Determinants of brand switching in non-durable consumer goods: economic, marketing, and quality dimensions

doi:10.22167/2675-6528-202602623

Article

September 29, 2026

Determinants of brand switching in non-durable consumer goods: economic, marketing, and quality dimensions

Determinants of Brand Switching in Non-Durable Consumer Goods: Economic, Marketing and Quality Dimensions

Alisson dos Santos Maia; Rita de Cássia Fossaluza

DOI: 10.22167/2675-6528-202602623

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

In a scenario of broad competition, easy access to information, and economic dynamism, consumers have begun to revise their choices more frequently, substituting brands of frequently purchased consumer products under the influence of economic, marketing, and quality factors. A study aimed to identify the factors with the greatest influence on brand switching decisions and the extent of their relationships. To this end, a structured questionnaire with four socioeconomic questions and fifteen related to the analyzed factors was applied, using a Likert scale. The Anderson-Darling test for normality, reliability analysis through Cronbach’s Alpha, and Spearman correlation were performed to evaluate the relationships between the variables. The results revealed that economic factors, such as price, promotions, and cost-benefit, acted as immediate triggers for brand switching, impacting point-of-sale decisions. Marketing actions increased visibility and encouraged experimentation, but exerted less influence on long-term choice retention. Perceived quality and product usage experiences showed a greater relationship with continuity or substitution, directly affecting consumer confidence. Strategies to reduce brand switching depended more on consistency in perceived quality, while economic and promotional factors presented more punctual effects.

Keywords: purchase decision; brand choice; consumption experience; switching intention; value perception.

1. Introduction

In recent years, consumer behavior has become more dynamic and less predictable, driven by the expansion of available market alternatives and easier access to information. In this context, purchasing decisions no longer involve just brand choice but also include the substitution of previously consumed options, based on the comparison between past experiences and different stimuli throughout the decision-making process. Consequently, loyalty becomes more challenging, as consumers begin to review their preferences more frequently and consider different alternatives within the same category (Kotler and Keller, 2012; Solomon, 2018).

The relationship between brand and product plays a central role in this process, as perceived attributes are frequently associated with the brand itself, directly influencing the continuity or rupture of the bond. In this sense, brand equity management becomes a strategic element for organizations, contributing to the construction of more consistent relationships and to the reduction of the propensity to switch over time (Keller, 2003; Kumar and Reinartz, 2016).

These dynamics gain even more relevance in the non-durable consumer goods market, characterized by low involvement, high purchase frequency, and rapid replacement, such as food, beverages, and hygiene and cleaning products. In these segments, the decision tends to be more immediate and sensitive to short-term stimuli, favoring experimentation and brand switching. In Brazil, this market presents high economic relevance and strong competitiveness, intensifying the dispute for consumer preference and increasing the frequency of changes between available alternatives (ABRAS, 2025).

Brand switching can be understood as the behavior by which the consumer stops acquiring a previously used option and starts choosing another within the same product category. This process results from the interaction between different factors, including consumption experiences, value perception, attractiveness of alternatives, and marketing stimuli (Chiu et al., 2005; Bansal et al., 2005; Sunardi et al., 2023). In highly competitive environments, this dynamic tends to intensify, as the variety of available options broadens the possibilities for choice and comparison between brands.

The decision to change involves the interaction between different dimensions of consumer behavior. Economic factors, related to price and cost-benefit; marketing and innovation factors, associated with visibility, stimuli present in the purchase environment, and the influence of other consumers; and quality and experience factors, linked to satisfaction and trust built over consumption, stand out. The evaluation of these dimensions is directly associated with the perception of value, understood as the relationship between perceived benefits and costs involved in the acquisition, influencing the maintenance or alteration of the choice (Zeithaml, 1988; Vargo and Lusch, 2004; Sunardi et al., 2023). In this context, the perception of value assumes a dynamic character, being continuously re-evaluated by the consumer based on accumulated experiences and exposure to new stimuli in the purchase environment. This re-evaluation does not occur in isolation but is inserted in a process of constant comparison between available alternatives, in which functional, emotional, and situational factors can influence the decision. Thus, the choice to maintain or replace a brand reflects not only a specific evaluation but a judgment built throughout the consumption journey.

Despite the relevance of the topic, it is not yet clear which factors exert the greatest influence on brand switching decisions, especially regarding the relative predominance between economic, marketing, and quality factors in categories characterized by high competitiveness and price sensitivity. A deep understanding of these determinants is fundamental for organizations to develop more effective customer retention and attraction strategies in an increasingly competitive market.

Given this scenario, the present study aims to analyze the factors that influence brand switching in non-durable consumer goods, focusing on economic dimensions, marketing strategies, and perceived quality.

2. Material and Methods

The present study adopted a quantitative methodological approach of a descriptive nature, with the main objective of measuring brand switching behavior among consumers. The research sought to analyze the factors that influence this decision in non-durable consumer goods, focusing on economic dimensions, marketing strategies, and perceived quality, as established in the general objective of the work. This research nature allowed for the identification and quantification of the relationships between the studied variables.

For data collection, a structured questionnaire was used, developed specifically for this study. The instrument consisted of four socioeconomic profile questions and fifteen items related to the analyzed factors, organized into thematic blocks: economic, marketing and innovation, and quality and experience. The degree of agreement of the respondents with the statements was measured using a five-point Likert scale, whose categories were abbreviated as: Totally disagree (DT), Disagree (D), Neutral (N), Agree (C), and Totally agree (CT).

The application of the questionnaire occurred online, using the Google Forms platform for its dissemination. The instrument was disclosed through various social networks, including Instagram, LinkedIn, and WhatsApp, with the aim of reaching a diverse consumer audience. Data collection was conducted during a specific period, from May 26, 2025, to June 13, 2025.

The study sample was non-probabilistic, selected by convenience, and comprised 338 respondents. This number of participants was considered adequate for conducting the proposed statistical analyses, according to the methodological guidelines of Gil (2008), Hair et al. (2009), and Kauark et al. (2010). No specific inclusion or exclusion criteria were applied, beyond availability and interest in participating in the research.

After collection, the data were submitted to an initial descriptive analysis, which included the percentage distribution of responses and the identification of measures of central tendency, such as median and mode. Data consolidation by thematic blocks and exploratory analyses with demographic variables, such as income, age, gender, and schooling, were also performed, using descriptive measures to characterize the participants’ profile. For the interpretation of the results, the sum of the categories “Agree” and “Strongly agree” was used to highlight the aggregated level of agreement (Hair et al., 2009; Tezza, 2020).

The normality of the variables was verified through the Anderson-Darling test, which indicated non-normality of the data and justified the use of non-parametric methods. Subsequently, the internal consistency of the thematic blocks of the questionnaire was evaluated using Cronbach’s Alpha coefficient. These procedures were essential to determine the adequacy of subsequent statistical methods and ensure the reliability of the collection instrument.

To investigate the strength and direction of the relationships between the factors influencing brand switching decisions, Spearman’s correlation coefficient was applied, considering the ordinal nature of the data. Statistical analyses were conducted with the aid of Excel, Real Statistics, and SPSS software, which allowed for the systematic processing, organization, and interpretation of the collected data.

Ethical considerations were observed throughout the research process. The questionnaire was designed to be anonymous, without collecting personal information that could identify participants. The data obtained were used exclusively for academic purposes, in the development of the final course project, and the respondents’ participation was entirely voluntary, ensuring the confidentiality and integrity of the information.

3. Results and Discussion

The analysis of the collected data allowed for the identification of factors influencing brand switching decisions in non-durable consumer goods, as well as the extent of their relationships, as proposed by the study’s objective. The results revealed a complex interaction between economic dimensions, marketing strategies, and perceived quality, with varying levels of impact on the consumer’s propensity to switch brands. Initially, the sample of 338 respondents was characterized to contextualize the observed perceptions and behaviors, followed by a detailed evaluation of the factors and their correlations.

The sample characterization indicated a predominance of female respondents, representing 56.5% of the total, while 43.5% were male. Regarding age group, most participants were concentrated between 25 and 34 years old, with 41.4%, and between 35 and 44 years old, with 34.0%, suggesting a consumer profile in an active purchasing decision phase. Income distribution showed a concentration in intermediate ranges, with 33.4% of respondents in the R$ 1,518.01 to R$ 4,554.00 range and 28.7% in the R$ 4,554.01 to R$ 7,590.00 range, which may influence sensitivity to economic factors.

Geographically, the sample showed a strong concentration in the Southeast region of Brazil, with 78.4% of participants, indicating that the perceptions and behaviors observed may predominantly reflect the market dynamics of this region. Regarding education level, most respondents had higher education (44.7%) or postgraduate studies (36.7%), suggesting an audience with greater access to information and, possibly, more critical in their consumption decisions. This demographic and socioeconomic profile is relevant for the interpretation of the findings, as it can influence how different factors are perceived and valued by consumers.

Economic factors proved to be immediate triggers for brand switching. It was found that 38% of respondents indicated switching brands when the product price increases. In situations of financial crisis, price sensitivity intensifies, with 57% of participants opting for cheaper alternatives. This perception is consistent with the literature that points to the influence of financial factors on short-term decisions, especially in contexts of higher price sensitivity (Lichtenstein et al., 2003; Solomon, 2018; Zeithaml, 1988).

Perceived value also stood out, with 56% of participants stating they would switch brands upon identifying a better cost-benefit ratio. Additionally, 52% of respondents were motivated to switch by promotions and discounts, and 54% indicated that the price difference between brands directly impacts their choice. These data reinforce the relevance of economic factors in consumption decisions, acting as decisive elements at the point of sale and in the continuous reassessment of the relationship between perceived benefits and costs involved in the acquisition (Zeithaml, 1988).

Regarding marketing and innovation factors, external stimuli played a significant role in the initial attraction and experimentation with new brands. Advertisements motivated 46% of respondents to try, while brand innovations encouraged switching for 42% of participants. However, the intensity of the influence of these factors was lower than that observed for quality, suggesting a more punctual impact on the decision-making process, with less relation to long-term choice continuity (Rogers, 2003; Inman, Winer and Ferraro, 2009).

Gifts and offers emerged as the main stimulus within the marketing block, being mentioned by 59% of participants as motivators for experimentation. In-store prominence also attracted the attention of 55% of respondents, and recommendations influenced the choice of 49% of them. These elements contribute to increasing the visibility and consideration of new alternatives, but their ability to sustain long-term loyalty appears to be limited compared to other factors, such as perceived quality.

Factors related to quality and consumption experiences showed the highest levels of agreement and influence on brand switching decisions. A negative experience led 53% of participants to seek another brand, and 53% stated they stopped buying after an unsatisfactory experience. Quality was considered essential for brand retention by 58% of respondents, highlighting its critical role in consumer retention. These findings corroborate the literature that emphasizes the importance of satisfaction and confidence built over the course of consumption for customer loyalty (Keller, 2003; Homburg et al., 2005; Febiastuti & Nawarini, 2023).

Brand confidence also proved to be a relevant factor, with 47% agreement among respondents, directly influencing loyalty. Furthermore, 49% of participants had already switched brands in search of better performance or quality. These results indicate that consistency in value delivery and the brand’s ability to meet consumer expectations are determinants for continued choice, while performance failures significantly increase the probability of substitution (Mittal and Kamakura, 2001; Christodoulides, Jevons and Bonhomme, 2015).

The consolidated analysis of the thematic blocks revealed that factors related to quality and experiences showed the highest intensity of total agreement, with 50% of respondents, compared to economic (19%) and marketing (13%) factors. Although all blocks presented a median and mode equal to four on the Likert scale, the concentration of responses at the highest levels of agreement was significantly higher for the quality and experience block, reinforcing its prominence in the brand switching decision.

An exploratory analysis with demographic variables indicated that quality and experience factors maintained higher average agreement across all analyzed profiles, demonstrating consistent predominance. Economic factors, in turn, showed greater intensity among lower-income respondents, suggesting that this group is more sensitive to aspects such as price and cost-benefit. Marketing and innovation factors, on the other hand, showed less variation among different demographic profiles, indicating more homogeneous behavior in relation to these stimuli.

The assessment of data normality, performed through the Anderson-Darling test, indicated that all items of the Likert scale presented statistics above the critical value (0.75) and p-values below 0.05. This result led to the rejection of the null hypothesis of normality, confirming that the data do not follow a normal distribution and justifying the application of non-parametric statistical methods for subsequent analyses, such as Spearman’s correlation coefficient.

The internal consistency of the questionnaire blocks was evaluated by Cronbach’s Alpha coefficient. The economic block obtained an Alpha of 0.826, indicating good reliability. The marketing and communication block presented an Alpha of 0.691, considered acceptable, although close to the recommended lower limit. The quality and experience block registered the highest value, with an Alpha of 0.842, evidencing high internal consistency. The global Cronbach’s Alpha coefficient of the scale was 0.821, which demonstrates good overall reliability of the research instrument, according to the criteria of Hair et al. (2009).

The application of Spearman’s correlation coefficient allowed us to identify the strength and direction of the relationships between the factors influencing brand switching decisions. The correlations with the highest magnitude were concentrated in variables related to perceived quality and consumer experience. For example, the association between “Quality is essential to maintain the brand” and “Bad product makes me stop buying” was 0.590 (p < 0.05), indicating a weak or non-existent relationship. This suggests that, although marketing can generate experimentation, its influence on long-term switching decisions is less robust than quality and experience.

The integrated analysis of the results demonstrates that brand switching is initially associated with the perception of immediate economic advantage. Seventy-two percent of respondents indicated switching brands when identifying a better cost-benefit ratio, and 65% related the decision to the presence of promotions and discounts. These data confirm that financial factors exert considerable influence on short-term decisions, especially in contexts of greater price sensitivity, as pointed out by Lichtenstein et al. (2003) and Zeithaml (1988).

The correlation between price difference and promotions (p = 0.541) illustrates the joint action of these elements, suggesting that the perception of economic advantage is built from the comparison between alternatives. The reduction of perceived risk and the stimulus for immediate decision contribute to the increase in the propensity to exchange in competitive environments (DelVecchio et al., 2006; Chiu et al., 2005). This highlights the importance of pricing and promotion strategies to attract consumers in non-durable goods markets.

In the scope of marketing and communication, external stimuli showed a greater relationship with the initial consumer attraction. Giveaways and offers were mentioned by 75% of participants, recommendations by 74%, and point-of-sale prominence by 69%. These elements are associated with increased experimentation and consideration of new alternatives. However, their intensity is lower than that observed in factors related to quality, suggesting a more punctual role in the decision-making process, with less relation to the continuity of choice over time (Rogers, 2003; Solomon, 2018).

Factors related to quality and experience showed the highest levels of agreement, with 96% of respondents considering quality essential for brand retention, and 95% associating negative experiences with switching. The presence of performance failures increases the probability of replacement, while consistent experiences favor consumer retention (Keller, 2003; Homburg et al., 2005). The highest correlations were concentrated in this block, such as the relationship between essential quality and poor product (p = 0.590), indicating a strong association between negative experience and switching behavior.

Brand trust, mentioned by 90% of respondents, showed a significant association with quality-related factors, but not with economic factors. This reinforces its connection with the consistency of the consumer experience (Kumar and Reinartz, 2016; Garbarino and Johnson, 1999). Recommendations, also relevant to 74% of participants, suggest that positive experiences tend to be shared, amplifying the brand’s perceived value and influencing other consumers (Solomon, 2018; Rogers, 2003).

In summary, the results indicate that brand switching in non-durable consumer goods is a dynamic process, influenced by a combination of factors. While economic aspects and marketing actions act as short-term motivators for experimentation and immediate decision-making, perceived quality and consumption experience are the pillars for maintaining choice and building long-term loyalty. Consistency in value delivery and brand trust are, therefore, crucial elements for reducing the propensity to switch, directly responding to the objective of identifying the factors with the greatest influence on brand switching decisions.

4. Conclusion

This study analyzed the factors that influence brand switching in non-durable consumer goods, focusing on economic dimensions, marketing strategies, and perceived quality. It was found that economic factors, such as price, promotions, and cost-benefit, acted as immediate triggers, impacting switching decisions at the point of sale and in situations of greater financial sensitivity. Marketing actions, in turn, increased visibility and encouraged the experimentation of new brands, but showed a more punctual and less robust influence on long-term choice maintenance. In contrast, factors related to quality and consumption experiences proved to be the most determinant, with perceived quality and brand trust being essential for the continuity of choice and consumer retention. A negative experience or the search for better performance were directly associated with the propensity to switch. The study’s main contribution lies in elucidating the predominance of quality and consistent experience over economic and marketing stimuli for building loyalty, offering strategic guidance for organizations seeking to reduce brand switching propensity in competitive markets.

Among the study’s limitations, the use of a non-probabilistic sample stands out, which may restrict the generalization of the results. Additionally, the analyses were based on perceptions declared by the participants, which do not always correspond to actual purchasing behavior. It is suggested that future studies expand the sample size and diversity, and adopt methods that allow for the observation of consumer behavior in real decision-making situations. Such approaches could deepen the understanding of brand switching dynamics, complementing the findings presented here and strengthening the applicability of retention strategies.

Bibliographic References

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Bansal, H.S.; Taylor, S.F.; James, Y.S. 2005. Migrating to new service providers: Toward a unifying framework of consumers’ switching behaviors. Journal of the Academy of Marketing Science 33(1): 96-115.

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Article originating from the Final Course Work of the Specialization in Marketing of the MBA USP/Esalq

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Tax Management

October 15, 2026

Pink tax and the gender of price

How different marketing treatments for men and women are incorporated by consumption taxation Imagine a shelf on which two razors of the same brand and intended for the same purpose are displayed side by side: one has dark packaging and promises strength, precision, and efficiency; the other comes in shades of pink or […]

Health

October 13, 2026

The missing link in health transformation

Why is innovation not enough to drive changes in organizations and health systems Digital transformation has become a strategic priority for health systems worldwide. Electronic health records, artificial intelligence, telemedicine, remote monitoring, and data analysis are now part of the strategic agenda of governments and health organizations. Paradoxically, […]

Marketing

October 09, 2026

Bitcoin or pets: what Artificial Intelligence would not see

A real-life consumer intelligence case shows what gets left out of the brief A few years ago, an American insurance company hired a specialized consumer intelligence firm to answer three questions: The insurer was also considering launching paid insurance in bitcoin. At the time, the consultancy’s workflow was as follows: the analyst created a query […]

School Management

October 06, 2026

The school is not a casino: when trading cards become currency in the playground

Why, for certain students, does school manage to offer so few experiences of achievement? The World Cup is over. Brazil left the competition, the school holidays came, the final was played and the football calendar moved on. It would be reasonable to imagine that, with the end of the tournament and the return to classes, […] would also begin

Energy Transition

September 30, 2026

Renewable energies: the Brazilian advantage

Brazil needs to invest in the capacity to transform natural resources into innovation, productivity, and development. Talking about energy is talking about development. Behind industry, transportation, services, cities, and increasingly artificial intelligence, there is an energy infrastructure that sustains the economy. Understanding a country’s energy matrix is understanding […]

Data Analysis

September 30, 2026

When the data changes, has reality changed?

An analysis of almost 20 million teaching positions-year between 2020 and 2025 shows how changes in population composition and record production can alter the interpretation of historical series Between 2020 and 2025, the number of formal teaching employment positions identified in RAIS (Annual Relation of Social Information), from the Ministry of Labor, […]

Artificial Intelligence

September 28, 2026

Artificial intelligence and the trends

Why do so many people join in on the fun with ChatGPT? I was never the trend person. I still am not. Some pass through my timeline, I see them, I find them interesting but not to the point of trying them out. This was the case, inclusive, with some recent waves of images made by artificial intelligence, like the 80s trend, the one that […]

Tax Management

September 01, 2026

Tax reform and estate planning in the countryside

Efficiency in managing taxes facilitates governance and allows for the organization of family succession. Rural wealth organization has become a strategic measure in light of the tax reform in Brazil, which came into effect this year. The planning of activities and rural wealth management, through tools such as the transition from an Individual to […]

Renata de Gaspari Valdejão Almeida

Artificial Intelligence

August 05, 2026

Inside the company and off the radar: the risks of Shadow AI

According to Microsoft, 75% of professionals already use artificial intelligence at work without company approval. The use of generative artificial intelligence is already part of the corporate routine. Tools like ChatGPT, Copilot, and other platforms help professionals produce texts, analyze data, create presentations, and accelerate tasks in practically all sectors. But this advance […]

Renata de Gaspari Valdejão Almeida

Strategy

July 02, 2026

The future as a competence

Academic interest reinforces the projection of scenarios as an essential tool for decision-making. While some companies are still trying to get the next step right, others are already working with multiple possible futures — and preparing for all of them. But after all, what does it mean to “think about the future”? Is it a trend, a strategy, or a new competence that […]

Renata de Gaspari Valdejão Almeida

Innovation

Technology

May 21, 2026

Agro SP Corridor: innovation, institutional articulation and future

Pecege commands the executive operation of the 400 km ecosystem activities that became known as the Brazilian agro Silicon Valley In 2025, in addition to taking over the management of the Piracicaba Technology Park, the Pecege Institute was also designated to command the executive operation of the State Agribusiness Innovation Corridor activities, the so-called […]

Education

April 27, 2026

How to turn a TCC into a business

New management of the Piracicaba Technology Park offers consulting to MBA graduates The new project director of the Piracicaba Technology Park (PTP), Alexandre Barreto, often says that one of the greatest rewards he has ever had in life was seeing his MBA USP/Esalq students structure companies from their final projects […]

Technology

March 20, 2026

The human repertoire in the age of AI

Critical thinking and creativity are irreplaceable in the work of a marketing professional Artificial Intelligence (AI) is capable of incredible feats, but it does not yet possess the judgment, empathy, intuition, and strategic creativity necessary to do the job of a good marketing professional. In this area, it is important to know how to use the tool to automate […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

February 23, 2026

ESG as a growth strategy in a cooperative in RS

Santa Clara balances social and environmental responsibility with innovation Founded in 1911 by Italian immigrants in Carlos Barbosa, in the Serra Gaúcha region, Cooperativa Santa Clara is an example that it is possible to balance economic growth with social and environmental responsibility. From a small cheese production company, the organization has evolved into a […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

January 22, 2026

Brazil free of Foot-and-Mouth Disease: what changes for Brazilian beef?

With a herd of over 200 million head of cattle, the country is currently the leader in exports. Brazil recently received, for the first time, the certification of country free of foot -and-mouth disease without vaccination, conferred by the World Organisation for Animal Health (WOAH). The seal strengthens the country’s position as a reliable supplier of meat for the […]

Renata de Gaspari Valdejão Almeida

Innovation

December 09, 2025

Innovation: the new cycle of the Piracicaba Technology Park

Instituto Pecege assumes management, betting on the creation of new businesses Starting in 2026, Instituto Pecege will assume the management of the Piracicaba Technology Park (PTP). Among its responsibilities will be the administration, operation, maintenance, and expansion of the park, in addition to fostering activities in innovation, entrepreneurship, and science and technology. The choice was made […]

Renata de Gaspari Valdejão Almeida

July 06, 2026

Large-Scale Architecture: DSR-SCRUM Change Management

Mônica Alessandra Guerios; Maria do Carmo Assis Todorov Abstract generated by ResumeAI, an artificial intelligence solution developed by Instituto Pecege focused on synthesis and writing. Architecture and urbanism are configured as essential bases in an increasingly complex and challenging urban space, where the intrinsic connection between social, environmental, and technological issues […]