Developing brand champions: A franchisee perspective

King, Ceridwyn; Grace, Debra Ann; Weaven, Scott

doi:10.1080/0267257x.2013.796322

Cited by 25 publications

(15 citation statements)

References 100 publications

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“…Implications for Management King et al (2013) find that during an economic downturn, an employee's opportunity to leave the firm may be limited. Service industry managers face a barrage of cost saving initiatives.…”

Section: Resultsmentioning

confidence: 99%

The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay

Preez

Bendixen

2015

International Journal of Bank Marketing

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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Section: Resultsmentioning

confidence: 99%

The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay

Preez

Bendixen

2015

International Journal of Bank Marketing

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“…In addition, this work has shown that franchises should invest in building a supportive IM culture, if they are interested in developing a positive and collaborative environment, with continuously harmonious win-win exchanges between franchisor and franchisee. Thus, the IM culture will help motivate franchisees to respond positively to the franchise and to ensure their willingness to continue the relationship for the long term (King et al, 2013).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…The key to its success is based on the development of quality relationships between franchisor and franchisees, which is why the literature continues to emphasize the need for further study (e.g., Altinay et al, 2014a). In fact, there is a recent research trend that reinforces the idea that beyond the mere contractual exchange between the parties, the franchise has an important relational dimension (Fern andez-Monroy and Meli an-Alzola, 2005;King et al, 2013;Lee et al, The relationship between IM culture and training relevance Various authors in the IM literature point out the need for a value system to guide the company in developing behaviours that meet the needs of its employees, and ultimately lead to greater value to the customer (Lings, 2004;Lings and Greenley, 2005;Gounaris, 2006;Gounaris et al, 2010). This value system represents the cultural aspect of IM by considering people to be the organization's most valuable asset, which can influence satisfaction and loyalty of this key resource (Lings and Greenley, 2005;Peltier et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

Training as an internal marketing tool within the franchise system

Domínguez-Falcón

Monroy

Sánchez

et al. 2021

JSTP

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PurposeThe purpose of this paper is to analyse the important role of training (specifically, training relevance and training transfer) in enhancing franchisor-franchisee relationship satisfaction, and its influence upon customer performance (e.g., customer satisfaction, quality service), all driven by an internal marketing (IM) culture.Design/methodology/approachAn empirical study consisting of a questionnaire was conducted on a final sample of 157 individuals who are members of the franchise system. Structural equation modelling (SEM) was used to test the research hypotheses.FindingsThe results reveal that IM culture has a direct influence on training relevance; likewise, training relevance provides a positive and significant effect on training transfer, which does directly affect franchisor-franchisee relationship satisfaction and at least also impacts indirectly on customer performance.Practical implicationsIn order to ensure the success of the franchise system and customer satisfaction, all franchise parties should take a proactive role in the configuration of the training programmes. This proactive role should be conformed based on an IM culture developed properly by the franchise to strengthen a successful long-term relationship.Originality/valueThis paper provides an innovative approach to strengthen the franchisor-franchisee relationship through training based on the IM culture. This exploratory study integrates different theoretical frameworks that, to our knowledge, have not been linked, such as IM culture and franchise literature, considering the franchisee as an internal customer who has an influence on external customer satisfaction, with training and training transfer as essential key factors.

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“…In line with RCT, the introduction and positioning of organizational relationship quality in the conceptual model, implies mediation. Based on the contention of King et al, (2013) that organizationally based relational considerations are the key to determining the strength and valence of the association between organizationally generated antecedents and employee centred outcome variables, the mediation hypothesis is supported. We argue that the organization's support mechanisms (i.e.…”

Section: Hypothesesmentioning

confidence: 99%

Workplace relationship cohesion: an internal customers’ perspective

Grace

King

Iacono

2017

JSTP

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Purpose: This study examines the differential effect of reciprocal and negotiated social exchanges in establishing workplace relationship cohesion, providing a mediating influence between social constructed initiatives (i.e. internal socialization and support) and internal customers psychological connectedness. Design/Methodology/Approach: Data were gathered via a national online survey of service employees in Australia, representing a diverse range of service industries (e.g. retail (food/nonfood), health, financial, administrative support, real estate, household, insurance, education and training etc.) Findings: Reciprocal-exchange relationship quality fully mediates the relationship between internal socialization and psychological connectedness; and negotiated-exchange relationship quality partially mediates the relationship between internal support and psychological connectedness of internal customers. Research Limitations/Implications: While the findings reported herein support the salience of interpersonal relationship quality enhancing the internal performance of the organization, it is essential to consider how the findings link to externally perceived performance (i.e. from the customer's perspective). Future research is guided by a framework that the authors propose as a result of the study's findings to facilitate research in this under-researched area. Practical Implications: The development of sound socially-relevant internal marketing strategies is vital to the long-term health and prosperity of the firm and its internal counterparts necessitating a move beyond transactional internal marketing, reflecting "pay for service" organizational thinking. Originality/Value: The examination of internal relationship cohesion and how this effects internal customers' allegiance to their organizations addresses an important research gap and, thus, provides a significant contribution to both theory and practice.

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Developing brand champions: A franchisee perspective

Cited by 25 publications

References 100 publications

The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay

The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay

Training as an internal marketing tool within the franchise system

Workplace relationship cohesion: an internal customers’ perspective

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