IBM is strategically attempting to improve on its 40 percent share of the large-scale systems market in Europe in preparation for European economic integration in 1992. The company is cutting staff in order to become more responsive to customers; however, European users still feel that IBM is too fettered by boundaries between operating subsidiaries. In addition, the company is having problems meeting multinational users' needs for one-stop service and shopping. In response, IBM is offering commissions to sales staff when they make sales in a different national subsidiary. IBM is also putting individual national subsidiaries in charge of individual product sets in order to shorten the life cycle of a product, making the company more reactive to market demand.