First, should Meridian create a separate sales force for GingerSnap? Or should it simply fold it into the existing sales effort and allow Meridian's existing direct sales force to sell the product? Until now, this sales force had focused solely on the terminal$-$based system. If Meridian created a separate sales force, it needed to decide if this should be a field$/$direct sales force or an "inside" sales force that sold over the phone and the web, or perhaps a hybrid of these two approaches.

Second, how should sales reps be compensated for selling GingerSnap? Would this compensation strategy affect sales of Meridian's terminal$-$based product?

Finally, should the sales effort be focused by type of client$-$specifically customer size or type of restaurant? The sales force currently did not specialize by either customer size $($number of units$)$ or restaurant type $($fast food, casual, or fine dining$).$ The existing nonspecialized approach had worked well so far, but the introduction of the new product was leading Eisenstadt and Stevens to revisit this question.