I didn’t activate Internet banking. Thinking of my hectic
schedule, I decided to use online banking because it makes my life easier…..”
[P4G1]
“…My Internet banking simplifies my life...without it, difficult to me as I don’t
have much time to go out...”[P2G1]
Change
managing
finances
“…I have changed the way I manage my personal banking; previously I had to
go to the bank to check my account balance and transfer money to other
accounts, but now, I just sit in front of my PC…”[P7G3]
Choose
right time
“…Although online banking is simple, for me I need to choose a suitable time to
do the transaction…”[P1G4]
“…Doing transactions during office hours will interrupt my office
Choose
right place work….sometimes the server is very slow….I can’t wait…so it is better for me to
do it from my house (after office hours)…”[P4G4]
Note: “P” refers to participant number and “G” refers to group number of focus group.
54
Table 7
Sample of Quotes Representing Corporate/Self-Identity
Component Quotations
Self-image “…Since there is an alternative way of dealing with the bank, of course I would
prefer to use online banking. Time is so important to me, I don’t have to go to the
bank unless I need to withdraw money or deposit a cheque. I always think that
those people who use online banking are advanced, they don’t want to be left
behind….”[P6G3]
“…For those using online banking, it shows that they are modern, including
Modern
impression myself...”[P5G4]
Feel
related
“…I feel related to my friend who uses the same bank, when we received an
email to update our profile...luckily she shared the experience before asking me
not to entertain this kind of email, because it is actually a phishing
crime…”[P8G4]
Important
in life
“…I always depend on Internet banking to manage my personal banking, as it is
very convenient to me. Without this online banking, my life gets difficult, as I
have a very hectic schedule... I cannot imagine myself without online
banking...”[P1G2]
Prestige
“…People around me (I know) who use my bank’s website have more prestige
than those who do not use it…” [P3G5]
Note: “P” refers to participant number and “G” refers to group number of focus group.
55
Table 8
Summary of Dimensions and Components of Corporate Brand Experience
Dimensions
Corporate Visual Identity
Emotional Experience
Functionality
Lifestyle
Corporate/Self-identity
Components
Corporate name
Corporate slogan
Corporate logo
Corporate design
Corporate color
Happy
Confidence
Frustrated
Relieved
Worried
Disappointed
Focused attention
Skill
Knowledge
Freedom
Control
Interactivity
Simplify lifestyle
Changed personal banking
Right time
Right place
Self- image
Modern impression
Feel related
Important in life
Prestige