An unproductive Sales Force is an extremely expensive luxury, and one that it is very common. In B-2-B sales, the cost of a sales force can run to 15-25% of revenues. Not an insignificant number, and one that should be receiving a great deal of critical scrutiny but, for some reason, is not. It is well established that, in many sales forces, a relatively small percentage of the sales force deliver a disproportionately large percentage of the revenues. Research into B-2-B sales forces in the USA by CSO Insight found that, on average, 20% of salespeople deliver 62% of revenues.Neil Rackham, Howard Stevens, and other sales authorities have suggested that there are around 19 million B-2-B salespeople in the USA, and that this number will reduce to around 10 million over the next decade, and that many traditional " field sales representatives" will be replaced by more sophisticated internal telesales specialists. It is my view that the change could be even more dramatic in organisations that stop selling, and learn how to engage in business discussions with their customers about how they can sensibly collaborate, to mutual benefit. This, of course, implies that suppliers are able deliver credible value above and beyond their products, and are operating in the solutions space.It has become fashionable to declare oneself in the solutions business, but the transition from products to solutions is fraught with difficulties. Perhaps the greatest challenge in transitioning to solutions is developing and institutionalising a scalable business model that captures the value created for not only the customer but also the solution provider. Many early providers of solutions fell into this trap, providing significantly more value for the customer, but finding themselves unable to get paid for it. Arriving at a fair distribution of cost and benefit--and capturing that equity in the solutions price--can be difficult or impossible, without a credible mechanism for identifying, and tracking the value delivered. And, value is defined as net profit improvement, identified, and agreed with the customer. Unfortunately, many suppliers strive mightily to add value and , many cases they do. They dispense useful advice, the offer consignment stock, they facilitate transactions, they train the customer's personnel, and their solution improves many of the customer's business processes. Unfortunately, neither customer nor supplier have the faintest clue how much value has been delivered. Even worse, in the absence of a credible mechanism for identifying and quantifying value, they are paid commodity prices for their expensive "solution".