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Purpose– The purpose of this paper is to enhance the understanding of customer-brand relationships in the international marketplace, and empirically investigates and compares the customer-brand relationship development process between Indian and Chinese markets. In detail, four out of Hofstede's original five national culture dimensions were adopted as moderators in the process of customer-brand relationship development between two markets.Design/methodology/approach– To test hypotheses, responses from 539 Indian and 400 Chinese mobile phone consumer samples were achieved, and the proposed model was estimated by using structural equations based on the partial least squares algorithm.Findings– The results demonstrate that utilitarian value and brand affect play a significant role in building brand loyalty for Chinese consumers, while hedonic value and perceived risk contribute more in building brand loyalty for Indian consumers.Research limitations/implications– This study indicated that the cultural difference affects both on brand trust formation and on the relationship between brand trust/affect and brand loyalty, implying that more customized brand management strategies should be adopted.Practical implications– Global brand values must be communicated for each culture appropriately. It is desirable that the identified match, utilitarian value-Chinese customers and hedonic value-Indian customers, be consistently presented to each cultural market in a more integrative manner.Originality/value– This study identified that the route from the development of value proposition to building up brand trust and brand affect is a critical step toward achieving brand loyalty in Indian and Chinese markets.

The influences of trust and affect on increasing likelihood to purchase luxury brands was examined. Because in most existing studies of luxury brand female customers have been targeted, in contrast a more comprehensive luxury brand loyalty building framework for male customers was demonstrated
in this study. Results show a significant path from brand affect to brand trust, and from brand trust to brand risk and brand loyalty. The findings imply that brand affect, indirectly via brand trust, and brand trust directly, enhance brand loyalty behaviors and reduce perceived brand risk.
The significant role of brand trust in building brand loyalty should be noted and more trust building oriented brand management strategies should be developed.