Group or Individual Sales Incentives? What Is Best for Brand-Managed Retail Sales Operations?
研究品牌管理的零售销售中，品牌强度如何影响团体与个人激励的效果，发现弱品牌更适合团体激励，并得到实证支持。
This research studies sales force incentive compensation in brand-managed retail (BMR) operations, which are particularly prevalent in high-end department stores and vertically integrated retailers. In particular, the research explores how a brand's strength may affect the relative benefit to a brand from using individual versus group incentives for motivating its salespeople in BMR settings. The authors investigate this issue using a theoretical principal–agent model consisting of a risk-neutral firm employing multiple risk-averse salespeople. Interestingly, they find that a group incentive is more beneficial to a weaker brand than to a stronger one. Furthermore, the authors find empirical support for their theoretical findings from an analysis of sales compensation data from BMR operations in two different settings. The research findings suggest that managers should factor in the brand's strength when deciding on the optimal salesperson compensation structure in BMR settings.