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"The creation and management of customer relationships is fundamental to the practice of marketing. Marketers have long maintained a keen interest in relationships: what they are, why they are formed, what effects they have on consumers and the marketplace, how they can be measured and when and how they evolve and decline. While marketing research has a long tradition in the study of business relationships between manufacturers and suppliers and buyers and sellers, attention in the past decade has expanded to the relationships that form between consumers and their brands (such as products, stores, celebrities, companies or countries). The aim of this book is to advance knowledge about consumer-brand relationships by disseminating new research that pushes beyond theory, to applications and practical implications of brand relationships that businesses can apply to their own marketing strategies. With contributions from an impressive array of scholars from around the world, this volume will provide students and researchers with a useful launch pad for further research in this blossoming area"--

Abstract
Relationships with brands are like relationships between people. Even when they were very close, they can fail for diverse reasons. The disadoption of favorite brands doesn't happen overnight. It tends to be an extended, often painful process and not a clear-cut, one-off event. Breakups are not isolated to the person and the brand. Friends and family often get involved and offer their opinions and advice. Other brand relationships are also affected by the disconnection, and this can speed up or delay the process of breaking up. The brand relationship changes its form and can go from being a best friend to a platonic love, a distant friend, a stalker or even an enemy. A breakup is never the end of the relationship. Rather, it redefines the relationship and is part of a never-ending cycle of change. If the former relationship is perceived positively, it is easier to eventually activate and intensify it. If negative aspects prevail, negative word of mouth is a danger and companies must be able to counter it. Some relationships reach a point of no return. But there are also customers who might regret having abandoned a brand. With some sensitivity, it might be possible to win them back.

Abstract
Executives consistently rank brand reputation risk among the top three overall risk challenges facing their businesses. This risk is the possible damage to a brand's overall standing, stature and esteem that derives from negative signals regarding the brand.
Successful brand stewardship requires ongoing tracking and monitoring of four marketing-strategy-related sources of reputational risks to brands: brand architecture strategies, digital marketing strategies, person-brand strategies and corporate socio-political activism. The authors provide ideas for metrics that a dashboard to manage brand reputation risk might contain. From the analysis of monitoring data, brands can, among other things, assess the level of severity of a specific brand reputation risk issue, the frequency of certain types of events, alternate response scenarios and the effectiveness of their actions.

Abstract
The physical and social realities, mental biases and limitations of being human differentiate human brands from others. It is their very humanness that introduces risk while generating the ability for enhanced returns. Four particular human characteristics can create imbalance or inconsistency between the person and the brand: mortality, hubris, unpredictability and social embeddedness. None of these qualities manifest in traditional non-human brands, and all of them present risks requiring active managerial attention. Rather than treating humans as brands and making humans into brands for sale in the commercial marketplace, our framework forces a focus on keeping a balance between the person and the personified object.

Abstract
In an increasingly risky socioeconomic environment, management needs to proactively consider brand-related risks. To understand brands as tools for risk management, they need to understand four types of brand risk: brand reputation risk, brand dilution risk, brand cannibalization risk and brand stretch risk.
Risk management is not a natural act for brand managers trained in astute execution of the 4 Ps, and contemporary market factors make this more challenging still. With an increasingly polarized society, it is almost impossible for brands to remain untouched by ideologies. In addition, the growth in digital advertising gives brand managers less control over advertising placement and context, and the mandate to keep growing adds executional risk.
The more exposed a brand is to brand risk, the more attention this topic will need in the boardroom. To shift a company's marketing philosophy toward risk, it is important to define marketing competences in a broader way, to be self-critical and to be proactive.

Abstract
Whether it be the NFL, Dove, Wells Fargo, VW or countless others–managers need only open a daily newspaper to see how things can go terribly wrong for brands. Decline can be fast and the landing hard. In a contemporary marketplace where ideologies reign and social media guarantees the spread of (mis)information at light speed, a lot of what we think we know about brand marketing needs to be rethought through a risk-management lens. "For me, brand risk is any event, action or condition with the potential to damage a brand's value, thereby making revenue generation and a company's market value less than it should or could have been," Patrick Marrinan, Managing Principal of Marketing Scenario Analytica, states. In his talk with Susan Fournier and Shuba Srinivasan, Patrick illustrates the many facets of a risk that has only begun to be recognized as a serious threat to carefully cultivated brand assets. Here we share what to watch out for and what brands can do to protect against risk.

Abstract
Although technological products are unavoidable in contemporary life, studies focusing on them in the consumer behavior field have been few and narrow. In this article, we investigate consumers' perspectives, meanings, and experiences in relation to a range of technological products, emphasizing lengthy and repeated interviews with 29 households, including a set of first-time owners. We draw on literatures spanning from technology, paradox, and postmodernism to clinical and social psychology, and combine them with data collection and analysis in the spirit of grounded theory. The outcome is a new conceptual framework on the paradoxes of technological products and their influences on emotional reactions and behavioral coping strategies. We discuss the findings in terms of implications for theories of technology, innovation diffusion, and human coping, and an expanded role for the paradox construct in consumer research.

"The creation and management of customer relationships is fundamental to the practice of marketing. Marketers have long maintained a keen interest in relationships: what they are, why they are formed, what effects they have on consumers and the marketplace, how they can be measured and when and how they evolve and decline. While marketing research has a long tradition in the study of business relationships between manufacturers and suppliers and buyers and sellers, attention in the past decade has expanded to the relationships that form between consumers and their brands (such as products, stores, celebrities, companies or countries). The aim of this book is to advance knowledge about consumer-brand relationships by disseminating new research that pushes beyond theory, to applications and practical implications of brand relationships that businesses can apply to their own marketing strategies. With contributions from an impressive array of scholars from around the world, this volume will provide students and researchers with a useful launch pad for further research in this blossoming area"--Provided by publisher.

Abstract
Like a stock portfolio, each relationship type offers a brand higher or lower growth opportunities and risks. The type of relationship is particularly relevant in brand crisis events. When a brand is hit by a crisis, it is not necessarily the most successful strategy to focus exclusively on protecting positive emotional relationships. At-risk relationships are affected more than others and can lead to a significant decline of brand value.
Our cases highlight that at-risk relationships represent a critical, but often overlooked, aspect of a brand's relationship portfolio. Risks range from negative word of mouth that might have a negative impact on potential new customers to clear retention risk. Marketers should manage these risks proactively by identifying and investigating the nature of their customer relationships and by responding frankly and credibly to crisis events.