ADVANTAGES-Separate market focus (more efficient)-Delegation-Clarity of JDs

DISADVANTAGES-No account delivery function - will need to change structure when picking up TNs-Possible lack of job enrichment

WHEN TO USE-LC has no experience with having a TN-LC has not raised any partners-LC has no active ICX matching processes and needs new sales

ADVANTAGES-Market segmentation-Specialisation of ICX roles-Well-suited to member subproducts

DISADVANTAGES-May divide the functional team unnecessarily-Account management team will have to change job roles (e.g. doing market research and prospecting) when there are no TNs

WHEN TO USE-LC has 2+ partners or 3+ raises

ADVANTAGES-Lots of HR-Specialisation in each area-Continuous results-Leadership opportunities

DISADVANTAGES-Lack of varied experiences-Requires a lot of manpower-Members might not have enough to do

HR REQUIREMENTS-Minimum: 20-Maximum: 50

ADVANTAGES-Lots of leadership opportunities-Product specialisation

DISADVANTAGES-Lack of universal knowledge [i.e. members understanding full product portfolio?]-Requires extensive middle management

HR REQUIREMENTS-Minimum: 20-Maximum: 26

WHEN TO USE-LC focusing on national partnerships OR LC has own CY partners-LC has GIP market-Lots of EPs raised-Big LC with good tracking system