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Extrinsic versus intrinsic approaches to managing a multi-brand salesforce: when and how do they work?

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  • Erin Adamson Gillespie

    (Elon University)

  • Stephanie M. Noble

    (The University of Tennessee)

  • Son K. Lam

    (University of Georgia)

Abstract

This research contrasts two approaches to managing multi-brand salesperson efforts: (1) the extrinsic approach via a brand-specific quota emphasis, and (2) the intrinsic approach via salesperson brand identification. Using multi-source data from a large food distributor, we uncover how and when each approach is more effective. First, beyond its direct and indirect positive effects on salesperson brand-specific effort through salesperson brand psychological ownership, a brand-specific quota emphasis is more effective in boosting effort in selling the brand among more experienced salespeople. Second, beyond its indirect positive effect on salesperson effort through salesperson brand psychological ownership, salesperson brand identification is less effective at increasing salesperson effort among more competitive salespeople, suggesting a redundancy effect. These findings provide novel insights into the effectiveness of two distinct approaches to managing multi-brand salesperson effort and performance.

Suggested Citation

  • Erin Adamson Gillespie & Stephanie M. Noble & Son K. Lam, 2016. "Extrinsic versus intrinsic approaches to managing a multi-brand salesforce: when and how do they work?," Journal of the Academy of Marketing Science, Springer, vol. 44(6), pages 707-725, November.
  • Handle: RePEc:spr:joamsc:v:44:y:2016:i:6:d:10.1007_s11747-016-0473-x
    DOI: 10.1007/s11747-016-0473-x
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    References listed on IDEAS

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    Cited by:

    1. Valerie Good & Douglas E. Hughes & Ahmet H. Kirca & Sean McGrath, 2022. "A self-determination theory-based meta-analysis on the differential effects of intrinsic and extrinsic motivation on salesperson performance," Journal of the Academy of Marketing Science, Springer, vol. 50(3), pages 586-614, May.
    2. Allison, Lee & Flaherty, Karen E., 2020. "Investigating firm level drivers of salesperson brand identification," Journal of Business Research, Elsevier, vol. 121(C), pages 154-169.
    3. Hughes, Douglas E. & Richards, Keith A. & Calantone, Roger & Baldus, Brian & Spreng, Richard A., 2019. "Driving In-Role and Extra-Role Brand Performance among Retail Frontline Salespeople: Antecedents and the Moderating Role of Customer Orientation," Journal of Retailing, Elsevier, vol. 95(2), pages 130-143.
    4. Valerie Good & Douglas E. Hughes & Hao Wang, 2022. "More than money: establishing the importance of a sense of purpose for salespeople," Journal of the Academy of Marketing Science, Springer, vol. 50(2), pages 272-295, March.
    5. Ayşe Banu Elmadağ & Alexander E. Ellinger, 2018. "Alleviating job stress to improve service employee work affect: the influence of rewarding," Service Business, Springer;Pan-Pacific Business Association, vol. 12(1), pages 121-141, March.
    6. Merk, Michaela & Michel, Géraldine, 2019. "The dark side of salesperson brand identification in the luxury sector: When brand orientation generates management issues and negative customer perception," Journal of Business Research, Elsevier, vol. 102(C), pages 339-352.
    7. Mullins, Ryan & Swain, Scott & Friend, Scott B., 2023. "How and should firms motivate salesperson effort across a Multi-Brand Portfolio?," Journal of Business Research, Elsevier, vol. 158(C).
    8. Michaela Merk & Géraldine Michel, 2019. "The dark side of salesperson brand identification in the luxury sector: When brand orientation generates management issues and negative customer perception," Post-Print hal-02045833, HAL.
    9. Gopalakrishna, Srinath & Crecelius, Andrew T. & Patil, Ashutosh, 2022. "Hunting for new customers: Assessing the drivers of effective salesperson prospecting and conversion," Journal of Business Research, Elsevier, vol. 149(C), pages 916-926.

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