The effect of gamification on brand equity and desirable consumer behaviors in online retail stores: The mediating role of brand engagement

Document Type : Research Paper

Authors

1 Department of Management, Institute for Humanities and Cultural Studies, Tehran, Iran

2 Department of Marketing and Entrepreneurship, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran

3 Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran

4 Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran

Abstract

The use of gamification as a means to engage and retain customers has garnered significant attention in marketing. Despite its widespread usage, little is known about its impact on consumer behavior within online contexts. This paper aims to investigate the influence of gamification on brand equity and desirable consumer behaviors by examining the mediating role of brand engagement. An analytical survey study was conducted, with the statistical population consisting of all customers of Digikala, the most prominent online retail store in Iran. The G-power software was employed to determine the sample size for the partial least square test. Standard questionnaires were employed for data collection, and structural equation modeling (SEM) using Smart PLS software was utilized for data analysis. The findings reveal that gamification significantly impacts brand equity, including brand awareness and loyalty, and desirable consumer behaviors such as word of mouth and resistance to negative information. Moreover, gamification enhanced brand engagement, which mediates its effects on brand equity and desirable consumer behaviors. The incorporation of gamification dimensions, including immersion, achievement, and social interaction, is identified as a promising marketing strategy, and online business managers and marketers should focus on enhancing these dimensions.

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References

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Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies)
Volume 17, Issue 2
April 2024
Pages 379-391

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