Investigating firm level drivers of salesperson brand identification

Abstract

Taking a social identity theory perspective, we uncover specific actions that firms can take to manage salespeople’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.