This article features three U.S. companies whose pay plans received a transformation. In 2002, executives at FedEx Corporation, the shipping and logistics firm based in Memphis, Tennessee, realized they needed a new compensation plan for their sales organization. The problem was twofold. Number one was the volume of complaints coming from field salespeople and sales managers about how confusing and unpredictable the pay program was. While such issues are reason enough to overhaul a compensation plan, FedEx actually had a second, and equally important, impetus for change. The company's 5,000-member sales force had previously been charged with selling one main product, but with mergers and rollouts of the other product lines, FedEx needed to focus its salespeople on selling a good mix of all three products. In other words, the company had to provide its salespeople with the motivation to do something they were not used to doing, which was to sell a diverse product line. According to David Cichelli, principal with the Alexander Group Inc., a sales management consulting firm, thy needed to create a pay program that would encourage sales of all the products without displacing the sale of one product for any of the others.