A more comprehensive understanding and measure of customer helping behavior

Franchisee-based brand equity: The role of brand relationship quality and brand citizenship behavior

“…Such behavior includes following up on customer complaints and taking corrective action, reporting or confronting colleagues for behavior that is detrimental to the brand or reporting rival initiatives that threaten the brand's competitive position. Brand enthusiasm involves taking extra initiatives, such as local marketing through charity events and sponsorships (Johnson & Rapp, 2010). The expression of brand enthusiasm by individuals may include passing on brand-related customer feedback, which in turn supports decisions that create a high quality brand (Morhart et al, 2009).…”

“…Baumgarth and Schmidt (2010) also found that the internal workforce that exhibit brand-supportive behavior fosters a strong B2B brand or internal brand equity. Given that brand endorsers are more likely to forgive negative experiences and support the organization through good or bad times (Johnson & Rapp, 2010); we expect franchisees that exhibit BCB to remain loyal to the franchise brand. Consequently, we expect BCB to mediate the link between BRQ and FBBE.…”

“…Overall, 12 measurement items adapted from Johnson and Rapp (2010), and Lee and Allen (2002) were used to assess BCB. These measures required franchisees to rate the extent to which they engage in brand- supportive activities that are outside their contract but promote the identity of the franchise brand.…”

Examining the boundary conditions of customer citizenship behaviour: a focus on consumption ritual

“…Bove et al (2009) brought much of this literature together and they develop a measure of CCB in a service marketing context. Johnson and Rapp (2010) also present a measure but position theirs as relevant to all kinds of marketing exchange, profit and non-profit. Table 1 presents the dimensions identified in both studies.…”

“…In this instance, however, the academic literature is somewhat behind strategic practice. Whilst there has been important work done on developing dimensions in service (Bove, Pervan, Beatty, & Shiu, 2009) and goods contexts (Johnson & Rapp, 2010) there has been no attempt to explain the boundary conditions of these activities thus critical discussion is still needed on what constitutes extra role behaviour. The key to addressing this problem is an understanding of the theory and therefore motivation behind extra role behaviour.…”