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The main aim of the study is to examine the structural composition of brand equity and the interrelationships between the dimensions of brand equity in the business-to-business (B2B) context. A total of 647 customers of one of the Big Four auditing firms in Sweden served as respondents in this study. Structural equation modeling was used to examine a one-dimensional model and a multidimensional model of brand equity. The multidimensional model was based on the hierarchy of effects between brand awareness, brand associations, perceived quality and brand loyalty. The findings indicate that the multidimensional model of brand equity considering the hierarchical effects between the four dimensions of brand equity performs better in the B2B context. The study contributes to branding research by providing empirical evidence about the multidimensionality of B2B brand equity and the existence of hierarchy of effects between the four dimensions of brand equity.

The main purpose of the study is to investigate the impact of contextual factors in the organizational decision making process on the formation of B2B brand equity. The study examines the existence of potential differences in the development of brand equity by decision makers involved in the purchasing of professional services. The contextual settings considered in the study include large businesses versus small businesses, and private companies versus public organizations. The results of the MANOVA analysis show differences in the overall brand equity developed by the decisions makers in these three contexts towards their provider of professional services. Across the dimensions of brand equity, no significant differences were found in terms of brand awareness and brand associations. However, significant differences between the three types of contexts were identified in terms of perceived quality and brand loyalty. The structural equation modeling was used to further explore the differences across the brand equity dimensions, which occurred between the decisions makers from various contexts. Marketing managers could use the knowledge about the formation of B2B brand equity to improve efficiency of the brand building process, which takes place between different contextual settings and across various brand equity dimensions.

The main purpose of the study is to investigate the impact of customer experience on brand equity in a business-to-business (B2B) services setting. The conceptual model illustrates the impact of customer experience on the formation of brand equity, which is assessed through a hierarchy of effects between brand awareness, brand associations, perceived quality and brand loyalty. Structural equation modeling is used to test the proposed model in the B2B setting. The findings of the study indicate that customer experience has a positive effect on the four dimensions of brand equity. The study provides marketing managers with a clear understanding of how customer experience affects brand equity in the B2B context. The study portrays the importance of creating a positive customer experience through a direct interaction of customers with the company and its brand. The study advances the current state of knowledge by analyzing the impact of customer experience on all dimensions of brand equity and by including a hierarchy of effects between different dimensions in one conceptual model.

The study examines whether factors related to customers' perception of employees' behavior in terms of customer perceived role ambiguity, role overload and customer–employee rapport influence the development of brand equity in the professional service context. 632 customers of one of the Big Four auditing companies participated in the study. The results of structural equation modeling show negative effects of role ambiguity and role overload on brand associations, perceived quality and brand loyalty, which constitute brand equity. The findings indicate a positive effect of customer–employee rapport on the enhancement of B2B brand equity. However, the negative influences of role ambiguity and role overload on customer–employee rapport transfer detrimental indirect effects on brand equity. The study contributes to an understanding of how the real interaction between service providers and customers can influence brand equity in the professional service setting.