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To meet this challenge, Lexmark redefined the role of its sales force. Instead of the salespeople spending 85 percent of their time working with Lexmark's resellers and 15 percent with end users, the company reversed the time allocations. Retention sales specialists. Most companies realize between 80 and 90 percent of their annual revenue from current customers. Rather than promote growth, the compensation plans actually hinder growth. How This Book Can Help You To overcome competitive threats, companies must continually increase the effectiveness of all employees who come in contact with customers and prospects.

In particular, they must increase the effectiveness of the way the business rewards and recognizes those employees for their contributions to company success. Companies require the ability to design and redesign their compensation plans quickly to meet and anticipate new business realities. New customer acquisition specialists. Weatherchem, a division of Weatherhead Industries that specializes in closures for a variety of containers, was frustrated at failing to achieve its planned 15 percent sales growth, a not unreasonable target given industry conditions. Management divided the sales organization into two teams: core business managers and new business development managers. This latter team was charged with the responsibility for winning new customers through a focus on selling Weatherchem's capabilities to companies that were in the early stages of a new package design.