Brand image, self-concept, and consumer purchasing behaviours in the Ugandan Petroleum Industry
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The study looked at the effects of brand image, self-concept, and brand attachment on customer purchase behaviours in the Ugandan petroleum industry. It was conducted within the five divisions that make up Kampala district which included Kampala central, Nakawa division, Makindye division, Rubaga division and Kawempe division. A sample of 450 respondents was used. The target population was all those customers who fuel or service their cars at the selected fuel outlets and a self-administered questionnaire was used. Stratified sampling was used to consider the five divisions that make up Kampala district. Then using random sampling, selected six petrol stations from each division, creating a sampling size of 30 petrol stations, from which 15 respondents were conveniently selected from each Petrol station in each division so as to come up with a 450 respondent’s sample. Data was analysed using SPSS, generating frequencies for the bio-data information, then factor loadings in ascertaining factors necessary to establish a successful brand image, then Pearson’s (r) correlations in analysing relationships, and finally regression analysis to examine the predictive potential of the independent variables on the dependent variables. Findings revealed that brand image accompanied with understanding the customers self-concept are key components in influencing a customer’s purchase decision. Furthermore, findings also showed that a well-built brand image will create customer brand attachment which is very important in influencing a purchase decision. Finally, findings also showed that focusing on the product benefits, is the most important element in building a successful brand image. Basing on the research findings, recommendations like recruiting people who are skilled, trained and experienced in brand management, focusing a lot of attention on promoting product benefits, setting up performance evaluation checklists at service stations and also setting up incentive schemes for the employees who work at the forecourts with direct contact with the customers were made.