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Briana Anderson - Cornell University

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• Attractive people are more persuasive (see: Baker & Churchill, 1977;<br />

Chaiken, 1979).<br />

Based on these studies of attractiveness in interpersonal relations, Patzer (1983)<br />

11<br />

conducted an experiment in which participants viewed fictitious advertisements that<br />

included three levels of attractiveness – low, medium, and high. The dependent<br />

variables included 1) perceived trustworthiness and expertise of the communicator and<br />

2) liking for the communicator if they were to meet. The results of the data analysis<br />

support the hypothesis that communicators of higher levels of attractiveness are<br />

perceived as more trustworthy and of higher expertise than those of lower<br />

attractiveness levels. The data strongly supported the hypothesis that attractiveness<br />

has a significant positive effect on liking of the communicator. Overall, the results<br />

offer evidence of a relationship between communicator physical attractiveness and<br />

perceptions of communicator expertise, trustworthiness, and liking regardless of<br />

communicator/receiver gender.<br />

Endorser Credibility and Corporate Credibility -- What’s the Relationship?<br />

Several studies have examined the effects of both corporate and source<br />

credibility on consumers’ attitudes toward the brand and advertisement, as well as<br />

purchase intentions. hile much advertising research has focused on the effectiveness<br />

of endorsers on consumer attitudes and behavioral intentions (as a function of the<br />

endorser’s credibility), more recent research has examined the role of corporate<br />

credibility as well. Researchers have examined endorser and corporate credibility as<br />

separate variables; this is generally conceptualized in the literature as companies<br />

concern for having a credible endorser represent their brand, while also being<br />

concerned with presenting a positive corporate image by engaging in socially<br />

responsible activities (Lafferty and Goldsmith, 1999) to enhance their corporate<br />

credibility.

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