The personalisation engine: converting customer-perceived organisational resources into customer experience and brand equity in fast-food restaurants

Purpose This study investigates how technological perception and customer centricity, as organisational resources, drive personalisation in fast-food restaurants. Grounded in service-dominant (S-D) logic and value co-creation, it also examines the moderating role of customer-perceived relevance as a situational trigger and evaluates the impact of personalisation on customer experience and brand equity. Design/methodology/approach A quantitative survey was conducted with 414 fast-food consumers. The data were analysed using partial least squares structural equation modelling. Findings The model demonstrated strong predictive power, explaining 75.5% of the variance in personalisation and highlighting it as a driver of customer experience and brand equity. Customer-perceived relevance also significantly moderated the relationship between technological perception and personalisation, acting as an attention filter that enhances technology's effectiveness. Originality/value This study fills a critical gap by examining personalisation in a utility-driven, standardised sector such as fast-food restaurants, where the balance between operational efficiency and tailored experiences poses a unique strategic challenge.