Thuy Dao Cam
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The effect of visual marketing on customer attention and revisit intentions at coffee shops in popular tourist destinations in Vietnam
Thuy Dao Cam
,
Chi Le Truc ,
Cuong Nguyen Thai ,
Huyen Tran Thanh ,
Chi Nguyen Thi Mai ,
Tung Tran Hoang
doi: http://dx.doi.org/10.21511/im.21(3).2025.04
Type of the article: Research Article
Abstract
Visual marketing encompasses elements that affect how customers perceive visuals and influence their behavior. It significantly enhances customer experience, particularly in visually-driven sectors like tourism. However, there has not been much research on the impact of visual elements on customer behavior at tourist destinations, so this research was conducted to examine the impact of visual marketing on the revisit intentions of customers in coffee shops located in popular tourist destinations across Vietnam. A survey was conducted using popular social media platforms in Vietnam to collect the data of 455 participants during the second half of 2024. The findings suggest that visual marketing elements, such as layout, color, and interior design, significantly and strongly impact customers’ attention located in a coffee shop at a tourist destination, these elements positively influence customers’ intentions to revisit the coffee shop, albeit to a lesser degree. While location does not affect the relationship between visual marketing and customer attention, it plays a significant role in moderating the impact of visual marketing on customers’ intentions to return. The study offered potential solutions to improve visual marketing strategies for coffee shops located in popular tourist destinations, ensuring their continued success in Vietnam’s rapidly changing tourism industry. Future research directions include examining how the popularity of destinations and the online image management of tourism sites impact visual marketing.Acknowledgment
The authors wish to express deep gratitude to all survey participants for taking the time to share their information, significantly contributing to the success of this study. -
Assessing the impact of rebranding activities on customer-based brand equity: Evidence from Vietnamese enterprises
Thuy Dao Cam
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Phuong Hieu Dang
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Ngoc Bich Do
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Dat Tuan Truong
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Linh Thuy Nguyen
,
Linh Khanh Vu
doi: http://dx.doi.org/10.21511/im.22(1).2026.01
Type of the article: Research Article
Abstract
The aim of this study is to examine the impact of rebranding, which includes three key activities: repositioning, redesign, and relaunching on the four fundamental pillars of brand equity: brand awareness, perceived quality, brand associations, and brand loyalty. The study focuses on three typical Vietnamese companies that rebranded in the past 5 years in different business sectors, including Vinamilk, Viettel and Highland Coffee, with a sample size of 528 consumers aged 16 to 55 who are customers of these businesses. The results reveal that rebranding has a significant positive effect on brand awareness, perceived quality, and brand association, with brand association being the most responsive factor, reflecting consumers’ strong emotional and symbolic reactions to brand changes. Brand awareness and perceived quality significantly mediate the relationship between rebranding and brand loyalty, highlighting their crucial roles in strengthening long-term customer relationships. In contrast, brand association does not exhibit a significant mediating effect, suggesting that emotional and symbolic associations may require more time to influence loyalty. ANOVA results show clear perceptual differences across the three brands: Highland Coffee scores highest in awareness, quality, and associations, followed by Vinamilk, while Viettel ranks lowest. However, brand loyalty remains relatively stable across all three firms, indicating its enduring nature and resistance to short-term branding changes. This study enhances theoretical understanding of how rebranding drives brand equity in emerging markets and offers practical implications for managers aiming to sustain competitive advantage through strategic brand transformation.Acknowledgment
This research was funded by Vietnam National University, Hanoi (VNU) under project code QG.25.95. The authors would like to express their sincere gratitude to VNU for the support provided.
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