Final Project:

Exploring The Effects Social Media Marketing Has on Customer Brand Loyalty in The Online Fast Fashion Industry Context

Chapter 1: Introduction

1.1. Background

The development of the internet has altered how businesses communicate and attract new, potential customers- primarily through social media (SM). SM has become part of the everyday life of billions of people worldwide. According to recent statistics, 4.66 billion people are active internet users, around 59.5% of the global population (Statista 2022). Therefore, keeping up to date with SM has become a critical element of individuals' days. This data implies a decline in the importance of traditional marketing communication channels, as SM has become a trusted platform for users (Rugova and Prenaj 2016). These statistics prove the necessity of SM in marketing plans to ensure businesses survival (Schultz and Peltier 2013). Social media marketing (SMM) allows businesses to effectively achieve their objectives at relatively low costs (Ajina 2019).

In the past years, it has been recorded that daily SM usage has increased from 111 minutes a day (2015) to 145 minutes a day (2020) (Statista 2020). As a result, interactions online have increased, with users sharing their experiences with products/services and their interactions with brands. Businesses have responded to this change in behaviour by making SM an essential component of their marketing plans (Stephen 2016; Shiau et al. 2018; Shareef et al. 2019). It enables brands to connect with their customers, improve customer attitudes, receive feedback, help to improve current products and services, and increase sales/return rates (Algharabat et al., 2018; Kapoor et al., 2018; Kaur et al., 2018, Lal et al., 2020). Brands must understand this information as it helps them increase brand loyalty. Brand loyalty is the measure of customer loyalty; it is recognised when a customer is about to change brands because of variations in products such as cost but inevitably does not (Aaker 2012). One study states that there are two aspects to brand loyalty: consumer attitude and behaviour (Kardes et al., 2010). Building and maintaining brand loyalty has been one of the vital research themes for marketers (Olivier 1997; Chaudhuri and Halbrook, 2001; Bennett and Rundle-Thiele, 2002), as it increases returning sales, market shares, the profitability of the businesses, and growing or at least maintaining themselves in the marketplace (Keller 2008; Aaker 2012).

Researchers have discovered the importance of investigating SMM (Shiau et al. 2018; Shareef et al. 2019). However, the marketing practices within the online fast fashion industry has not yet been entirely explored (Shanahan et al. 2019; Arora et al. 2019; Knoll 2016). This is controversial because SM platforms such as Instagram are driven by users posting and sharing their latest purchases and outfits, primarily impacting online fast fashion (OFF) brands product demand (Djafarova and Bowes 2021). Therefore, this research sets out to explore online fast fashion brands use of SMM and strengthen the academic understanding of SMM whilst also providing practical recommendations. In addition, this study will also look into the effects that SMM has on brand loyalty within the OFF brands industry.

1.2.Research Aims and Objectives

Aim: To investigate how online fast fashion brands use social media marketing platforms to impact potential customers and retain brand loyalty for future purchases.

Research Objective 1. To identify the social media platforms used by consumers to research potential brands to purchase from.

Research Objective 2. To investigate the impact of using different social media marketing tools effect on customers purchasing behaviours.

Research Objectives 3. To assess how brands' social media platforms impact customer brand loyalty.

Research Objective 4. To examine how outside influence can affect users when considering purchasing from a particular brand.

1.3. Research Rationale

Although there are a growing number of studies on SM and SMM, to date, the study of the effect of such practices on brands and customer relationships can still be defined as unexplored (Seo and Park 2018). As one of the latest marketing tools, businesses have been encouraged to take advantage of its many beneficial possibilities (Kaur 2016). Interestingly, only a few studies examine the effect SMM has on areas such as brand loyalty (Godey et al. 2016). Godey et al. (2016) further argue that limiting parameters put on research has led to the limited understanding of different impacts SMM has on consumers. In addition, journals usually have a singular SM platform on which it focuses, leading to gaps in knowledge in lesser-known platforms (Alansari et al. 2018; Smith 2018; Vermeer et al. 2019).

For some studies of SMM, few (Shanahan et al. 2019; Arora et al. 2019; Knoll 2016) have identified gaps that have not been answered and do not yet provide an understanding of SMM extensively. Shanahan et al. (2019) and Knoll (2016) point out that consumer behaviour in younger demographics needs to be researched further (e.g. students or millennials). For example, OFF brands like H&M have identified their target audience as a younger and more fashionable demographic (Delirium 2017). Nevertheless, to ensure they create successful social media campaigns, further research must be conducted- looking for trending items and searches.

One of the ways OFF brands try to combat this is by using social media influencers (SMI) (Wang et al. 2019). SMI have between 1,000- 1,000,000+ followers on any SM platform. This tool has become a critical component of the marketing mix (Audrezet et al., 2020). Although SMIs are widely used to reach and interest a wider audience, there is limited research into the negative impacts. Arora et al. (2019) suggest that more research needs to be done into the impacts of influencers. More specifically, how successful the endorsements from influencers are.

Interestingly, most of the current B2C SMM literature looks at SMM from a general point of view. For example, Jackson (2011) and Akhtar (2011) suggest that all small and medium enterprises (SME) should have or start SM platforms. They recommend this, with little research into the impacts large SM campaigns can have on all different areas of their businesses (Godey et al. 2016). Moreover, most studies on online fashion brands using SMM are unspecific to brand loyalty and online businesses- more to do with luxury brands (Kim and Ko 2012; Kim and Ko 2010; Gautam and Sharma 2017).

According to the discovered research gaps, this study aims to address the gaps in the literature. Furthermore, it investigates the effects of social media marketing and consumer behavioural responses towards brands, particularly brand loyalty.

Chapter 2: Literature Review

Before commencing any research study, the researcher must understand the researched topic per Evolved Grounded Theory. Therefore, a well-developed outline of the study and an understanding of the critical considerations in designing an Evolved Grounded Theory study is essential if the research goals want to be achieved. Therefore, this chapter will all current and existing literature on SMM practices and strategies to impact brand loyalty by OFF retailers.

2.1. Social Media

Over the years, SM has been defined in many different ways. One definition states that SM is an assortment of software-based digital technologies in practice. They are usually presented as an app/ website, which provides users with a digital platform to send and receive content or information (Appel et al. 2020). Major SM platforms such as Facebook, Instagram and Twitter come to mind (Statistaa 2022). However, this thought means SM has become less about the specific technologies and more about what people do in these environments. For example, SM tends to be a powerful platform where information is shared, often regarded as electronic word-of-mouth (eWOM) (Donthu 2021). In addition, this definition only considers SM’s technological and social elements but does not define what social media can be used for in a business context.

Rugova and Prenaj (2016) give the defines SM from a business standpoint “achieve traditional goals using non-traditional ways, through creativity, community, and relationships." (p.21). They suggest that SM is a non-traditional marketing tool that helps them build relationships with their customers. These two definitions consider SM from firms' perspectives but do not fully encompass what SM is to the user.

Hence, SM has further been defined as "facilitating interaction, collaboration and sharing content by providing the opportunity to create and exchange user-generated content" (Kaplan and Haenlein 2010). Although Kaplan and Haenlein (2010) argue that this definition differs from the others because they show the personal impacts SM has on individual users, as well as this experiment being about companies and how their interactions online impact buying behaviours, it wishes to look into what SMM as a whole and how those impacts users online.

All these differing definitions of SM agree with previous studies on the evolution of SM (Appel et al 2020; Donthu 2021; Rugova and Prenaj; Kaplan and Haenlein 2010). Each definition of SM discussed here applies in different ways throughout this study, depending on the user's perspective. These studies also say that the definition of SM changes over time (Kapoor et al 2018; Aichner et al 2021). Aicher et al (2021) 's further research into the definitions over time shows no single accepted definition for SM. However, several definitions have been co-existing and deemed acceptable within the literature.

2.2. Social Media Marketing

Businesses are constantly looking for ways to stand out, whether it is because of an oversaturated market or to stand out against their competition; using SMM is one of the ways they try to achieve this. SMM can be characterised as an integrated marketing plan used across all SM platforms to communicate brand-related information and manage consumer-brand relationships (Weinberg 2009; Godey et al 2016).

Other researchers define SMM as a way businesses use a non-traditional marketing tool to promote websites, brands, or products/services by interacting with potential customers through SM channels (Saravanakumar and SuganthaLakshmi 2012; Tuten and Solomon 2017). This works similarly to traditional marketing tools as it focuses on improving brands awareness, reputation, credibility and reaching a wider audience through electronic word-of-mouth (eWOM) (Huete-Alcocer 2017). However, instead of using TV and bus adverts, they use SMI and online contests to increase engagement and motivate users to post their opinions online (Cantallops and Salvi 2014).

With the number of users growing on powerful platforms such as Facebook, Instagram, and YouTube (Statistaa 2022), businesses need to be active online (Morales et al. 2017). However, research into the benefits and challenges of using SM has proven that sometimes this is not always the case (Horn et al. 2015); the next section will explain further.

2.2.1. The Benefits and Challenges of Social Media Marketing

SM allows businesses to be ubiquitous and accelerate their business communications around the global marketplace to the benefit and detriment of their business. For example, SMM is that the tools used to engage with users do not magnetically pull users to the company's profile (Hames 2009). For users to search and purchase brands/products, they need to be popular initially. However, current research suggests that overall marketing effectiveness has increased by 63% and 50% more agree that customer satisfaction has increased when using SMM within business marketing strategies (HubSpot 2021). Scuotto et al. (2017) further show that their investment returns (ROI) were positively impacted when using SMI.

Nevertheless, SMM tools do not work effectively alone, as they need something extra to pull users to a business's profile (Hames 2009). Using blogs, websites, email signatures, discounts, giveaways, or advertisements can point the customer to the SMM profile. Using all SMM tools together is a great way to project a brand's reputation. Wolny and Mueler (2013) highlight the power of eWOM through social media. They suggest that when SMM tools are used effectively, they can be highly effective when increasing brand loyalty and engagement. It motivates consumers to talk and interact with businesses profiles.

Furthermore, Mosely (2017) discovers that 92% of consumers believe in suggestions from friends or family rather than advertising. This stands true across all generations as they are also heavily impacted by WOM (Clark and Melancon 2013; Garst 2013). Additionally, consumers are also more likely to purchase from a company again; 96% say customer service is essential in their choice of brand loyalty (Morgan 2019; Wolny and Mueler 2013). However, WOM often has a more significant influence on individuals' perceptions than traditional marketer-generated sources of information and even third-party "expert" reviews (Nam et al 2020). This can be costly to businesses as negative WOM resonates with customers more than positive ones.

2.2.2. Social Media Influencers

One tool used frequently in SMM is social media influencers. SMI are micro-celebrities with large followings on SM platforms; they engage consumers and hold the potential to promote customer-brand relationships across different product categories (Delbaere et al 2021). In addition, SMIs are people who have the power to impact the purchasing decisions of others due to their knowledge or relationship with them (Geyser 2021). Finally, SMIs are individuals who post regularly about topics across their SM platforms and have gained a large following of enthusiastic followers who pay close attention to them and their opinions (Geyser 2021).

Another way to define SMI is by using the Two-Step Flow Model, which considers SMI's opinions leaders on SM platforms (Katz and Lazarfield 1995). This model states that the audience is active and influenced by the opinion leaders rather than media content. First, opinion leaders are exposed to media content, and they then share their interpretation of the content with their audience. Thus media content goes through two stages before reaching and being heard by its audience. By building meaningful relationships with its followers, SMI has set itself apart from direct media channels, which is why its followers listen to them (Sundermann and Raabe 2019). In addition, status and reputation can be established by gaining skills in certain areas and gaining fame as micro-celebrities (Reinikainen et al., 2020, Campbell and Farrell, 2020).

Whilst these two definitions indicate that the SMIs are knowledgeable, which is why users engage with them, they do not discuss the authenticity of SMIs. Lou (2021) considers that SMIs sometimes promote products to gain fame or monetary gain without disclosing that they are sponsored. Research shows that authenticity and transparency are what followers want from the SMIs they follow (Colucci and Perdroni 2021; Lee and Eastin 2021). With that in mind, the definitions can be accepted but need to be updated to include these different traits.

2.3. E-commerce and Online Customer Journey

More and more businesses are selling online, and the growth forecast for fashion e-commerce revenues in the United Kingdom in 2022 is about 4.6% (Coppola 2021). However, E-commerce has been defined in the literature in a narrow and broad sense. First, in a narrower sense, e-commerce is a way to buy and sell products and services online and therefore form financial transactions by electronic means through the internet (Bloomenthal 2021; Pandey and Sharma 2016). However, when defined in broader terms, e-commerce is when customers and businesses enter various commercial transactions on an online network without direct contact between the parties, including the payments for products and services (Niranjanamurthy et al 2013; Nemat et al 2013). Regarding this study, the narrower definition will be accepted because it best fits OFF retailer business models.

Before understanding an e-commerce customer journey, a general customer journey must be understood. A customer journey is a conceptualised version of the customer experience. Researchers' general definition is that the total customer experience is a multidimensional construct that includes cognitive, emotional, behavioural, sensorial, and social elements (Schmitt 2010; Verhoef et al 2010). However, sometimes customers relate their experiences with certain parts of their purchase, such as the brand (Zaeantonello et al 2009); this happens because of the specific interactions between the brand and the customer throughout the experience. These are called touchpoints (Homberg et al 2017; Rahimian et al 2020). A customer's experience is built up through a collection of these touchpoints in multiple phases of the customer's purchasing journey (Verhoef et al 2010; Lemon and Verhoef 2016).

As a result of smartphone devices becoming familiar with consumers, e-commerce sales are becoming more and more critical to the survival of businesses as e-commerce shifts the customer journey from offline to online (primarily through the pandemic (Chevalier 2022)). Therefore, the customer journey must be adapted to fit the new needs of the customers (Niranjanamurthy et al 2013). Preliminary research has shown five key steps a customer must go through when purchasing online (Bright Vessel 2018; Vakulenko et al 2019):

Awareness- is when the consumer is made aware of a product/service, whether through social media or search engines.
Consideration- is when the consumer shops around at different online stores with similar products to ensure they get the best products.
Acquisition- this step is the purchasing and delivering of the product to the customer.
Service- is the aftercare, return, and customer service option the customer is offered after purchasing.
Loyalty- this step is shown by and to a customer in many different ways, e.g. leaving reviews online, sending weekly emails newsletters to keep the customer up to date with new trends or sending special discount codes to repeating customers.

Please see Figure 2 for a further breakdown.

However, the current literature about e-commerce customers shows a significant increase in customer demand for personalised service (Vakulenko et al 2019). Personalising touchpoints for each customer allow them to allocate their time and money according to their preferences and allows the business to differentiate itself from competitors as their customer service will be difficult to imitate (Lindecrantz et al 2020). Additionally, customers want flexible conditions for purchasing (e.g. three-step payment methods like Klarna (Thorson and Kranstuber 2013; Klarna 2019), flexible options for the time and place of delivery, and more convenient methods of collecting and returning their parcels (Michalowska et al 2015). Meaning that if a company aims to be a success, especially when it comes to retaining customers, businesses will have to personalise and adapt their e-Commerce customer journey for their target audience.

Figure 2 (Screenshot from Bright Vessel 2018)

2.4. Customer and Brand Loyalty

When customers are loyal to a business, it can positively affect business performance in competitive markets (Lee et al. 2003; Perreault et al. 2013). Furthermore, having loyal customers is vital in markets where the costs of acquiring new customers are higher than retaining current ones (Lee et al 2003; Keisidous et al. 2013); this aspect increases the significance of customer loyalty.

Customer loyalty has been defined as the commitment from a customer to frequently repurchase a firm's product/service, despite the actions of competitors (Oliver 1999). Brand loyalty can be defined as a repurchasing behaviour that indicates a conscious decision when consumers buy from a brand (Roughen and Solomon 2011). Aker (2012) further defines it as a measure of customer loyalty, when a customer is about to change to other brands proposed by competitors, involving variations in prices. Similarly, Kardes et al (2010) state there are two types of brand loyalty consumer attitude and behaviour. Attitude is how the consumer feels towards the brand, while behaviour reflects the tendency to repeat purchases.

However, purchasing the same brand by customers shows the behavioural aspect of loyalty (Jones and Taylor 2007). Meaning, that customers who show high levels of brand loyalty usually have low price sensitivity and often purchase more frequently (Doole et al 2019). Additionally, these customers are more likely to share positive reviews about the brand to potential customers and encourage them to purchase (Bilgin 2018). For the sake of this study, Akers (2012) and Kardes et al (2010) best describe brand loyalty concerning repeat purchases and the impacts SMM can have on it.

2.5. Online Fast Fashion Industry

Over the past decade, the fashion industry has grown exponentially (in particular sustainable items (Birtwistle and Moore 2007; Lee et al 2020)), leading to being considered the third largest manufacturing industry in the world (Karaosman et al. 2016; Morgan and Birtwistle 2009). As a result of technological advances, the digital transformation has paved the way for online fast fashion brands to take off. Fast fashion is a business model which makes fashionable clothing at affordable prices. Customers of these brands demand a highly responsive supply chain that can support a change in trends and consumers' wants (Caro and Martínez-de-Albéniz 2015). Even though the principles of this model are essential, there are many challenges when it comes to accomplishing them. The OFF industry can be characterised by demand ambiguity, resulting in extreme variation in styles and tastes, making it difficult to forecast demand (Jin et al., 2012). Therefore, managing demands is a significant component of the industry (Hayes and Jones 2006).

However, consumers' mindsets have switched; consumers demand more sustainable products from brands (Lee et al 2020). According to Granskog et al. (2020) survey, 65% of consumers intend to buy more durable garments, and 71% of consumers stated they would be throwing out clothing less often. In light of this, big companies such as Inditex (Zara) have announced that there will be a new collection of sustainable initiatives put in place, including the goal for 100% of its cotton, linen, and polyester garment to be sustainable by 2025 (Inditex 2020). Other brands such as ASOS, H&M and Boohoo.com have also started implementing similar strategies.

The specific business model used by OFF brands differs from giant retail stores or other fashion business models (e.g., SMEs). In addition, researching customer mindsets and how they have changed or are influenced makes it easier to understand how consumers think when buying from a company- what makes them click the checkout button. Therefore, knowing how online fast fashion companies operate is crucial for this study.

2.5.1. Brand's Current Social Media Strategies

Considering the shifting marketing environment, most global fashion brands have started mending their strategies to include SMM, benefiting from new opportunities to communicate with online users (Kim and Ko, 2012). For example, a campaign on Instagram revealed that brands that use Instagram stories enhance consumer involvement on brands pages (Roncha and Radclyffe-Thomas 2016). However, research into click-through rates from these SM adverts shows a negative correlation between views/reshares and the click-through rate (Wang et al 2016), although some research into click-through rates from email newsletters do show some positive results (Madlberger and Jizdny 2021).

One of the most widely used SMM tools is SMI. OFF brands use SMI's with large followings on SM platforms to promote their products or services (Sundermann and Raabe 2019). OFF brands like PrettyLittleThing do this by sending micro/macro-influencers (between 5,000-1,000,000+ followers (Santora 2021)) free products or monetary compensation for promoting their products (PrettyLittleThing 2020). However, there are potential issues when using SMI, like finding the most suitable SMI to partner with (De Cicco et al. 2020). Issues can appear when influencers are involved with online scandals which reflect poorly on the brands they partner with- e.g. Molly-Mae Hague's recent scandal affecting PrettyLittleThing at its public image (Savin 2022). This can lead to brands jeopardising their credibility, negatively affecting consumers' attitudes and purchase intentions toward the promoted brand (Breves et al. 2019).

Another strategy brands use broadcasting their brand values. Bligihan et al (2016) 's research shows that when customers can unify their values with a brand, it improves their brand loyalty and equity. In addition, fashion SME brands have started including their customers throughout their decision-making processes and testing their new products to ensure they portray their customers' values (Scuotto et al 2017). Although these are ways brands can help align themselves with their customers more, there has only been a modest amount of research has been conducted on this topic. From the conducted research, studies suggest their parameters are too broad, making it difficult to predict the impacts brands' values have on their customers (Gerasimenko et al 2021).

2.6. Summary

To summarise, the literature review proves that there has been extensive research into the discussed topics, such as SM and SMM However, there is a lack of understanding of the impact SMM has on brand loyalty (Seo and Park 2018). For example, research into WOM suggests that WOM has a 92% effectiveness rate when influencing individuals into buying from a company (Clark and Melancon 2013; Garst 2013). Although only a tiny amount of research has looked into the impact of eWOM, more research needs to be completed into the different areas of eWOM (Ravi and Ravi 2015).

Additionally, a lot of the B2C SMM literature discusses social media marketing from a general point of view, and they discuss the impact SMM tools have together and alone and how they can impact companies' reach online (Jackson 2011; Akhtar 2011; Hames 2009; Wolny and Mueler 2013). This, alongside little research into the impactions of positive and negative responses to large SM campaigns, proves that more research needs to be looked into further (Godey et al. 2016). As a result of these findings, this study will investigate the effects of SMM and consumer behavioural responses towards brands, particularly brand loyalty.

Chapter 3: Methodology

The literature reviewed in Chapter 2 offers an overview of SMM and its impacts on brand loyalty, it discusses different contributing factors. This chapter uses to Saunders et al. (2019) Research Onion to create a useful research methodology- as seen in Figure 3. It further outlines the research strategy which will be applied for this study that aligns with the research objectives. First, the Research Onion discusses what is needed for primary research; firstly, philosophy and approach must be chosen to fit the study. Then the choice of research method will dictate the discussion, analysis of sampling and data collection techniques, followed by an interview structure. The last element discusses the research ethics (validity, reliability, and generalisability); this considers any potential issues with the study.

Figure 3 The Research Onion (Saunders et al 2019)

This study will include a combination of purposes, descriptive and exploratory. Descriptive research aims to gather information about situations for description (Aggarwal 2015). However, this type of research is not simply about gathering descriptions but includes complete analyses, interpretation, comparison and identification of trends and relationships (Salaria 2012). Therefore, this type of research can help answer what the researcher is trying to understand. In addition, this research helps explain what SM channels customers use to research products and what makes OFF brands stand out.

In contrast, exploratory research is used to define the nature of a problem; this makes it better at understanding the why and how objectives (Saunders et al. 2019). Therefore, this study also aims to investigates the interviewees’ views on why OFF brands who use SM within their online customer journey and marketing strategies, and how they use it to reach and retain customers. In addition, the researcher will be able to understand why the use of SMM has been previously under-researched.

3.1.Research Philosophy

An interpretivism philosophy (Dudovskiy 2020) has been undertaken to understand the set of beliefs of SM users in the context OFF brands and capture the differences and similarities of various SMM strategies created by OFF brands. Interpretivism is a philosophy that focuses on the subjective meaning and interpretations of social phenomena (Sauder et al. 2019). This means that the researcher holds their own opinions and beliefs and participants' views and opinions. In addition, the researcher believes that the consumers decide the decisions to interact with SM campaigns and strategies. Although, understanding why certain groups interact more with different campaigns has not been fully explored.

3.2.Research Approach

Throughout this study, inductive reasoning will be used to support the selected research purposes and philosophies. Applying this approach to this study will allow the researcher to observe which patterns emerge throughout the interviews with each participant, leading to theories developing (Hayes et al. 2010). An inductive approach is often used in qualitative data collection and analysis. Another aspect which is critical for this study, is that it allows researchers to study the phenomenon uninterrupted and interpret the different meanings each participant brings (Denzin and Lincoln 2005). This approach allows the researcher to develop a theory centred on the responses given by the participants in regard to their encounter with the SMM of OFF brands.

3.3.Research Method

Evolved Grounded Theory (EGT) will be employed as a research method throughout this study (Glaser 1978; Strauss and Corbin 1998). In 1967 Glaser and Strauss created the idea of Grounded Theory and defined it as “An inductive, theory discovery methodology that allows the researcher to develop a theoretical account of the general features of a topic while simultaneously grounding the account in empirical evidence.”

Grounded Theory consists of three stages that guide qualitative data collection and analysis as a research methodology. It intends to devise a theory about social procedures by methodically gathering and analysing data (Glaser and Strauss 1967; Glaser 1992; Strauss and Corbin 1998). Furthermore, it has a strict structure for conducting qualitative research, data collections and analysis, and qualitative research as a scientific inquiry (Charmaz 2003).

However, an adaptation of this study was chosen for this study. EGT was chosen for its stage-based approach and the strict data collection and analysis rules, as it helps guide novice researchers. Furthermore, EGT allows for a literature review at the beginning, allowing researchers to obtain some theoretical knowledge before conducting their study (Strauss and Corbin 1998). This means that the literature review in Chapter 2 will impact the collection and analysis of data. This aspect is different to Grounded Theory as it encourages researchers to enter the field with no prior research knowledge (Glaser and Strauss 1967).

Another theory that was considered but then rejected was Constructivist Grounded Theory (CGT). This theory assumes that the researcher and participants co-create the knowledge recorded in the interviews (Charmaz 2006). Therefore, the researcher uses their knowledge and positionality to enhance the research (Garrick 2021). Consequently, the researcher uses their knowledge and positionality to enhance the research. CGT was therefore not suitable for this study as the researcher understands SMM and the concept of brand loyalty but does not work in either area before conducting their research.

3.4.Data Collection

As this is a qualitative study and it focuses on understanding why consumers behave the way they do; the data collection process needs to be sensitive when collecting and analysing data (Merriam and Tisdell 2015). Consequently, in-depth semi-structured interviews will be conducted. Semi-structured interviews are exploratory interviews that follow a guide devised prior to the interview. They follow a core topic that provides a general structure; however, these interviews also allow space for conversations to unfold and follow topical paths (Magaldi and Berler 2020). In addition, the interviews will be conducted with SM users who are frequent OFF buyers to give the researcher insight into how online fashion brands propose SM a strategies/campaigns.

This research study has implemented a cross-sectional design due to the time constraints of the academic year (Saunders 2019). Consequently, the data collected within this study will be observed and reviewed at a single point (Setia 2016), which is appropriate for the scope of this study.

All participants will be contacted through text or SM a before the interviews start. As the Covid-19 pandemic is still prevalent, interviewees will be allowed to conduct the interviews online (e.g. Zoom or Microsoft Teams) or in person. Before all interviews begin, participants will be given an participant information sheet (PIS) (Appendix 1.1) and participant agreement form (PAF) (Appendix 1.2); these forms state that the shared information is confidential and will be limited to the study (will be completed later). As well as this, participants will have the option to drop out from the study at any point- even though this research topic is not intrusive. In addition, all recordings will be deleted once transcripts are completed.

3.4.1.Sampling

A mixture of convenience, purposeful and snowball sampling will be used along with theoretical sampling for this study. Convenience sampling is a non-random sampling where target population members meet specific research criteria (Dörnyei 2007). For example, the researcher aims to interview SM users who are frequent OFF brand buyers for this study. On the other hand, the purposeful sampling technique deliberately includes a participant due to their qualities (Patton 2002). Therefore the information they gather will be information-rich and well-informed (Bernard 2002). However, snowball sampling asks current participants to recommend other individuals who fit the research criteria and who could be willing participants (Parker et al. 2019).

Theoretical sampling will also be applied as a part of Grounded Theory (Glaser and Strauss 1967). Doing this allows the researcher to develop a theory as it emerges throughout the interviews (Glaser 1978). The researcher has to code and analyse the data during the first stages of the interviews; this enables the researcher to decide what data to collect next and where they should look for it (e.g. recommendations).

3.4.2.Participants Recruitment

As soon as participants offer to participate in this study, they will be contacted through text or SM sites such as Instagram and LinkedIn to proceed to the interviews. For each data sampling techniques, the initial sample will be obtained from known SM users interested in fashion because of their personal experiences when purchasing from OFF brands. As more information is uncovered and analysed, new participants will be included.

3.4.3.Participants Profile

The participants enlisted for this study were SM users and frequent buyers from OFF brands. These participants will be required to share insight into their buying behaviours, discuss their opinions on current issues with SMI online and talk about how and what affects their purchasing behaviours.

Alongside this, the researcher is asking for participants of a specific age range, 18-24 years old. Since the younger demographic has not been thoroughly researched, this study wished to look into that and is still the most prominent demographic across all social media platforms (Statista 2021). Therefore, although an age range is given, the exact ages will be kept confidential.

3.5.Data Analysis Approach

Following the EGT research structure, the primary data collected will be simplified and restructure through a three-stage coding process: initial, axial, and selective code (Corbin and Strauss 2007). Throughout the initial coding stage, it will be established whether the research topic has any relevance. An example of the initial coding stage can be seen in Figure 4. To see an example of a coded transcript please see Appendix 4.1.

Figure 4: Initial Coding Example

Following this, the information will be grouped into ‘concepts’ that will be examined and compared for the duration of and between interviews (Garrick 2021). From the concepts that have arisen, different ‘categories will arise. These are created when comparing concepts looking into similarities and differences.

During the next stage, axial coding will help shape the conditional matrix (Corbin and Strauss 2008; Corbin and Strauss 1990); by understanding the different concepts and categories in much greater detail, the researcher will determine interlinking relationships between them. Finally, the researcher has to determine the core category. Once the core category has been identified, a theory will develop. Due to strict coding, this theory will display the overall findings from this study through a diagram (Walker and Myrick 2006).

3.6.Reliability and Validity

When assessing the quality of the data collected, its interpretation is important to the research. Different to quantitative research, where methods are utilized to guarantee reliability and validity, qualitative researchers have to create and follow methodologies to ensure their studies are trustworthy (Cypress 2017). In addition, an evaluation of the EGT research method will be carried out in Chapter 5; please see this for a complete breakdown.

3.7.Ethical Considerations and Methodology Limitations

As well as ensuring that suitable research methods are picked, it is essential to state all ethical considerations whilst conducting this study (Arifin 2018). One way of doing this is by filling out a BU Ethical Approval form (Appendix 3); it helps researchers create studies of the highest possible quality. This is a must when conducting in-depth interviews with participants. Furthermore, before any interview occurs, the researcher must disclose the research aims, objectives, and any withdrawals from participating in the study. Participant confidentiality is a final ethical consideration (Morse and Coulehan 2015); participants will be made aware that none of their personal information will appear anywhere in this study.

This study has been labelled a cross-sectional study because of the academic years’ time limits. Therefore the generalizability and reliability decline as only a small sample will participate in this study (Solem 2015). In addition, a lack of funding and a complicated data analysis method further limits the number of participants who will be able to participate in the study. In addition, due to the limitations of this cross-sectional study, the final findings will not hold up against a longitudinal EGT study. Meaning the results may not be as reliable. To see a further breakdown of the evaluation of EGT, see Chapter 5.

Chapter 4: Findings and Discussion

This chapter will illustrate the data collection process and summarise the findings from the three-step coding method used in EGT. First, initial coding and axial coding subsections were analysed alongside the research topics and current literature. Additional findings that reflect the aim and objectives of the research will be critically analysed in Chapter 5. Finally, combining the thoughts from findings against existing research results will allow a substantive theory from the coding concepts and findings connected to the study's aim and objectives.

4.1 In-Depth Analysis of Qualitative Data

4.1.1. Overview of Initial Coding

The first stage of EGT analysis is known as initial coding. This is used to establish codes consisting of words, sentences, or paragraphs that determine the connection to the research topic, objectives, and emerging surface concepts. To ensure all valuable data had been extracted, there was no limited set on the number of codes that the researcher could create.

After the initial coding stage, were 101 codes. However, during the analysis and deduction (removing occasional codes that do not have representation across the majority of the sample), the total number of codes was reduced to 95. Appendix 4.2 shows the holistic open view of the total codes created during the data analysis of nine interviews.

4.1.2. Axial Coding

Axial coding involved integrating the 95 codes found through the initial coding to develop ten sub-categories. Appendix 4.3 depicts how these sub-categories have emerged. Four categories emerged from the 15 sub-categories (Figure 6) following these steps.

Figure 6: Overview of Main Categories

Figure 6 shows how the 15 sub-categories were combined into four overall categories through further analysis of similarities, differences, and patterns. Finally, they were defined by analysing and comparing the participant's views, opinions, and meanings.

4.1.3. Profile of Each Participant

The sample includes of nine SM users and frequent OFF (online fast fashion) buyers. Each participant has a varied background in terms of SM platforms, exposure, and experience online- Figure 7 showcases a summary of the participants profiles.

The majority of the participants have eight or more years of experience using SM: 56% have ten plus years of using SM, and 44% have below. It should also be noted that 78% are active on Instagram, Snapchat, and Facebook, increasing their social reach, whereas 22% are not signalling that their views will be concentrated on their platforms.

Figure 7: Profiles of the Participants

4.1.4. Social Media Marketing in the Online Fast Fashion Industry: Perceptions from their Customers

There are five sub-categories which link into this category, exploring the perceptions of the OFF industry and how consumers' views and wants to have changed over time. Moreover, to understand how the users perceive SMM and whether that impacts their purchasing decisions and loyalty to a brand.

4.1.4.1. Online Fast Fashion Industry and Market Transformations

OFF industry is often associated with unethical practices, direct and indirect marketing, and fast turnover times. However, the empirical codes alongside recent research (Lee et al 2020; Granskog et al 2020) show that OFF marketing has changed in recent years:

“I would argue that fast fashion brands nowadays are trying a lot harder to be more inclusive in size, gender and race within their models and posts online.”- P7

When asked if something a OFF brand has posted online has ever changed how the participant thought about a brand, the participants had mixed answers. Although, most stated that what they see online (positive or negative) impacts their perception of the brand and ultimately impacts their purchasing decision. These statements relate similarly to the research completed by Lee et al (2020) and Granskog et al (2020):

“I would definitely say that what I see online, posted across social media, and even sometimes the news, affects my opinion of a brand and whether I would consider buying from them again.”- P9.

Although most argued that what they see online impacts their perceptions and purchasing behaviours, some stated that is they did not see it on their feeds they wouldn’t actively go looking for this sort of information:

“I would say that if I saw it, I might try shopping somewhere else, but I don’t go looking around online for that sort of information.”- P4

However, literature and statistics (Roncha and Radclyffe-Thomas 2016; Statista 2021) would state that majority of users in the sample age range are active and receptive to information published online, therefore brands need to be reactive to accusations and discussions had online about their brand:

“Remember when PrettyLittleThing posted that incentive post about Black Lives Matter, they made it pink and sparkly to fit their aesthetic. Like that really is something you should make pink and sparkly.”- P5

“I thought it was amazing when Lounge did that collaboration with breast cancer, donating profits from that line with them, made me buy a few more items at checkout.”- P2

Consequently, showing the impacts positive/negative eWOM can have on a brand as SM platforms grow and develop, which agrees with the literature discussed by Wolny and Mueler (2013).

“I do think that what people see online has a lasting effect in people’s minds especially when thinking from buying from them again.”- P9

4.1.4.2. Social Media

Since the invention of digital SM sites in the 1990s, their definitions and use have changed several times, which academic research supports (Appel et al 2020; Rugova and Prenaj 2016; Aicher et al 2021). Several participants agreed with this and expressed mixed views on this topic:

“it can be such a toxic place sometimes”- P3

“I am not sure there as so many good things about it but, you know, sometimes people can be rude online.”- P5

Considering SM from a business standpoint (Mangold and Faulds 2009), the interaction had online can be different. Furthermore, some participants agreed the introduction of SM has made the marketing industry more competitive and in some cases over saturated with content:

“I guess from using social media to launch my graphics business, I would say it has been very positive. Like people reaching out to collab, it’s really helped it grow”. - P8

“I feel like there’s way too much posted online nowadays, I never see the bottom of my feed.”- P2

Although, few of the participants expressed opinions on SM as purely negative or positive:

“Honestly nowadays people being allowed to be completely anonymous and say whatever they want to people and get away with it isn’t fair.”- P7

“I love being able to stay in touch with my mates who aren’t in the UK through social media”- P4

Despite these views and opinions, all participants still use at least three-plus SM apps for two-plus hours a day. This aligns with the number of active users found currently using SM nowadays – 4.65 billion SM users worldwide (Data Reportal 2022).

4.1.4.3. Social Media Marketing

The use of SMM by brands allows brands to communicate with their customers and followers daily, which was nearly impossible with traditional ways of marketing. However, the message that the brand occasionally does not get across can get mixed up within other adverts. Several participants expressed their views on how OFF brands marketing spread over SM platforms:

“Instagram is full of paid adverts, sponsored posts… I’d say 70% to 90% of my posts on my feed are sponsored posts.”-P9.

Alternatively, some participants appreciated the tailored and remindful adverts which are displayed across their feeds:

“I wanted this basketball t-shirt for ages, and I couldn’t find one in stock until it came up on my feed.”- P1.

“I like the fact my social media know what I like to see, make it’s a lot easier to find inspiration for outfits I want to wear.”- P6

Other participants mentioned SMM strategies used by brands (such as SMI), which heavily impacted their views on the brand. Unfortunately, the current research discussing the impact of negative eWOM on a brand is limited; therefore, brands must be curious when choosing suitable SMI to collaborate with. Although, Breves et al (2019) research into the impacts SMI have on a brands image does align with this statement:

“When brand work with controversial social media influencers it really makes me question them and whether I want to buy from them.”- P2.

Figure 8 demonstrates the comprehensive views from the participants on the OFF brands using SMM. It outlines the importance of each tool, the impacts, and the long-term effects it has on its followers.

Figure 8: Social Media Marketing Strategies and Their Effectiveness Long-Term

4.1.5. Brand Loyalty

Understanding what customers believe in brand loyalty helps marketers determine whether sticking to a brand is a conscious or an unconscious decision. Therefore, participants were asked to share their knowledge on what they believed being brand loyal means:

"Buying from somewhere multiple times."- P1.

"Engaging with the brand you like online and maybe even recommending it to your mates"- P7

"Picking one brand over another, even if price is better because you know their good."- P3.

The answers given by the participants infer that brand loyalty is a conscious choice made by the customer, which aligns with the literature found (Roughen and Solomon 2011):

"I means if the quality is good, they're still making what I want and are making eco decisions I don't see why I would stop buying from them."- P4.

Brands are always coming up with new ways to entice their customer to stay loyal to them. Usually, the reasons why customers stay loyal to brands are unique to them; however, some participants mentioned similar things brands can do to help build trust with them:

"I like it when brands introduce loyalty points."- P5.

During the interviews, a key concept discovers that brands need to meet customers' demands. The further literature uncovered that customers' mindsets depict changing, and customers are demanding more sustainable options from OFF brands nowadays; this could either be a sustainable product or a sustainable buy (Lee et al 2020; Granskog et al 2020):

"I honestly say I shop so much less now from fast fashion brands because I want to make more sustainable decisions"-P3.

"I happy to buy from fast fashion brands as long as it a long-lasting buy, I don't want it to break within two seconds of having it."-P9.

4.1.5.1. Online Customer Journey

Sometimes customers find the brands whilst browsing online before seeing them on SM. Some of the participants mentioned this happening. However, before they clicked the checkout button, they liked to look into what their SM pages looked like:

“Sometimes I’ll find a brand on ASOS or something that I haven’t heard of before, I always go into Instagram to find out a bit more about them.”-P7.

Sometimes what they found online made them change their mind about buying from that company, whether it is because of too few followers or too many followers:

“I like my style to be unique, I don’t like buying from big brands.”- P6

“I’ve occasionally searched brands online and if they don’t have a massive following like 10,000+, I won’t buy from them because I’m not sure if they’ll scam me or not.”- P2

In addition, some participants agreed that what brands currently use for their acquisition and post-purchase stages worked (Bright Vessel 2018; Vakulenko et al 2019), but some improvements and innovations could be made to improve their service even further:

“I like the buy now button that some brands have added to their pages, make the whole transaction run smoother and quicker. I wish everywhere had it.” -P6.

“Sometimes it can be really annoying talking to robots instead of a person when I’m trying to return products”- P2.

Therefore, further research could be completed by companies to improve these services.

4.1.6. The Impact of Social Media Marketing has on Brand Loyalty

Brands having the option to use SMM has elevated the reach brands can get. For the OFF industry, this meant that they could target their customers more directly and be in constant communication with them:

"I'm always being recommended the different website to look into on story adverts that brands use on social media."-P9.

The following sub-sections explore the current SMM practices used by brands to attract and retain new customers online. It further looks into customer engagement and actions after seeing SM posts online.

Repeat Purchase

As suggested by Kardes et al (2010); brand loyalty has two sub-sections: customer attitude and customer behaviour. A brand-loyal customer's behaviour is reflected through repeat purchases. However, staying relevant in today's fast-growing OFF industry is complex. Therefore, staying on top of trends and sticking out to the customer is crucial.

Brands use SMM tools such as polls, competitions, discounts, giveaways, and SMI to stay relevant to the customer's mind:

"I had almost forgotten them; then I saw them doing this big giveaway on other people's stories and thought I check them out when looking of my birthday dress."- P3.

"I remember once, I saw this some influencer post about Motel Rocks, and I suddenly remember that would be a great place to get my outfit from."-P2.

Building and Retention of Trust Online

Some participants expressed that building their trust online comes a lot from brands being transparent and authentic about their products:

"I don't want to be scammed."- P2

"Nothing is always perfect; I think it better to be real with your products online."- P4

Therefore, honest marketing and unedited images of the products allow customers to trust businesses as they know what they are looking at is what they will receive after purchasing.

Most participants further agreed that showing mixed reviews on the product posted to SM can positively affect customers' trust and opinions about the brand. Brands can also react to these critiques and improve their products; this makes the customers feel important and feel listened to:

“I like that on ASOS they have real reviews and images of the products, they even keep the negative ones up. That makes me believe they care about their customers.”- P7.

“Remember when Kylie Jenner launched her lip kits for the first time and the wands were rubbish and everyone complained over Twitter. It was cool to see her actually respond to this and then go and change the product to make it better.”- P6

After listing ways a brand could earn their trust, all participants agreed that they would stay loyal to a brand once they trusted the brand.

Digital Content Engagement and Marketing

Customer engagement on SM platforms has seen a massive over the past couple of years because of the increase of active users on SM (Data Reportal 2022). In addition, the idea of viral video and trends has become more and more common; people and brands can “blow up” online overnight all from one video:

“Take viral videos, it’s crazy the impact a viral video can have on someone’s life.”- P6.

The more real possibility of this happening to SMEs of OFF brands is very present; therefore, it is even more vital for them to upload consistently and engage with customers online. All participants agreed that when brands posts are relevant and alert to current trends, they take more interest:

“I like seeing brands post about real event happening as well as just about their products.”- P1.

“It’s better for brands to stay on top of trends, maybe even set them, so they can stay important.”- P2

Continuing to Meet Customers’ Needs

The literature and participants also addressed the changes in customer demands, becoming more sustainable, inclusive, and ethically inclined (Lee et al 2020; Granskog et all 2020). Most participants agreed that if brands have options for all these options, they should display them across their SM accounts:

“If a brand is inclusive and all that, I like to see it actually represented on their social media accounts.”-P7

“I think most brands like showing off how eco and ethical they are, its weird nowadays if they’re not talking about it online.”- P2

Consumers' needs are ever-changing, and brands need to be thinking three thoughts ahead of customers to stay ahead of what they want.

Figure 9 summarises the participant's views and opinions on SMM's impact on brand loyalty.

Figure 9: Areas of the Impact Social Media Marketing has on Brand Loyalty

4.1.7. Social Media Marketing Effects on Brand Loyalty in the Online Fast Fashion Industry Context

The following section focuses on the empirical findings as it talks about all the research objectives for this study. First, the sub-categories were investigated using the conditional matrix tool (Figure 10). The conditional matrix was used to develop the links between the sub-categories. Usually, matrices include outcomes; in this study, the outcome discussed is a form of increased loyalty to a brand (Corbin and Strauss 1990).

Figure 10: The context of online fast fashion brands' social media marketing on brand loyalty, using a conditional matrix

Phenomenon

The fundamental phenomenon evaluated in this segment was the perception and understanding of SMM to achieve brand loyalty in the online fast fashion industry context. According to the participants, using SMM is very important, especially when brands want to build trust with their customers. However, strictly using SMM to impact brand loyalty is challenging. Therefore, it is crucial to recognise that this phenomenon is complicated.

Strategy

The OFF industry is a very competitive market; therefore, marketing strategies need to prepare. Due to the nature of SMM and the products OFF companies offer, specific methods and tactics have been developed to help execute SMM strategies. Considerable factors include the constant evolution of customer wants, changing trends within the industry and the constant pressure of ethical and sustainable demands whilst maintaining low prices.

Context

Throughout the interview process, the participants argue that companies employ certain push factors on SM platforms when trying to retain customers. First, the use of SM as a communication tool allows companies to display the transparent nature of their business. This helps customers trust brands (discussed in 1.4.4.) and encourages further interest in the brand's activities. Consistency in everything aspect of the brand further helps build trust; customers see them as reliable. It is also believed that without an SM presence, companies can hardly reach their customers or even come off as reliable.

The competitive nature of the OFF industry pushed companies to be more innovative and encourages brands to think outside the box- especially when it comes to customer demands. Demands from customers are ever-changing in the OFF industry (discussed in 1.4.5 and 1.4.4.), whether it be trending fashion items or customer mindsets, meaning brands have to change and adapt quickly to keep customers buying. Another important contextual factor is adapting the experience to feel personalised, whether responding to individual reviews/ queries online or commenting and liking posts where they have been tagged.

Method

The process phase of this section will help further recognise the strategy of OFF companies and SMM solutions for building and retaining brand loyalty, which is about listening, adapting, and innovation. It is crucial to identify main SM platforms used by their target audience, the core SMM tools used by OFF SM marketers and then explore the process of online customer journey mapping- the awareness, acquisition, and retention stages. By completing this, a better understanding of the phenomenon will be achieved.

Social Media Platforms

Bearing in mind that the sample chosen for this study is between the ages of 18 – 24, Appendix 5 shows the SM platform they are on (from most popular to least). The statistics agrees with the literature on the powerful SM platforms currently operating online (Statistaa 2022); therefore, OFF companies trying to attract this age range must consider this information. A wide variety of these platforms should be used for SMM. For example, Instagram is an image and video platform that can be used to promote the brand's content. Twitter is a site where people communicate in short messages that can be used for customer service (Alton 2022). The site type also needs to be considered when choosing which SM sites to join. In addition, brands will have to choose the most effective platform for their target audience to impact their customer's brand loyalty significantly.

Overview of Main Social Media Marketing Tools

The increase of active SM users (Data Reportal 2022) has encouraged more brands to join all SM platforms and employ SMM as a part of their marketing strategies. Therefore, participants were asked what their opinions on different SMM tools were. Participants and the literature agreed that companies should work with suitable, relatable, and honest SMI. These are traits that brands should look for when finding SMI to work with (Colucci and Perdroni 2021; Lee and Eastin 2021). This is because negative eWOM has been found to resonate more with customers than positive WOM (Nam et al 2020).

Similarly to the literature findings in Chapter 2 (Hubspot 2021; Wolny and Mueler 2013), participants said that SMM tools are essential as they engage directly with potential customers and frequent customers interested in their products.

Therefore, there has been an emphasis on influencer and content marketing in the OFF SMM strategies. Participants believe that fashion companies should have innovative content strategies to fulfil customer needs. Moreover, some participants mentioned that using sponsored/paid adverts was very helpful for building brand awareness and customer trust (discussed in 4.1.3.). Another emerging topic discussed in the interviews was giveaways/competitions and short time discounts (only available on SM posts) to bring traffic to OFF brands pages (discussed in 4.1.2.). Although this traffic is short-term, it does affect the number of sales and, therefore, positively affects ROI, which aligns with what Scuotto et al (2017) discuss in their paper.

The mentioned SMM tools above support the theory from Hames (2009) that when SMM tools are used cohesively, they can pull customers to a business’s profile and impact their purchasing decisions. However, Hames (2009) argues that each of these tools, when used alone, is not as effective.

Online Customer Journey

Bright Vessel (2018) and Vakulenk et al (2019) discuss what online customer journey mapping is in the context of OFF companies, it describes the process customers go through when buying online. Each step of this process is seen as important to customer when deciding to buy:

“I always check delivery option before I click buy.”- P1

“I like to see if they offer any loyalty offers for people who buy from them often.”- P4

Awareness Stage

All participants use at least three different SM platforms; this suggests that OFF brands have ample opportunity to learn about their potential customers through descriptive data. In addition, brands will choose a platform and, therefore, the medium they would like to use for their online advert. However, as mentioned in Figure 9, the adverts used still need to be captivating for a customer to notice and want to click on.

Some participants mentioned that honest reviews of their products given by SMI or customers online positively affected their brand opinions. They perceived them to be more genuine and honest with their customers. The literature on this topic further agrees with these opinions as there has been a shift in consumer mindset- as stated in the section- that impacts brand loyalty.

Another essential part of the awareness stage is exposure. As discussed in the impact on brand loyalty section, viral videos are becoming more frequent and have helped SMEs reach a broader audience. This is something brands should strive for when creating and posting content online.

Retention Stage

When improving brand loyalty and retaining customers, brands have to create a meaningful relationship with their customers; SM is one way of achieving that (Roncha and Radclyfee-Thomes 2016). This differs from traditional marketing, TV, newspapers, and radio used for mass marketing purposes. Participants described SMM as an untraditional marketing tool that SM marketers use to communicate with their customers daily, which in some ways makes it superior to traditional marketing.

The participants and literature both agree that the impact of eWOM can heavily impact their decision to look into a company and whether to buy from them (Clack and Melancon 2013; Wolny and Mueler 2013: Garst 2013). Therefore, as mentioned in Chapter 2, special consideration needs to be taken when dealing with negative reviews of products as negative WOM resonated with a customer more than positive ones (Nam et al 2020).

Moreover, they discussed the impact that frequent but informative SM posts have on their opinions of brands. Section 1.4.2.1 discusses additional views on the positive impact frequent posting has on customers.

4.2 Mapping Contemporary Approaches of The Impact of Brand Loyalty Through Social Media Marketing in the Online Fast Fashion Industry

This final section shows the outcomes of the last step in EGT, selective coding. When combining the categories into a theoretical framework, it can take images in several ways, e.g., diagrams or a metaphor. A diagram has been selected for this study. The basis of the diagram comes from the conditional matrix (Corbin and Strauss 1990; Walker and Myrick 2006). Figure 11 introduces the substantive micro theory as an overall map for impacting brand loyalty through SMM in the OFF industry.

Figure 11: Social Media Marketing to Influence Brand Loyalty in an Online Fast-Fashion Context Micro Substantive Theory

The data gathered covers areas broader than brand loyalty. It looked at the whole SMM phenomenon and captured critical contextual factors. The conceptual framework derived from the findings (Figure 11) illustrates that.

Chapter 5: Conclusion

This research contributes to the earlier academic research by exploring SMM's implications on brand loyalty within the OFF industry. This chapter will present an outline and a summary of the key results found in this study. It will discuss the limits of this study and highlight areas where further research should occur.

Summary of Main Conclusions

The result of the main conclusion and the objectives are displayed in Table 1.

Table 1: Summary of Main Conclusions

Evaluation of Theory

The micro substantive theory produced from this study in Chapter 4 has been assessed alongside four different criterias (Table 2).

Table 2: Evaluation of the Current Theory

Future Recommendations and Limitations

To further understand the limitations of this study and explore the recommendation for future research, see Table 3.

Table 3: Limitations and Recommendations