THREE
X-Team Principle 1
External Activity
AS PART OF A MAJOR REORGANIZATION at BellCo, a telecommunications company that sells equipment to businesses, the Big Bank team was formed.1 From now on the firm would not be selling specific products to a general market, but sophisticated systems that bundled together several products and had specialized features for specific customer needs. As part of this change, the sales force was being reconfigured into teams to serve particular industry segments—like banking, software, and pharmaceuticals—rather than geographic areas. For the company this was a major reorganization designed to sell higher-margin products through industry specialization, thus improving profitability and hopefully increasing market ...
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