Intersect Investments: Problem Solution
Financial organizations struggled in the wake of September 11, 2001. Some were recovering from personal loss and others flailing in the age of regulations, customer mistrust, and executive betrayal. Many implemented new strategic goals, most of which included sweeping change and often mass lay-offs to combat dropping profits. Intersect Investment Services is one of these organizations. CEO, Frank Jeffers, has resisted making significant strategic changes. However, faced with decreasing sales, low customer satisfaction, dropping employee morale, and increasing turn-over for both customers and employees, there appears to be no other options.
The new corporate vision for Intersect Investments includes a fundamental change to the way the organization approaches sales and relationships with its customers. A model of Customer Intimacy that would encourage long lasting relationships with customers is at the center of this change. The Customer Intimacy model relies upon the sales teams to build relationships built on trust, familiarity, and customer needs. Relationships of this type take time to build and the plan has met with significant resistance within the sales group where speed has historically been the key to success.
The proposed solution outlined in the following pages is designed to help Intersect Investments implement the Customer Intimacy model to support the new strategic vision, and redefine the organizational culture. To align with the corporate vision the organizational culture should be adaptive and innovative with real change leaders at all levels of the organization.
Issue and Opportunity Identification
Although Frank Jeffers vision and goals have been outlined clearly to the Intersect Investments leadership team, not everyone is convinced that the plan is a sound one. Jeffers has replaced a key member of his staff, the EVP of Sales and Marketing, but resistance from high within the...