Measures the extent to which a consumer believes they lack the leverage or persuasive ability to shift a brand and its employees toward their preferred position in a dispute or conflict. Adapted from a service firm power scale by Grégoire, Laufer, and Tripp (2010), with items reframed to emphasise the absence of power over a brand. Used in research on brand sabotage — the phenomenon where highly dissatisfied consumers take deliberate action to damage a brand they feel powerless to influence through conventional means. Items were confirmed via personal correspondence with the lead author.
Kähr, A., Nyffenegger, B., Krohmer, H., & Hoyer, W.D. (2016). When hostile consumers wreak havoc on your brand: The phenomenon of consumer brand sabotage. Journal of Marketing, 80(3), 25–41.
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