Fly or Fry: Understanding the dynamics of brand hate and consumer resilience in the airline and restaurant industries

Abstract

This study addresses a critical gap in the literature on the consumer–brand relationship by focusing on the under‐investigated concept of attitudinal and behavioural brand hate. This study goes beyond such common determinants as negative experiences and unfair pricing, introducing employee incivility and service quality as overlooked, but significant, antecedents. Employing structural equation modelling, a sample of 593 participants from the airline and restaurant industries was examined. The findings reveal that brand hate significantly impacts brand opposition and emotional forgiveness. Importantly, consumer resilience moderates these relationships, mitigating the negative effects of brand hate. Moreover, the study finds industry‐specific variations in the triggers and outcomes of brand hate, suggesting the need for tailored managerial strategies. The study extends the consumer–brand relationship literature by highlighting new research avenues and making significant contributions. Theoretically, it validates affective event theory and personality characteristics' role in buffering brand hate. In addition, this study carries implications for policymakers and managers to understand the multifaceted nature of brand hate, develop effective strategies to mitigate the negative effects of service failures and build stronger consumer–brand relationships. Furthermore, these insights facilitate the creation of tailored approaches that consider industry‐specific characteristics, thus helping to prevent the harmful impact of brand hate.