Success Story - "Reviving Flat Service Growth" Company Description $2B Computer Reseller Company Situation and Problem Service sales revenues flat for 5 years, before and after the acquisition of a large national computer service company. Service sales were not integrated into Product sales. Management perceptions that service sales personnel were lazy "prima donnas" who should probably be terminated. Analysis revealed key strategic differences within executive management on role of "services". 500 Product sales people were "blocking" 25 Service sales people from "their" accounts due to perceived service quality issues. Service sales reported to Product sales managers. Comp plans encouraged infighting and obscured accountability; no Service sales reporting existed; Service quotas were too

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