Normal view MARC view

Inducing multi-line salespeople to adopt house brands

Author: Anderson, Erin ; Robertson, T. S.INSEAD Area: Marketing Series: Working Paper ; 94/42/MKT Publisher: Fontainebleau : INSEAD, 1994.Language: EnglishDescription: 51 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: Multi-line salespeople sell the product lines of multiple companies and are employees of distributors or of independent sales agencies. Many multi-line providers have recently moved to build a distinct marketing identity by adding a "house brand" to their salespeople's existing product portfolio. Distributors and sales agencies have attempted to induce their salespeople to adopt the house brand so that house-branded products constitute a substantial fraction of every salesperson's sales and income. Yet, house brands have the potential to limit a salesperson's job mobility, as well as build customer loyalty to the multi-line provider rather than the individual salesperson. How can multi-line providers induce their salespeople to sell house brands? Using both inobtrusive measures and direct questions, we model the extend to which salespeople adopt house brands, as well as the salesperson's perception that selling house brands can pose contractual hazards and the salesperson's dependence upon the employer
Tags: No tags from this library for this title. Add tag(s)
Log in to add tags.
Item type Current location Collection Call number Status Date due
INSEAD Working Paper Digital Library
PDF Available

Multi-line salespeople sell the product lines of multiple companies and are employees of distributors or of independent sales agencies. Many multi-line providers have recently moved to build a distinct marketing identity by adding a "house brand" to their salespeople's existing product portfolio. Distributors and sales agencies have attempted to induce their salespeople to adopt the house brand so that house-branded products constitute a substantial fraction of every salesperson's sales and income. Yet, house brands have the potential to limit a salesperson's job mobility, as well as build customer loyalty to the multi-line provider rather than the individual salesperson. How can multi-line providers induce their salespeople to sell house brands? Using both inobtrusive measures and direct questions, we model the extend to which salespeople adopt house brands, as well as the salesperson's perception that selling house brands can pose contractual hazards and the salesperson's dependence upon the employer

Digitized

There are no comments for this item.

Log in to your account to post a comment.
Koha 3.18 - INSEAD Library Catalogue
Library Home | Contact Us | What's Koha?