In the field, reps are using Applix to focus their efforts on sellingcustomers what they're most likely to buy and to zero in on thecustomers who are most likely to be the biggest spenders. BeforeApplix, the Northeast district's Keller would have wasted time tryingto sell a product that was on special to bowling centers that didn'tneed it. With Applix, he says, "I can focus on the correct customerwith the correct product." Using this strategy, Keller managed to sell$212,014 worth of bumpers in a single month - surpassing his fourthquarter 2001 quota of $110,206 by 92 percent. Cykoski too has had goodresults with the Palm. Midway through 2002, his sales were alreadyapproaching his 2001 total.

Because reps can gather customer data much more efficiently, they cancall on more customers. Keller, for example, says he can now visit onemore account each day he's on the road. And sometimes that extra stopcan really pay off. One day Keller decided to visit a military basebecause Applix data showed that all of the equipment in its bowlingcenter was old and no AMF salesperson had visited recently. Turns outthe bowling center was about to close and move to a newlocation - andKeller ultimately closed a $400,000 deal at the new facility.

"This gives us an advantage over the competition," Keller says."Knowing what's out there, and who has what and what they need savesour time. The proof of the pudding is that we use it."