Gap Analysis: Intersect Investments
Since September 11, 2001, the financial services industry has been in a constant state of flux, never certain, always chaotic. The volatile climate has left many financial firms struggling to keep both their clients’ trust and Wall Street’s credibility. To succeed, investment companies need to offer an ever-expanding array of up-to-the-minute products coupled with expert advice.
In the past four years, Intersect Investment Services has at times barely managed to survive, but resisted making a drastic, strategic shift (University of Phoenix, 2008). Intersect Investment is facing tough times because of the competition. In order for Intersect to stay competitive it must implement a new company vision that will create an organizational restructure and resistance. Once these issues of resistance are resolved Intersect Investments will be on the way to achieving success. Frank Jeffers the CEO wants to focus his organization on building long-term relationships and trust with the customers through a model of customer intimacy. This customer intimacy model will provide Intersect with an opportunity to increase sales goals significantly and ultimately improve performance. Intersect’s brand image will improve as well which will result in an increase in Wall Street's trust.
Issue and Opportunity Identification
Intersect Investments CEO Frank Jeffers must evaluate the way that his company does business. By looking at external forces Jeffers has decided to implement a new organizational structure. This organizational structure will help Intersect Investments become one of top three leaders within 12 months. External forces for change originate outside the organization. These forces have global effects that may cause an organization to question the essence of what business it is in and the process by which products and services are produced” (Kinicki & Kreitner, 2004). By implementing a new vision, Jeffers hopes...