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

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.