Assessing Brand association in Indian Context:

Professional Team Sports

Submitted to: Prof. SATISH S.M

Date of submission: 10 September 2010.

Submitted by: Group 1 – Section A

VIPIN PAUL PGP25058

SUDHEESH S. PGP25157

JOSEPH ANTONEOSE PGP25188

NAND GOPAL PGP25197

RAM SHARAN AGRAWAL PGP25206

SAURABH KAMBLE PGP25212

ASHOK KUMAR ABM06018

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Table of Contents
1. Motivation for the study ................................................................................................................................ 3
2. Research problem........................................................................................................................................... 3
3. Objectives ....................................................................................................................................................... 3
4. Conceptual or theoretical framework ............................................................................................................ 3
4.1. Adapting Keller’s Conceptualization of Brand Equity to sports setting ............................................ 4
4.2. Team Association Model ................................................................................................................... 4
4.2.1. Defining Attributes, Benefits and Attitudes ................................................................................... 4
4.2.2. Classification of Dimensions according to Team Association Model ............................................. 5
5. Methodology .................................................................................................................................................. 6
6. Insights from Focus Group Discussions and In-depth Interviews .................................................................. 6
6.1. Team’s success .................................................................................................................................. 6
6.2. Star players in the team .................................................................................................................... 6
6.3. Logo design ....................................................................................................................................... 6
6.4. Management ..................................................................................................................................... 7
6.5. Identification ..................................................................................................................................... 7
6.6. Peer group acceptance ..................................................................................................................... 7
6.7. Pride in Place..................................................................................................................................... 7
6.8. Escape from day to day problems ..................................................................................................... 7
6.9. Relevance to the person ................................................................................................................... 7
6.10. Affect................................................................................................................................................. 7
6.11. Product Delivery ............................................................................................................................... 7
6.12. Head Coach ....................................................................................................................................... 8
6.13. Stadium ............................................................................................................................................. 8
6.14. Tradition ............................................................................................................................................ 8
6.15. Nostalgia ........................................................................................................................................... 8
6.16. Knowledge ........................................................................................................................................ 8
7. Assessment of Patronising Behaviour ............................................................................................................ 8
8. Results ............................................................................................................................................................ 9
8.1. Structural Model ............................................................................................................................... 9
8.2. Regression Model ............................................................................................................................. 9
9. Interpretation of the results ......................................................................................................................... 10
9.1. Significance of Variance in Dimensions: Western vs. Indian .......................................................... 10
10. Recommendations for IPL Brand Managers ............................................................................................. 11
11. References ................................................................................................................................................ 12
12. Appendix ................................................................................................................................................... 13
12.1. Questionnaire ................................................................................................................................. 13
12.2. Regression Model Statistics ............................................................................................................ 15
12.3. Structural Modeling statistics ......................................................................................................... 19

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1. Motivation for the study
It has been observed that most of the professional sporting clubs have their origin as the representative of any
particular region. This holds true for the biggest clubs in footballing arena such as Arsenal, Real Madrid, Roma,
Manchester United, Bayern Munich etc. But over the course of time, these clubs evolved as global sporting
brands. There are 16 dimensions for brand associations of professional sporting institutions under the broad
categories ATTRIBUTE, BENEFIT and ATTITUDE. Existing studies reveal the relative relevance of each of these
dimensions in the context of professional team sport in US. The thought of whether these already derived
relative relevance of dimensions be the same in the Indian context of professional team sport, especially
Indian Premier League, spurred us to do a consumer behavior study on this topic.

This study broadens the understanding of brand management in sport by extending the Team Association
Model into the context of Indian Premier League. Team Association Model is a scale that identifies the
dimensions of brand associations. This is particularly relevant in the modern era in which sports managers -
especially the marketing wings of IPL teams - are beginning to view teams, leagues and properties as “brands”
to be managed.

2. Research problem
To assess the brand association characteristics in the Indian context for professional team sport such as Indian
Premier League

3. Objectives
This study intends to demonstrate the dimensions of brand association (i.e., fans’ perceptions of a club’s
attributes, attitudes and benefits) and their relative relevance, in the context of Indian Premier League. The
secondary objective is to perform a comparative analysis to find out whether there is a significant difference in
the relevance of these dimensions, between the Indian Context and Western Context. The third objective is to
assess the impact of the various dimensions of brand association in determining the patronizing behavior.

4. Conceptual or theoretical framework

This study relies on Keller’s conceptualization of customer-based brand equity. According to Keller (1993),
“customer-based brand equity occurs when the consumer is familiar with the brand and holds some favorable,
strong and unique brand associations in memory”. Keller’s Conceptualization has 2 components. Firstly, the
consumer must be aware of the brand. Secondly, the brand must have a positive and unique brand image in
the consumer’s mind. This image is the cumulative product of brand associations, which are the “other
informational nodes linked to the brand in memory and contain the meaning of the brand for the consumers”.

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4.1. Adapting Keller’s Conceptualization of Brand Equity to sports setting
Since the sports product is pretty much dissimilar to other products in terms of predictability, nature of
consumption and associated benefits, it is necessary to adapt the Keller’s conceptualization of brand equity to
sports setting. In team sport, the product is the actual game itself between the two teams. This product can be
consumed by people in person in a stadium or arena, through the various forms of media available today and
after it is staged as people read newspaper accounts and watch highlights of their favorite games.

Unlike a mainstream product such as an FMCG product, the performance of a sports product varies
significantly from one day to next and is very difficult to control. Hence it is very unpredictable. Moreover, the
consumption of sports product is experiential and very often emotional as well. It is to be noted that the
benefits associated with consuming sports product is pretty much intangible in nature.

4.2. Team Association Model

According to Aaker, brand associations are anything in a consumer’s memory linked to a specific brand. The
team sport consumer forms a wide variety of brand associations based on the consumption experience. By
definition, brand association captures experiential and emotional benefits that consumer receives through the
consumption of the sport. Previous research on brand associations (Keller, 1993; Park, Jaworski and MacInnis,
1986) and study by Gladden and Funk, 2002 puts brand association under 3 categories BENEFIT, ATTRIBUTE
and ATTITUDE. Gladden and Funk’s Team Association Model further categorizes these into 16 dimensions -
ATTRIBUTE (success, head coach, star player, management, stadium, logo design, product delivery and
tradition), BENEFIT (identification, nostalgia, pride in place, escape and peer group acceptance) and ATTITUDE
(importance, knowledge and affect).

4.2.1. Defining Attributes, Benefits and Attitudes

Keller(1993) classifies brand associations into three major categories based on their level of abstraction :
attributes, benefits and attitudes. Attributes are typically features of a particular brand (Keller, 1998). For
example, an IPL fan of Bangalore Royal Challengers team may decide to purchase a season ticket because the
team signed a popular free agent. In this case, the player would represent an attribute of the product.
Benefits, the second form of brand associations, represent the meaning and value consumers attach to the
product. An IPL fan of Rajasthan Royals might purchase a RR Jersey possessing team logo as a means of
signifying his identification with the team. The ability of the team to provide a basis of identification
represents a benefit offered by a particular team. Attitudes, the third form of brand associations, are defined
in terms of the overall evaluation of the brand and often depend upon on the strength and favorability of the
attributes and benefits provided by the brand. An IPL fan of Kolkata Knight Riders who memorizes statistics of
his favorite team’s star players on a daily basis would represent someone with a strong and favorable attitude
towards Kolkata Knight Riders.

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4.2.2. Classification of Dimensions according to Team Association Model

Nostalgia

Identification

Benefits
Pride in place

Escape

Peer Group

Importance

Attitude
Knowledge

Affect Product delivery – Team ability to entertain its customers

Fan Identification – Consumers need to associate with
something desirable
Nostalgia and Pride in place – Are higher order needs of
Social expression and personal fulfillment
Importance – Personal importance of team to me
Head coach Knowledge – My personal knowledge level about the team
Success – How important is success rate of the team
Star Player – Presence of star player in team
Escape – Does sports provide a diversion from day to day
Management problems
Peer group acceptance – How much does the peer group
acceptance affects my allegiance to a team
Tradition – History of team
Star Player

Product Delivery
Attribute

Stadium

Logo Design

Tradition

Success

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5. Methodology
To test the hypothesized brand association model and its relevance in the Indian context, 8 IPL teams were
used as study objects. All respondents were fans of one of 8 IPL teams. Focus Group Discussions and In-depth
Interviews were conducted to find out the relevant dimensions of brand associations in the Indian context.
Since, all the 16 dimensions put forth by Gladden & Funk need not be relevant or applicable in the context of
IPL, the FGDs and IDIs threw more light into the refinement required in the context of IPL. Then these
dimensions were arranged into the 3 buckets of ATTRIBUTE, ATTITUDE and BENEFIT. Survey for a sample size
of 172 was done through online and direct administration. Structural Modeling was done for examining
Keller’s conceptualization of brand association in IPL. Regression Modeling was done to assess the impact of
each of the 16 dimensions on the patronizing behavior.
Survey Statistics Male Female
<21 yrs 26 6
>21yrs 126 15

6. Insights from Focus Group Discussions and In-depth Interviews

A judicious mix of IPL fans comprising of 8 supporters of all IPL teams from different regions of India were
chosen for the Focus Group Discussion. The same criterion was adopted while choosing the interviewees for 6
in-depth interviews. It was found that all the 16 dimensions suggested by Gladden & Funk in the European
context were applicable or relevant in the Indian context as well, though the relative relevance of these
dimensions in comparison with the western context might well be different. The 16 dimensions which were
deemed suitable in the context of Indian Premier League were,

6.1. Team’s success

Success of a team is a very important dimension in determining the degree of association a fan has to his/her
team. This is pretty much evident from the increase in ticket sales in correspondence with the increase in
success of IPL teams on the field.

6.2. Star players in the team

Presence of star players in the team adds to the overall attractiveness of the team. It was pointed out that
presence of star players in the team increases the propensity as well as desire to attend the team’s matches.
Negative brand associations through poor on-field performance shall be balanced by proper marketing of star
players in the team.

6.3. Logo design

Team uniform as a whole, including the a) color of the jersey, b) look of the jersey and the c) team logo
transmits a sense of belongingness to the fan provided he can identify himself/herself with the same. These
parameters go a long a way in determining the ease of retrieval of association with the brand of a particular
IPL team.
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6.4. Management
IPL arena sees plenty of non-cricketing action in terms of cheer leaders, shows by movie stars and other
famous personalities who can catch the attention of the fans, followed by attraction. Hence, in the context of
IPL, presence of such crowd pullers forms a significant dimension of brand association. The management has a
crucial role to play, because the consumer decision-making is guided by the trust a consumer (IPL fan) feels
towards the marketing organization (IPL team management).

6.5. Identification
Identification with a particular IPL team fulfils an IPL fan’s need to affiliate with something successful or
desirable. It stands for the notion of basking in reflected glory because individuals often publicize their
association with successful sports teams.

6.6. Peer group acceptance

If an IPL fan feels that that his/her friends and family approve his/her following of a particular IPL team, then
the consumption experience will be viewed more favourably. It can be suggested that positive associations
with a particular team may be derived from a consumer’s willingness to belong to a particular group.

6.7. Pride in Place

Pride in place, or people’s affiliation with a hometown team due to its ability to represent their city was
suggested as a crucial factor in determining the association with the brand of a particular IPL team. Pride in
place derives itself from the notion of community solidarity. In the consumers’ belief that the team provides a
rallying point for the community, strong brand associations are bound to develop.

6.8. Escape from day to day problems

People have a tendency to use sport as an escape from daily troubles or routines. IPL fans may use fan hood as
a strategy to find fulfilment and contentment. The escape obtained so can be source of brand associations.

6.9. Relevance to the person

This dimension stands for an IPL fan’s perception of the psychological significance and the value he/she
attaches to his/her IPL team. This is a reflection via a self report on how important the team is to him/her
personally.

6.10. Affect
This dimension represents the affective reactions which reflect an individual’s feeling about his/her team. This
is utilized to operationalise the valence of the attitude.

6.11. Product Delivery

An IPL team entertains largely through the delivery of the sport product. This includes both the performance
by the team and the ancillary activities occurring at the stadium. The manner of the product delivery and the
success there-in is very crucial in developing brand associations.

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6.12. Head Coach
The aura and charisma of head coach was suggested as an attraction. This shows that head coach can play
significant role in the creation of brand associations.

6.13. Stadium
The facility in which teams play can create positive brand associations, especially to those IPL fans who attend
the game. The aesthetic qualities of the stadium along with quality of service offerings such as layouts,
concession stands, rest rooms etc also can foster positive brand associations.

6.14. Tradition
Tradition can be described as a holistic measure of game performance and style of play based on past history.
It is a generic descriptor of ‘team history’. Tradition is a strong force which binds the fans together and can
play a major role in creating brand associations whose roots are strong.

6.15. Nostalgia
Nostalgia refers to “a longing for the past, a yearning for the yesterday, or a fondness for possessions and
activities associated with the days of yore” (Holbrook, 1993). The IPL teams might be able to provide its fans
with nostalgia in the long term, if not now. The ability to create nostalgia might contribute to positive brand
associations.

6.16. Knowledge
Attitude knowledge referred to the amount of attitude-relevant knowledge that accompanied an individual’s
attitude related to his/her IPL team. It can be measured by asking the IPL fans to list whatever they know and
can remember about his/her IPL team and by taking self reports on how knowledgeable they feel about
his/her IPL team.

7. Assessment of Patronising Behaviour

The 16 dimensions of brand associations may play varying roles in determining the patronising behaviour of
IPL fans towards their favourite teams. Assessing the significance of contribution of each of these dimensions
will help IPL brand managers to dedicate their focus on building the relevant brand associations in particular,
in order to inculcate patronising behaviour. Patronising behaviour is indicated by,

a) Regular purchasing behaviour of merchandise of favourite IPL team

b) Strong intention to buy merchandise of favourite IPL team
c) Strong desire to buy tickets of matches of favourite IPL team
d) Behaviour of never missing favourite IPL team’s action on television
e) Active promotion of favourite IPL team among social circles
f) More concern for long term sustenance of favourite IPL team rather than short term success at the
expense of long term sustenance

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8. Results
8.1. Structural Model

8.2. Regression Model

a
Coefficients

Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
10 (Constant) .404 .093 4.331 .000
SP .432 .026 .655 16.377 .000
AFF .175 .026 .216 6.780 .000
ID .117 .027 .143 4.337 .000
NOS .089 .028 .095 3.187 .002
SUC .070 .027 .105 2.570 .011
ESC -.114 .025 -.147 -4.549 .000
PIP .151 .034 .173 4.470 .000
MGT -.131 .030 -.135 -4.371 .000
KNW .060 .027 .060 2.192 .030
LOG .058 .028 .069 2.098 .037
a. Dependent Variable: PatronBeh

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9. Interpretation of the results
Structural model shown above gives the following insights

Pride in place(.82) strongly predicts Benefits derived from IPL, closely followed by Escape(.66) which is
followed by Nostalgia(.63). Peer group acceptance has weak correlation with benefits.

For Attitute Dimension, Importance of the team for the person(.68) is found to strongly predict Attitude
dimension, followed by Affect construct(.55)

For Attribute Dimension, Stadium (.71) and Product delivery (.69) is found to strongly predict this dimension,
Closely followed by Team logo(uniform etc), management(.54) Star player(.52) and Success(.53). Tradition(.24)
and Head coach(.32) was found to have weak predictive power on Attribute dimension. Since IPL is still in its
nascent stage, Tradition component will take some more time to establish in the mind of fans. Hence over
time, we expect that this component could have more impact on Attribute dimension.

The χ2 test yields a value of 732.02 which, evaluated with 101 degrees of freedom, χ2 divided by degrees of
freedom is 7.2:1 which is higher than 2:1 recommendation for good fit. Hence data does not support
hypothesized measurement model. RMSEA(.19) suggest that the model is questionable as it exceeds .05.

To find the impact of observed constructs on patronizing behavior, we regressed the 16 observed constructs
on Patronizing. The model showed a very good fit with Adjusted R2=.89. Results are as given below.

Star player(.655) has the maximum impact on Patronizing behavior, Followed by affect(.216) followed by
pride in place. Management was found to have a inverse relation with patronizing behavior, suggesting a
marked difference from western EPL audience. Escape was also found to have an inverse relation with
patronizing behavior suggesting that Indian IPL audience are involved in IPL and is not seeing it as an escape
route from his/her mundane life.

Identification (.143), Success (.105) and Nostalgia (.095) was also found to have a positive impact on
patronizing behavior

9.1. Significance of Variance in Dimensions: Western vs. Indian

Western Indian
(Regression wt) (Regression wt)
Identification .84 .32
Nostalgia .68 .63
Benefit Pride in Place .64 .82
Escape .54 .66
Peer group acceptance .23 .13

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 Importance .97 .68
Attitude Knowledge .72 .33
Affect .56 .55
Product delivery .86 .69
Star player .69 .52
Logo .68 .67
Attribute Management .58 .54
Head coach .54 .32
Tradition .52 .24
Success .52 .53
Stadium .45 .71

Comparing the team association models in Indian and western context. We can see that Identification is the
most important predictor of Benefit dimension in western context, However in Indian context it is significantly
lower in prediction power. Pride in place is having a higher predictive power on Benefits in Indian context
compared to western context this could be attributed to the strong affinity to their home team fuelled by
different languages. Peer group acceptance ranks lower in both contexts. Nostalgia is also having almost
similar predictive power on benefits.

On attitude dimension, Importance of the team to self and knowledge about team are having the maximum
impact on attitude in western context, however in India context it’s slightly lower, this could be attributed to
the fact that IPL is a recent phenomena, hence over time these constructs could have more impact on this
latent construct.

On attribute dimension, product delivery has maximum impact on this latent construct, However in India it is
slightly lower. Logo (Colors and uniform) is found to have same impact in both contexts. Head coach is having
lower impact in Indian context; this is expected as coaches in cricket are not perceived to be that important by
fans. Also tradition is having higher impact compared to Indian context, this also could be because IPL is a
recent phenomena and it might change in the future. Interestingly stadium is having the maximum impact on
attribute in Indian context.

10. Recommendations for IPL Brand Managers

Brand management for popular professional sport teams should focus on building favorable and distinct
brand beliefs among actual and potential fans. Given the unpredictability and instability of the team-sport
product, which we define as the performance and outcomes at games; brand image has the potential to

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 represent one of the few constants in fans’ perceptions. Brand image, therefore, offers sport marketers a
unique opportunity to present a consistent and stable club appearance to their fans and the public.

From our analysis of team patronizing behavior we have found that star player has the maximum impact
on this behavior, hence the high price of star players are quiet justifiable. It suggests that teams should
bid aggressively for star players in the next round of bidding.
This is followed by pride in place, implication of this is that Indian IPL teams should focus on involving
home state fans, as they take high pride in the team and it’s closely related to their pride in place.
Especially in Indian context this could be more relevant as the sense of home state is fuelled by mother
tongue. It’s worth noting that some IPL teams have already utilized this, for eg: Chennai super kings
advertisements and product delivery have a high local flavor and the recent research reports suggests
that this team has the maximum brand value with a brand value of $48 million.
Identification with the team is also having good predictive power, this also shows that the teams should
add local flavor to the brand communication, which would improve identification of brand.
Success of the team is ranked slightly lower in predicting patronizing behavior, looking at current Indian
context, this could be justified as Knight riders is still having a high brand value of 38 Million in spite of
poor performance in all 3 IPL seasons. However, long term sustenance of the team could be affected by
consistent poor performance.

11. References
1. James M. Gladden and Daniel C. Funk (2002). Developing an understanding of brand associations in
team sport: Empirical evidence from consumers of professional sport. Journal of Sports Management.
2. Anthony K. Kerr and James M. Gladden (2008). Extending the understanding of professional team
brand equity to the global market place. Int. J. Sport Management and Marketing, Vol. 3
3. Hans H. Bauer, Nicola E. Stokburger-Sauer, and Stefanie Exler (2008). Brand Image and Fan Loyalty in
Professional Team Sport: A Refined Model and Empirical Assessment. Journal of Sport Management
4. Daniel C. Funk, Curtis P. Haugtvedt and Dennis R. Howard (2000). Contemporary Attitude Theory in
Sport: Theoretical Considerations and Implications. Sport Management Review
5. Structural Equation Modeling using AMOS: An Introduction (2002). utexas.edu
6. Jeromy Anglim (2007). Structural Equation Modelling. http://jeromyanglim.googlepages.com/
7. http://business.rediff.com/slide-show/2010/mar/16/slide-show-1-ipl-brand-valued-at-usd-4-
billion.htm
8. http://www.intangiblebusiness.com/Reports/IPL-Brand-Value-Scoreboard-2010~3070.html

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12. Appendix
12.1. Questionnaire

Kindly answer the questions given below. Please indicate your answers with a tick mark ()

Completely Completely
Agree Neutral Disagree
Agree Disagree

1. I don’t care whether my team wins or

loses
2. It is important that my team reaches
semi final of IPL
3. I like to watch my favorite team’s star
player
4. My favorite team has star players
that I like to watch
5. I like head coach of my favorite team

6. My favorite team’s coach is well

known throughout the sports
fraternity
7. I believe the team management does
its best to field the best team
8. I am awed by the glitz personality
associated with my favorite team
9. My favorite team’s management
increases overall entertainment (Eg:
By roping in movie personalities /
Cheerleaders)
10. My teams uniform is very attractive

11. I like the colours of my favorite team

12. My favorite team’s stadium has

character
13. My favorite team’s stadium enhances
enjoyment of attending games
14. My favorite teams games are exciting

15. My favorite teams games are

entertaining
16. My favorite team has a long history
of winning
17. My favorite team has no history

18. Watching reading and talking about

my favorite team provides a
temporary escape from my day to
day problems

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 19. Watching reading and talking about
my favorite team helps me forget my
life’s problems
20. It is important that my friends see me
as a fan of my favorite team
21. When someone praises my team, I
feel like it’s a compliment to me
22. When I talk about my team, I usually
say “we” rather than “they”
23. I began following my team because of
my friends
24. It is important to follow the same
team as my friends
25. Thinking of my favorite team brings
back good memories
26. I have fond memories of following my
favorite team
27. My favorite team brings prestige to
the region where it belong
28. My favorite team helps elevate the
image of its community
29. I consider my favorite team to be
personally important
30. Being a fan of my team is important
to me
31. I possess a great deal of knowledge
about my favorite team
32. Compared to other sport teams, I
consider myself to be an expert about
my favorite team
33. My relationship with my team is
beneficial to me
34. My allegiance to my team is very
strong
35. I regularly buy merchandise of my
favorite team
36. I’ve strong intention to buy the
merchandise of my favorite team
37. I’ve strong desire to buy tickets of
matches of my favorite team
38. I never miss to catch my favorite
team on action on TV
39. I actively promote my team among
my friends and social circle
40. I am more concerned about the long
term sustenance rather than short
term success of my favorite team

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12.2. Regression Model Statistics

Model Summary

Change Statistics

Mod R Std. Error of the R Square F Sig. F

el R Square Adjusted R Square Estimate Change Change df1 df2 Change

1 .869a .756 .754 .34259 .756 529.154 1 171 .000

2 .908b .825 .823 .29116 .069 66.749 1 170 .000

3 .925c .856 .854 .26418 .032 37.494 1 169 .000

4 .932d .868 .865 .25375 .012 15.176 1 168 .000

5 .936e .877 .873 .24629 .008 11.325 1 167 .001

6 .939f .882 .878 .24169 .005 7.422 1 166 .007

7 .943g .889 .884 .23526 .007 10.192 1 165 .002

8 .948h .898 .893 .22631 .009 14.316 1 164 .000

9 .949i .901 .896 .22343 .003 5.253 1 163 .023

10 .951j .904 .898 .22113 .003 4.403 1 162 .037

a. Predictors: (Constant), SP

b. Predictors: (Constant), SP, AFF

c. Predictors: (Constant), SP, AFF, ID

d. Predictors: (Constant), SP, AFF, ID, NOS

e. Predictors: (Constant), SP, AFF, ID, NOS, SUC

f. Predictors: (Constant), SP, AFF, ID, NOS, SUC, ESC

g. Predictors: (Constant), SP, AFF, ID, NOS, SUC, ESC, PIP

h. Predictors: (Constant), SP, AFF, ID, NOS, SUC, ESC, PIP, MGT

i. Predictors: (Constant), SP, AFF, ID, NOS, SUC, ESC, PIP, MGT, KNW

j. Predictors: (Constant), SP, AFF, ID, NOS, SUC, ESC, PIP, MGT, KNW, LOG

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Coefficientsa

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 1.099 .072 15.298 .000

SP .574 .025 .869 23.003 .000

2 (Constant) .726 .076 9.506 .000

SP .504 .023 .764 22.046 .000

AFF .229 .028 .283 8.170 .000

3 (Constant) .447 .083 5.391 .000

SP .466 .022 .706 21.542 .000

AFF .232 .025 .288 9.148 .000

ID .153 .025 .187 6.123 .000

4 (Constant) .339 .084 4.022 .000

SP .466 .021 .706 22.416 .000

AFF .208 .025 .257 8.248 .000

ID .126 .025 .153 5.009 .000

NOS .111 .029 .119 3.896 .000

5 (Constant) .327 .082 3.990 .000

SP .404 .027 .612 14.767 .000

AFF .198 .025 .245 8.046 .000

ID .096 .026 .117 3.725 .000

NOS .111 .028 .118 3.987 .000

SUC .098 .029 .147 3.365 .001

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6 (Constant) .367 .082 4.489 .000

SP .405 .027 .614 15.106 .000

AFF .219 .025 .272 8.640 .000

ID .120 .027 .146 4.466 .000

NOS .118 .027 .127 4.325 .000

SUC .100 .029 .151 3.515 .001

ESC -.067 .025 -.087 -2.724 .007

7 (Constant) .395 .080 4.942 .000

SP .411 .026 .623 15.696 .000

AFF .197 .026 .244 7.647 .000

ID .089 .028 .108 3.203 .002

NOS .085 .029 .091 2.981 .003

SUC .104 .028 .157 3.751 .000

ESC -.096 .026 -.124 -3.740 .000

PIP .107 .033 .122 3.192 .002

8 (Constant) .503 .082 6.129 .000

SP .433 .026 .657 16.750 .000

AFF .194 .025 .240 7.838 .000

ID .113 .027 .138 4.123 .000

NOS .099 .028 .106 3.576 .000

SUC .086 .027 .129 3.154 .002

ESC -.101 .025 -.131 -4.096 .000

PIP .144 .034 .165 4.288 .000

MGT -.113 .030 -.117 -3.784 .000

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9 (Constant) .393 .094 4.177 .000

SP .444 .026 .673 17.098 .000

AFF .174 .026 .215 6.675 .000

ID .111 .027 .135 4.084 .000

NOS .102 .027 .109 3.716 .000

SUC .082 .027 .123 3.051 .003

ESC -.116 .025 -.150 -4.591 .000

PIP .159 .034 .182 4.705 .000

MGT -.118 .030 -.122 -3.991 .000

KNW .063 .027 .063 2.292 .023

10 (Constant) .404 .093 4.331 .000

SP .432 .026 .655 16.377 .000

AFF .175 .026 .216 6.780 .000

ID .117 .027 .143 4.337 .000

NOS .089 .028 .095 3.187 .002

SUC .070 .027 .105 2.570 .011

ESC -.114 .025 -.147 -4.549 .000

PIP .151 .034 .173 4.470 .000

MGT -.131 .030 -.135 -4.371 .000

KNW .060 .027 .060 2.192 .030

LOG .058 .028 .069 2.098 .037

a. Dependent Variable: PatronBeh

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 12.3. Structural Modeling statistics
Estimates (Group number 1 - Default model)

Scalar Estimates (Group number 1 - Default model)

Maximum Likelihood Estimates

Regression Weights: (Group number 1 - Default model)

Estimate S.E. C.R. P Label

PIP <--- Benefit .648 .054 12.098 *** par_1

NOS <--- Benefit .466 .054 8.618 *** par_2

ESC <--- Benefit .587 .065 9.079 *** par_3

PGA <--- Benefit .136 .087 1.565 .118 par_4

ID <--- Benefit .475 .063 7.523 *** par_5

AFF <--- Attitude .471 .070 6.770 *** par_6

KNW <--- Attitude .231 .059 3.924 *** par_7

IMP <--- Attitude .558 .067 8.284 *** par_8

HC <--- Attribute .209 .053 3.967 *** par_9

MGT <--- Attribute .388 .054 7.232 *** par_10

TRD <--- Attribute .115 .038 2.993 .003 par_11

SUC <--- Attribute .552 .078 7.051 *** par_12

LOG <--- Attribute .546 .059 9.317 *** par_13

PD <--- Attribute .461 .048 9.676 *** par_14

SP <--- Attribute .542 .079 6.836 *** par_15

STD <--- Attribute .584 .059 9.984 *** par_16

Standardized Regression Weights: (Group number 1 - Default model)

Estimate

PIP <--- Benefit .819

NOS <--- Benefit .633

ESC <--- Benefit .659

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 Estimate

PGA <--- Benefit .129

ID <--- Benefit .566

AFF <--- Attitude .553

KNW <--- Attitude .332

IMP <--- Attitude .684

HC <--- Attribute .317

MGT <--- Attribute .545

TRD <--- Attribute .242

SUC <--- Attribute .533

LOG <--- Attribute .669

PD <--- Attribute .689

SP <--- Attribute .519

STD <--- Attribute .705

Covariances: (Group number 1 - Default model)

Estimate S.E. C.R. P Label

Benefit <--> Attitude .801 .076 10.550 *** par_17

Attitude <--> Attribute .870 .071 12.314 *** par_18

Benefit <--> Attribute .878 .042 21.074 *** par_19

Correlations: (Group number 1 - Default model)

Estimate

Benefit <--> Attitude .801

Attitude <--> Attribute .870

Benefit <--> Attribute .878

Variances: (Group number 1 - Default model)

Estimate S.E. C.R. P Label

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 Estimate S.E. C.R. P Label

Benefit 1.000

Attitude 1.000

Attribute 1.000

e3 .205 .035 5.807 *** par_20

e2 .325 .040 8.185 *** par_21

e4 .447 .056 8.014 *** par_22

e5 1.102 .119 9.247 *** par_23

e1 .479 .056 8.510 *** par_24

e8 .506 .064 7.903 *** par_25

e7 .429 .048 8.924 *** par_26

e6 .354 .058 6.047 *** par_27

e13 .392 .043 9.111 *** par_28

e12 .357 .041 8.650 *** par_29

e14 .213 .023 9.183 *** par_30

e15 .766 .088 8.687 *** par_31

e11 .368 .046 8.062 *** par_32

e10 .796 .091 8.729 *** par_33

e16 .345 .044 7.785 *** par_34

e9 .236 .030 7.920 *** par_35

Squared Multiple Correlations: (Group number 1 - Default model)

Estimate

PD .474

STD .497

SP .270

LOG .447

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 Estimate

SUC .284

TRD .058

MGT .297

HC .100

IMP .468

KNW .110

AFF .305

ID .321

PGA .017

ESC .435

NOS .400

PIP .671

Model Fit Summary

CMIN

Model NPAR CMIN DF P CMIN/DF

Default model 35 732.029 101 .000 7.248

Saturated model 136 .000 0

Independence model 16 1396.235 120 .000 11.635

RMR, GFI

Model RMR GFI AGFI PGFI

Default model .089 .675 .562 .501

Saturated model .000 1.000

Independence model .206 .399 .318 .352

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Baseline Comparisons

NFI RFI IFI TLI

Model CFI
Delta1 rho1 Delta2 rho2

Default model .476 .377 .513 .413 .506

Saturated model 1.000 1.000 1.000

Independence model .000 .000 .000 .000 .000

Parsimony-Adjusted Measures

Model PRATIO PNFI PCFI

Default model .842 .400 .426

Saturated model .000 .000 .000

Independence model 1.000 .000 .000

NCP

Model NCP LO 90 HI 90

Default model 631.029 548.846 720.686

Saturated model .000 .000 .000

Independence model 1276.235 1159.649 1400.239

FMIN

Model FMIN F0 LO 90 HI 90

Default model 4.256 3.669 3.191 4.190

Saturated model .000 .000 .000 .000

Independence model 8.118 7.420 6.742 8.141

RMSEA

Model RMSEA LO 90 HI 90 PCLOSE

Default model .191 .178 .204 .000

Independence model .249 .237 .260 .000

AIC

Model AIC BCC BIC CAIC

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Model AIC BCC BIC CAIC

Default model 802.029 809.706 912.394 947.394

Saturated model 272.000 301.832 700.848 836.848

Independence model 1428.235 1431.744 1478.687 1494.687

ECVI

Model ECVI LO 90 HI 90 MECVI

Default model 4.663 4.185 5.184 4.708

Saturated model 1.581 1.581 1.581 1.755

Independence model 8.304 7.626 9.025 8.324

HOELTER

HOELTER HOELTER
Model
.05 .01

Default model 30 33

Independence model 19 20

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