Marketers attempt to cultivate and leverage brand-centric relationships with key stakeholders in order to enhance the equity of their respective brands (e.g., Fournier, 1998; Keller, 2013). Brand resonance refers to the nature of heightened brand-centric relationships that transcend mere product or service dimensions to include deep psychological attachments and active supportive behaviors directed toward the focal brand (Fournier, 1998; Keller, 2013; Thomson, MacInnis, & Park, 2005). Keller (2013, p.92, italics in original) describes brand resonance “in terms of intensity, or the depth of psychological bond that customers have with the brand, as well as the level of activity engendered by this loyalty.” The cultivation of brand resonance, therefore, has the potential to enhance the success of marketing programs in both business-to-consumer and business-to-business contexts. In franchising relationships, where alliances between franchisors and franchisees are formed using brands as the foundation, brand resonance among franchisees holds tremendous importance for the equity of the franchised brand. Both franchisors and franchisees share the responsibility for promoting and sustaining the equity of the franchised brand (Nyadzayo, Matanda, & Ewing, 2011) and, although neither party has complete control over the brand management process, they are mutually dependent on one another to safeguard the identity and image of the franchised brand (Pitt, Napoli, & Van Der Merwe, 2003).