ced , ▁while ▁the ▁internal ▁parts ▁were ▁organized ▁as ▁business ▁units . ▁These ▁included ▁N D ▁St ats Part ner ▁for ▁sales ▁towards ▁the ▁central ▁government , ▁N D ▁L okal Part ner ▁for ▁sales ▁to ▁local ▁government , ▁N D ▁Business Part ner ▁for ▁sale ▁towards ▁selected ▁large ▁corpor ate ▁clients ▁and ▁N D ▁Data Sh op ▁for ▁sale ▁of ▁standard ized ▁products . ▁These ▁would ▁then ▁purchase ▁products ▁from ▁N D ▁Service Team ▁for ▁hardware ▁and ▁N D ▁System Team , ▁a ▁continu ation ▁of ▁N D ▁Application . ▁Tow ards ▁the ▁end ▁of ▁ 1 9 8 9 ▁N D ▁was ▁able ▁to ▁turn ▁the ▁t ide ▁and ▁experienced ▁a ▁growth ▁in ▁sales . ▁ ▁Thus ▁the ▁re - organ ized ▁N D ▁was ▁in ▁a ▁situation ▁where ▁it ▁sold ▁PC s , ▁Sin tr an ▁systems ▁and ▁Unix ▁systems . ▁In ▁January ▁ 1 9 9 0 , ▁the ▁business ▁units ▁started ▁negoti ating ▁the ▁internal ▁prices . ▁Although ▁top ▁management ▁had ▁originally ▁proposed ▁that ▁the ▁partners ▁could ▁buy ▁services ▁from ▁outside ▁the ▁company ▁and ▁the ▁teams ▁sell ▁outside ▁the ▁company , ▁such ▁transactions ▁were ▁stopped ▁by ▁top ▁management . ▁Service Team ▁achieved ▁high ▁internal ▁prices ▁through ▁the ▁negoti ations ▁as ▁they ▁held ▁all ▁the ▁cards . ▁With ▁the ▁introduction ▁of ▁standard ▁hardware ▁platforms , ▁computer ▁manufact ur ers ▁had ▁to ▁deliver ▁unique ▁software ▁port fol ios ▁to ▁avoid ▁a ▁pure ▁price ▁competition . ▁With ▁the ▁spin - off ▁of ▁Not is , ▁N D ▁allowed ▁one ▁of ▁their