Toward a Common Customer Identity Framework for Managing Participatory Marketing Communication Campaigns

Empowering customers through participation is known to enhance brand promotion. A popular strategy involves asking customers to vote on marketing communication tactics, which activates empowerment effects through increased psychological ownership. Prior research has found that while winning voters experience empowerment effects, losing voters report lower psychological ownership, product evaluations, and demand. In this research, through four studies we develop and test a parsimonious common customer identity framework to understand and reduce the effects of losing. This research advances marketing communication theory by highlighting the distinctive processes underlying the empowerment versus losing effect and demonstrating the value of engaging losing voters by enhancing intergroup interdependence through the activation of cooperative mindsets. Specifically, the study identifies that framing a voting event as a collaborative (versus competitive) effort is effective in mitigating the losing effect, particularly among those with high self–brand connection. Therefore, this research offers managerial implications on managing empowerment strategies, which is potentially generalizable to other marketing communication channels involving customer participation.