Chapter 9. COMPENSATING SELLERS AND TEAMS FOR LARGE SALES

The notion that selling is selling regardless of what is being sold is no longer a widely held belief among top managers. This is particularly true in the "large deal" sales arena. Recently, a general manager in the chemicals industry told us about his desire to substantially increase the average size of a "deal." "There was a time," he said, "when we had as many as 5,000 customers and our typical sales representative sold fifteen to twenty deals a year with an average sale of $500,000. Today, we deploy business development managers who sell two or three deals a year that fall in the range of $20 to $40 million. We had to make this change quickly to enhance our competitive position with ...

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