eo ee ean om ester vrled sriceeartecomranys aot a mem nae hey needed 7 suave thecompanys produc Aral they Sd a ‘heyianreoed | found imports toe free est eotes ul IE on only problem, Paceh srked hard to land multimilli jllar contracts, Some aS A ceeses,conmibuting te of Nn oan ved off the fat : Sut ed se was cnuterable vente a8 °° {mel ers wee not beng wel eP. ee feces octane poe. eis a lcr te po oa lr es agpantin = Serie ata ar alsn I ete tt oon cerns oes empty Wl eae vg, Is puny oe wo ase ese = vice it didnt come easily ena rahe postive impactof tis plan, itppeas that the elfor needed! 9 PME aan err worthwhile. In fact, the changes have been dramatic, The company a aoe rainy a book of testimonials from satisfied customers-—currendy numbers Tea growing, Notsolong ago, any such book would have been empty: To the delight Facey ofials, this high level of customer satisfaction Is reflected In the boviom, Horan ont period in which the market grew only 4to 7 percent a year, Cutler- Hammerhad sustained grovth of 18 pereent. Tt uasn'tonly the company whose bottom line benefited but also the bank accounts ofindividual sales reps, too. Although reps may lose by passing along an individual seenunt to a colleague in their pod, they more than make up for it by servicing other secounts with which they have greater technical expertise, And there's no fear of some- ‘ne goofing off under this system: Anyone suspected of doing so is certain notto get any feferals from colleagues. Any Cutler-Hammer reps who were reluctant to give up the ‘ld ways now take one look at their paychecks and find themselves among the most ‘dent supporters of the company's team-based sales approach. Critical Thinking Questions 1. Would you say that there was a “social loafing” probl er 1 eto problem at Cutler-Hammer before at challen alee bd be rescomiefoceamt To operate efectively al Cte 3. What lessons Wat sons an be eared fom what happened at Cutler Hammer to help make ams more elective in the company in which you work? "