To: A.L. Reagan who wrote (16082 ) 8/22/2000 10:36:20 PM From: Michaelth1 Respond to of 29987 I'd like to see somebody on this thread set forth the case that the marketing and distribution strategy can really be executed as required by G*'s business plan. Haven't seen empirical evidence yet. I agree. One of the many things that G* (or the SPs) didn't learn from I* is that a dedicated sales force is needed for vertical market sales. The Field of Dreams marketing approach (build It and they will come) works even less on corporate accounts, particularly after many got burned with I*. Only after G* rolled out extremely slow (sorry Greg, but a few thousand low MOU users in the U.S. since October is slow) did Loral (not the SP) form a special unit to sell directly to the government. Who knows if someone is actually employed by that unit or if they've made any phone calls, let alone sales. In a perfect world, G*USA would have people whose only job is to sell to G* phones and MOU specific vertical markets. For instance, VMS (Vertical Market Seller) #1 could sell to maritime, VMS #2 to pilots, VMS#3 to winabago (sp?) owners and campers, VMS #4 to search and rescue folks, VMS #5 to investment bankers and lawyers, VMS #6 to police and fire departments, etc. No rotation among VMs by the VMS; each VMS would become an expert in his or her particular VM. Think of the sales that 12 people working full time, incentivized via commissions, could make (this isn't even taking into account my earlier premises that G* should loan the phone to corporate users for free during a 3-month trial period with the user paying only for MOU). Pay them $30,000 per year base salary, $75 per phone sold and a percentage of MOU for the first year. This isn't even taking into consideration data mining from Verizen's high MOU roamers. Unfortunately, G*USA hasn't dedicated (more likely, G*USA hasn't been allowed to dedicate) the physical resources (basically people) to perform such a task.