This dissertation offers two essays on the engendering and the consequences of employee brand behavior. The first essay addresses the impact of employee brand behavior on customer experience in the retail environment. Retailers, with some exceptions, paid relatively little attention to the role that employees play in the experience they provide to their customers. While there seems to be a general consensus regarding both the importance of customer experience and the role of employees in delivering it, there has been no study attempting to measure the impact front-line employees have on the overall customer experience process from the consumer point-of-view. In essay two the antecedents that make up the customer experience construct are explored through the usage of a previously tested model with the addition of two new components: the employee in-role brand-building behavior construct and the expansion of the word-of-mouth construct to include social media word-of-mouth. The second essay complements essay one by focusing on the importance of employee branding behavior and examining its two variants: in-role and extra-role brand-building behavior. Both behaviors are engendered within the firm but companies are still struggling to differentiate between the two. The distinction between the two types is important because when developed correctly these behaviors can help companies build a competitive advantage. Since the differentiation gap between companies nowadays continues to shrink, companies must strive to develop a unique competitive advantage that cannot be easily copied by their rivals. The tailoring of such a specific set of brand oriented behaviors to be performed by employees is one potential solution to this challenge. By directing the behavior of employees that come into direct contact with customers, a firm has a unique opportunity to align all its branding promotional initiatives with those of its representatives in the front lines resulting in a more consistent customer experience.