A recent research study (Michel et al., 2015) argued that salespeople's relationships with their private brands can be influential in increasing their selling motivation and organizational commitment. Toward this end, that authors first identifies the three important dimensions of salesperson–brand relationship (affect, trust, perceived customer recognition due to the brand) and develops their measures. Second, the findings show that salesperson–brand relationships, which exist between the retail frontline employees and retailers’ private brand, strongly influence sales motivation and firm commitment with a moderating influence of role clarity regarding management's expectations from its salespeople!
In another research study the authors (Paharia et al., 2014) explored the effects of having a large dominant competitor and show conditions under which focusing on a competitive threat, rather than hiding it, can actually help a brand.!
Through lab and field studies, the authors demonstrated that highlighting a large competitor's size and close proximity can help smaller brands rather than harm them. The results show that support for small brands goes up when faced with a competitive threat from large brands versus when they are in competition with brands that are similar to them or when consumers view them outside a competitive context.
This support translates into purchase intentions, real purchases, and more favorable online reviews in a study of more than 10,000 Yelp posts. The authors argue that this "framing-the-game effect" is mediated by consumers' motivation to express their views and have an impact in the marketplace through their purchase choices!
Michel, G., Merk, M., & Eroglu, S. (2015). Salesperson–brand relationship: main dimensions and impact within the context of private brand retailing. Journal Of Personal Selling & Sales Management, 35(4), 314-333. doi:10.1080/08853134.2015.1110937
PAHARIA, N., AVERY, J., & KEINAN, A. (2014). Positioning Brands Against Large Competitors to Increase Sales. Journal Of Marketing Research (JMR), 51(6), 647-656. doi:10.1509/jmr.13.0438.