Brand equity in the professional service context: Analyzing the impact of employee role behavior and customer–employee rapport

Can Local People Help Enhance Tourists’ Destination Loyalty? A Relational Perspective

“…Similarly, in the tourism setting, a destination's distinctiveness works as a crucial element because uniqueness provides a strong reason for tourists to visit a specific destination instead of others (Qu et al, 2011). Biedenbach, Bengtsson, and Wincent (2011) provided empirical support for the effect of personal connection on destination distinctiveness, revealing that the customer-employee rapport has a positive effect on the brand association, which refers to the image that is unique to a product or brand. Adapting this argument to a tourism setting provides the following hypothesis:…”

“…Sui and Baloglu (2003) found that the relationship between customers and service providers leads to the former's advocacy including recommendations and WOM behaviors through their attachment. Biedenbach et al (2011) demonstrated that the customer-employee rapport has a significant positive effect on brand loyalty. Gremler and Gwinner (2000) found that the rapport, which includes personal connection dimension, has a significant positive effect on customers' WOM communication.…”

Building industrial brand equity by leveraging firm capabilities and co-creating value with customers

“…Early studies about antecedents specific to B2B brand equity are exploratory and qualitative in nature (Bendixen et al, 2004;McQuiston, 2004;Michell et al, 2001). Recently researchers have begun to empirically explore limited set of antecedent factors of industrial brand equity, such as: value for the money, distribution performance, promotion and personnel (van Riel et al, 2005); corporate image, product and service quality, price and costs (Cretu & Brodie, 2007); service quality, responsiveness, and empowerment (Roberts & Merrilees, 2007); product quality, service quality, price, differentiation, promise, and trust and credibility (Jensen & Klastrup, 2008); supplier's competence and buyer's purchasing value (Han & Sung, 2008); customer experience (Biedenbach & Marell, 2010); CSR and corporate reputation (Lai, Chiu, Yang, & Pai, 2010); sales force (behavior and personality); product and promotion (Baumgarth & Binckebanck, 2011); customers' perception of employees' behavior (Biedenbach, Bengtsson, & Wincent, 2011); country-of-manufacture and country-of-design .…”

The effect of sales promotions characteristics on brand equity

“…Some people concluded that brand equity influences the future profits and long-term cash flux positively (Kim et al, 2005). The importance of brand equity has many benefits for brand-owning companies (Lambkin & Muzellec, 2010;Biedenbach et al, 2011;Nyadzayo, et al, 2011). Solomon and Stewart stated that brand equity could provide competitive advantages for the company because it can give brand the power to gain and to keep bigger share in the market and sell with more profit margin and price (Jung & Sung, 2008).…”