Investigating firm level drivers of salesperson brand identification

摘要

Taking a social identity theory perspective, we uncover specific actions that firms can take to manage sales-people's identification with the brands they sell. In particular, we identify five specific brand relationship investments that firms can leverage to increase a salesperson's identification and engagement with a brand and, ultimately, performance: (1) tangible rewards, (2) communication, (3) productive consumption, (4) training, and (5) leader brand role modeling. Further, we suggest that two individual-difference variables, salesperson reactance and susceptibility to normative influence, moderate these relationships. Based on survey responses from 301 matched sales manager-salesperson dyads from the beverage industry, we find support for the notion that brand relationship investments, controlled by the firm, may encourage salesperson brand engagement, identification, and performance.