Compensate to encourage the behavior you want. The problem with compensating only your sales person is that it leads to all kinds of behavior you don't want: hoarding leads, lone-wolf behavior, lack of teamwork, etc. In engineering, no sales is won by one individual. It is team selling.

I like the hockey analogy, because I am a hockey fan. Hockey is a team sport. In hockey, the last two players who touch the puck before the third player scores a goal receive a point in the stats. The goal scorer also gets a point. In hockey a point for an assist is nearly as highly prized as a putting the puck in the net. The greatest player ever, Wayne Gretsky, is viewed by many as the greatest, not because of his 894 goals, the most of any player. But if you took all his goals away, he'd still be the highest scorer in history with 1963 assists.

Another hockey stat is the plus-minus stat. Any player on the ice when an even strength goal is scored gets a "plus". Anyone on the ice when a goal is scored against gets a "minus."

I think the lead sales person who made the win happen should certainly be recognized and rewarded. But anyone with an assist should be recognized as well. Even those who were "on the ice" should receive recognition for being on the winning team. This reqards team behavior, which is what we want.

>Do you think that BD, Marketing and Sales staff should get an additional bonus per win?<

Only if they incur a penality for each loss.

>Is this industry standard?<

Not as far as I know.

The key to winning work in the A/E/C industry is relationships.  The more we focus on building a team environment that embraces and promotes relationship development the more successful we will be at winning work.  This said, both the lack of a reward system, as well as a poorly developed reward system, may be counter productive in achieving this goal. Instead, companies need to focus on recognizing individuals and groups that excel at bringing work in the door. You will often notice that, similar to Wayne Gretsky in TBG’s comment above, there are people that always seem to be around when you get the win. These individuals must be rewarded for their efforts.

The other side of the coin: One exception to note here is the idea of using a bonus structure to motivate an individual that can help steer the success of the company.  While not appropriate for an entry-level business development person, a VP of Business Development can be given overarching business development goals with bonuses tied to achieving those goals. By developing a bonus structure in this way the VP of Business Development will be motivated to not only bring work in the door themselves, but to train and motivate others to do the same.