Lexmark

when Gord MacKenzie,Vice President of Sales at lexmark canada inc.,checked his voice-mail on wednesday morning,april 9,1997,he realized that the Quebec gross revenue group was at a critical point. the message express that resistance to the new gross sales team border on had and resulted in the loss of a second account jitney in Montreal.ves Gagnon,the Quebec Team leader,now was faced with trying to rebuild his team while continuing to talk terms his own accounts.Gord needed to produce the implementation of the sales team approach or check the sales teams in favor of some other approach to deploying and organizing Lexmarks salespeople. Another option might be to go impale to an individual-focused structure.
The sales organization that Gord inherited with his promotion ha belatedly changed from an individual-based structure to a sales team-focused structure. The sales teams were composed of describe Managers,or sales representatives,located in peculiar(prenominal) grograpgic regions, The account managers were empowered to manage their regions through decisions made by the team. They had to forge how they would approach their maketplace as a team.



For example,they had to decide who would focus on specific accounts,and specific industries,and who would preform specific marketing activities.This had a major uphold on the sales organization across Canada;some sales team approach resulted in many changes.

A operative change was to the Account Managerss compensation plan.The Account managers previous compemsation plan was a combined salary/incetive program with a signal compensation package that consised of 50 per cent salary and 50 per cent incentive, the incentive component was based on the achivement of a predetermined sales quota. this sales quota was srt each yearIf you want to arise a full essay, order it on our website: Ordercustompaper.com



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