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Gap Analysis: Intersect Investments

By: Robert II Smith

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. Finally, a year ago, Intersect CEO Frank Jeffers identified a new vision: "Provide a broad set of products and services to consumer and small business customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer” (University of Phoenix, 2007). Frank has decided that the revolutionary changes would be made to the company, mainly to the sales and marketing department, within a 12 month window.

The second problem is that the turnover rate for the sales reps is extremely high which is costing the company not only time, but money. The third problem for the company is that the newly hired EVP of sales and marketing is not receiving support from all the members of the upper management. The next reason is the riddle of how to increase customer intimacy while increasing productivity by decreasing call time. The current issues and opportunities in front of the company are, where does Intersect Investments want to be in 12 months, how does Intersect Investments get to that end-state, and how is Intersect Investments going to examine the situation, then develop solutions to these problems.

Although Wall Street and individual shareholders are stake holders, there are two main stakeholders in the Intersect Investments scenario, senior leadership and the Intersect Investment employees. Although the entire organization will feel the effects of the customer intimacy transformation, the sales team representatives will be the most affected.

Senior leadership’s interests in this scenario are different from those of the sales team. Senior Leadership has expressed interest regarding increases in revenue as well as an interest in a steady climb to the top of the investment services industry. Senior leadership should have the right to create a company with a brand image that will foster Wall Street’s trust structured upon unquestionable ethics. Senior leadership values the dedication their subordinates provide to the organization.

Employee interests are uncomplicated. IIS employees are interested in a job that provides a good wage for work performed while offering a possibility for promotion. The Intersect Investment employees are interested in a work environment structured upon strong, accurate communication flow, so undue stress and frustration can be avoided. IIS employees value open ended communication with management, communication that encourages their participation and feedback.

Article Source: http://www.articleresourceindex.com

Robert Smith was born in New York in 1956. He has spent more than 12 years working as a professor at New York University. He is always fond of helping students with academic writing. Now he spends most of his time with his family and shares his experience where you can find online review writing and overnight academic writing services.

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