Report: Reputation commands a price premium

Companies with a good ​reputation​ can command a premium for its products, says UTS

Corporate branding is more important than ever, as companies with a good reputation can command a minimum 9 per cent premium for products, a new study has shown.

The study, The relative impact of corporate reputation on consumer choice: beyond a halo effect, recently released by the University of Technology Sydney (UTS), found consumers are willing to pay more for products that not only have the features they want but also are delivered by businesses with a good reputation.

Associate Professor of Marketing at UTS Business School, Paul Burke, one of the report co-authors, said companies evaluated by consumers as better than competitors in terms of corporate reputation command about a 9 per cent premium for its products, and an even higher premium when there are desirable extra features. 

“The impact of corporate reputation on consumer choices is substantial compared to the competitive advantage offered by varying product features,” Burke said. 

“Marketing managers need to be concerned about corporate reputation not only because it builds loyalty and trust but also because product features appear more valuable, so consumers are willing to pay more."

The research, with co-authors Professor Grahame Dowling and Dr Edward Wei, focused on consumers in the market for televisions. The televisions were made by Sony, Panasonic or Toshiba.

The study found holding a better reputation than direct competitors increases the overall utility of a product, and reduces price sensitivity. Reputation effects partially depending on how much the consumer knows about the company associated with the product they are considering.

Not surprisingly then, companies with poorer reputations are less likely to have their products chosen by consumers, and are also likely to lose ground on several other product feature.

However, the report also found consumers have a limit to how much they are willing to pay for some product features even when the most reputable company is offering the feature. As a result, those with poorer reputations were advised not to compete against competitors with better reputations based on price. Instead, they need to work on corporate branding activities, as well as finding ways in which to offer more attractive products for consumers.

Corporate reputation encompasses a range of dimensions including how people feel about the company, the quality and innovativeness of its products, its workplace environment and workforce, its vision and leadership, financial performance and social and environmental responsibility. 

Conversely, brand damage occurs when companies become embroiled in scandals and crises such as financial corruption, leadership failure or environmental destruction. 

In the UTS study, participants were first asked to give an evaluation of the corporate reputation of each of the TV makers. Separately, the were asked to choose between televisions based on fairly standard features such as warranty, price or size, and in addition by novel features such as backlight control or dynamic range control. 

The research showed consumers were willing to pay extra for a product with important features and a good brand reputation, but less willing to pay a premium for products with novel features regardless of reputation. 

“Corporate reputation is not something that can be readily controlled by marketing managers, but it is definitely something that should command their attention,” Burke said. 

“Companies need to work hard to communicate they are environmentally and socially responsible, support good causes, have a positive work environment, and excellent leadership and financial performance, and do their best to mitigate brand damage."

Follow CMO on Twitter: @CMOAustralia, take part in the CMO conversation on LinkedIn: CMO ANZ, join us on Facebook: https://www.facebook.com/CMOAustralia, or check us out on Google+:google.com/+CmoAu  

Join the newsletter!

Or

Sign up to gain exclusive access to email subscriptions, event invitations, competitions, giveaways, and much more.

Membership is free, and your security and privacy remain protected. View our privacy policy before signing up.

Error: Please check your email address.
Show Comments

Latest Videos

More Videos

Algorithms that can make sense of unstructured data is the future. It's great to see experts in the field getting together in Melbourne t...

Sumit Takim

In pictures: Harnessing AI for customer engagement - CMO roundtable Melbourne

Read more

Are you sure they wont start a platform that the cheese is white, pretty sure that is racist

Hite

New brand name for Coon Cheese revealed

Read more

Real digital transformation requires reshaping the way the business create value for customers. Achieving this requires that organization...

ravi H

10 lessons Telstra has learnt through its T22 transformation

Read more

thanks

Lillian Juliet

How Winedirect has lifted customer recency, frequency and value with a digital overhaul

Read more

Having an effective Point of Sale system implemented in your retail store can streamline the transactions and data management activities....

Sheetal Kamble

​Jurlique’s move to mobile POS set to enhance customer experience

Read more

Blog Posts

Brand storytelling lessons from Singapore’s iconic Fullerton hotel

In early 2020, I had the pleasure of staying at the newly opened Fullerton Hotel in Sydney. It was on this trip I first became aware of the Fullerton’s commitment to brand storytelling.

Gabrielle Dolan

Business storytelling leader

You’re doing it wrong: Emotion doesn’t mean emotional

If you’ve been around advertising long enough, you’ve probably seen (or written) a slide which says: “They won’t remember what you say, they’ll remember how you made them feel.” But it’s wrong. Our understanding of how emotion is used in advertising has been ill informed and poorly applied.

Zac Martin

Senior planner, Ogilvy Melbourne

Why does brand execution often kill creativity?

The launch of a new brand, or indeed a rebrand, is a transformation to be greeted with fanfare. So why is it that once the brand has launched, the brand execution phase can also be the moment at which you kill its creativity?

Rich Curtis

CEO, FutureBrand A/NZ

Sign in