EFI, Inc. (A)

EFI has a unique sales compensation challenge. They cannot allocate sales credit for their core product to individual salespeople. So, they've historically paid the sales force as a team. This has worked out fine, since they've been a near-monopoly seller of a single product category. However, this has changed. Not only are they facing new competition in their core product bu they also have diversified into other products that allow them to identify sales by salesperson. Should they pay people individually on these newer products while maintaining the team-pay approach on the core? If so, it would raise a potential problem with shirking on the core product. However, not doing so would perhaps limit the sales of the new products. The case allows for a deep discussion of the bases for variable compensation in sales, including observability of effort and outcome, risk aversion, team vs. individual pay and the marginal impact of effort. The context is also an interesting and important one for sales management: OEM sales.