Comparing double jeopardy effects at the behavioral and attitudinal levels

Abstract

The marketing phenomenon known as the double jeopardy (DJ) effect has continued to intrigue marketing scholars and practitioners over the last four decades. It is often found that, vis‐à‐vis the more popular brands, the less popular brands not only attract fewer customers but these customers buy these brands less frequently. The term “double jeopardy” is used to express this twin disadvantage faced by the less popular brands. Marketing researchers have shown that the DJ effect extends to many product categories (e.g. toothpaste or coffee), media (e.g. radio and television), and distribution channels (e.g. individual stores). Attitudinal measures are developed for both brand penetration and its frequency of use: two key elements used to measure the DJ effect. It is also empirically demonstrated, using attitudinal and behavioral data supplied by a large multinational company, how attitudinal measures unravel strengths and vulnerabilities of individual brands and how these insights can help managers in accurate brand positioning.