Subject category:
Marketing
Published by:
Harvard Business Publishing
Version: 6 February 2008
Length: 2 pages
Data source: Field research
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Abstract
This is a follow-on case to EFI, Inc (A). It reports on Dean Mills' decision to implement a new compensation approach that pays 25% of salespeople's bonus, based on their individual sales of software add-on products. He also recommends making public each salesperson's performance against their goal in a report that ranked salespeople from top to bottom each period. Students are asked to react to this new plan.
Size:
1,700 employees
Other setting(s):
2005
About
Abstract
This is a follow-on case to EFI, Inc (A). It reports on Dean Mills' decision to implement a new compensation approach that pays 25% of salespeople's bonus, based on their individual sales of software add-on products. He also recommends making public each salesperson's performance against their goal in a report that ranked salespeople from top to bottom each period. Students are asked to react to this new plan.
Settings
Size:
1,700 employees
Other setting(s):
2005