something in return. Financial rewards should be linked for all stages separately.

Thiswould ensure the accountability for all the stages. Equality of opportunity: C h a n g i n g d e mo gr a p h i c s h a v e ma d e s o me t e r r i t o r i e s mo r e l u c r a t i v e t h a n o t h e r s . Senior reps who claimed more popular territories or poached sales in areas assignedto new sales reps were a source of conflict and tension within EuroChamp ranks. Inrelation to commissions, the central issue in this regard is how sales territories or customer portfolios are determined. Here, carelessly drawn line on a map made a substantial difference to the sales potential of the territory and the compensation planfall into disrepute. Not only that, the emphasis on sales volume had an impact thatthe EuroChamp who cant learn to sell doesnt get a commission. This individualisticapproach led to customer dissatisfaction and also losing opportunities in the lucrativeterritories. Probable solution:Individual vs. Team: The key question is the extent to which the salespeople are dependent on each other t o a c h i e v e s u c c e s s . C u r r e n t l y, e v e r y Eu r o C h a mp i s a s s i g n e d h i s o wn t e r r i t o r y. O r g a n i z a t i o n c a n t h i n k o f wi d e n i n g t h e t e r r i t o r i e s a n d p u t t i n g mo r e n u mb e r o f EuroChamps in these territories. This would require coordination and cooperation for t h e s a l e s me n t o c o n v e y w h o i s r e s p o n s i bl e f o r wh i c h c u s to me r b a s e wi t h s e n i o r managers in the loop to avoid the disputes. Here, the commission can be made team based in order to increase the involvement with other team members. These teamsw o u l d h a v e mi x o f s e n i o r a nd n e w Eu r o C h a m p s t o r e mo v e t h e i s s u e o f s e n i o r EuroChamps claiming on popular territories. Selling efforts of EuroChamps: It might be possible that one salesman has achieved more points in the preliminarystages of door knock, demo etc but he has earned less points for less sales. Another salesman has earned fewer points in preliminary stages but more points in terms of 10

final selling. 2 nd salesman is more beneficial to company as he performs to get moresales as compared to 1 st salesman. More return on investment is for 2 nd salesman.There is no solution suggested for such situation in proposed plan. Probable solution: EuroChamps sales and other stages proportion should be closely monitored by thesenior managers and periodical review should be in place for the solution of thisissue. Senior managers increased responsibilities: As per the proposed compensation plan, EuroChamps were r e q u i r e d t o g e t r e c o g n i t i o n f r o m s u p e r i o r s 1 0 t i me s p e r d a y. Th i s ma k e s t h e jo b t e d i o u s f o r t h e senior managers. This plan would face lot of resistance from these managers. Evenf e w g r o u p l e a d e r s c o mp l a i n e d t h a t mo n i t o r i n g Eu r o C h a mp s o n d a i l y b a s i s a n d tallying points adds to lot of paper work and consumer their time. While it was not p o s s i b l e t o t r a i n t h e s a l e s p e o p l e t o u s e s p r e a d s h e e t f u n c t i o n o f c o mp u t e r i z e d reporting system. Probable solutions:1.Leadership of senior managers: This plans success very well depends on the fact that managers show interest indaily responsibilities. It has multiple advantages. He would be able to closely monitor all the EuroChamps working under him. Sohe would definitely be in a better position to monitor the sales of EuroChamps onregular basis, their performance on daily basis, guide poor performer, and work on better customer relationships by giving tips to them for critical incidents. It would be easier for EuroChamps to handle the customers. If they are coached properly from respective managers, then it would come out to be effective step toincrease the sales and also reduce the attrition.11

 EuroChamps would also gain from learning they get through conversation withmanager who has good field experience. So it would enhance their personality asa whole. Some managers had opined that new system would shift EuroChamps focus fromm a k i n g s a l e s t o e a r n i n g p o i n t s a n d i t m i g h t r e w a r d n o n p e r f o r m e r s w i t h substantial points but no-end results. It is a ma m mo t h t a s k t o g o i n t o d e t a i l s whether EuroChamp has put substantial selling efforts or not. This can be done through daily inspection or observation of senior managers. Senior managers compensation should be closely linked with performance of theEuroChamps. 2. Training to senior managers: First, senior managers should be trained about how to make the tedious task of goingthrough activity report forms by concentrating only on the essential observations. They should be taught as to how morale and performance of the EuroChamps can beincreased by their active involvement with them on daily basis and how their role,accountability and initiative to get involved with the EuroChamps can be crucial toachieve the increased number of sales. Senior managers should also be explained about the p u r p o s e a n d i n t e n t i o n o f executing such initiative of reporting to them very clearly. If they would understandthe greater impact, they would work harder towards involvement with salespeople. Expected outcomes: Employee retention: It would reduce attrition of EuroChamps with the involvementof seniors. And also it would increase job satisfaction. Senior manager involvement: It would correctly identify the minute obstacles in theselling process as manager is involved. It would reduce peer pressure as they are aware about daily progress of the EuroChamps.

Sales volume: It would increase sales closure rates with proper tips from manager. As this was one of the issues raised for proposing the new plan.12

Contribution: With better performance of the EuroChamps, companys s a l e s revenues will also increase.13