Intersect: Investment: Problme Solution
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Problem Solution: Intersect Investments
Intersect Investments Services [IIS] is a financial service company in the midst of restructuring its business along with other financial firms ever since September 11, 2001. To succeed in the unstable financial business, IIS believes the company must offer ever-expanding real-time products joined with expert financial counsel. The company has scarcely subsisted this hectic period and has implemented a new strategic vision shift from product-based sales to customer-intimacy sales values; however, the sales department does not support the new sales philosophy.
The vice president of sales is resisting the new sales philosophy because of her past success with product-based sales and is tilting her team loyalty by not emphasizing the new sales philosophy within her department. Of course, this has caused department resistance to shift resulting in employee aggravation, high turnovers within the department, and a decline in customer satisfaction. The company did not anticipate resistance to the new vision and should have included a transitional leadership plan that addressed the stakeholders resistance to those changes.
Situation Analysis
Issue and Opportunity Identification
The terrorist attacks also encumber Intersect Investments Services [IIS]. As the scenario unfolds, IIS amongst other financial services experience “a flux always chaotic resistant, which “left its company “struggling to keep both its clients trust and Wall Street credibility” (Scenario, 2007, p. 1). With this struggle, IIS lost control of their communication within the organization, which inadvertently trigger a high employee turnover rate, employees alignment, sales employees – although trained on models are not implementing them, leaders not behind the companys vision, and clients becoming Leary and taking their business else where. In order for IIS to succeed, they will have to “offer up-to-the-minute products along with expert advice” (Scenario, 2007, p. 1) as well as make a strong, planned shift.
These issues presented an opportunity for IIS to implement its CEO, Frank Jeffers new vision, “which provided a broad set of products and services to consumers and small business customers using a model of customer intimacy that will build-long term relationship based on trust and value to the customers” (Scenario, 2007, p. 1). In addition, IIS replaced its Executive Vice President with one that on board with the companys new vision.
Jeffers has given the new EVP, Janet Angelo a challenging responsibility as well as an opportunity to bring the sales department aligned with his new customer intimacy model vision within the next 12-months. There will be a tremendous opportunity for IIS to “improve its brand image and begin establishing long-term customer relationships” (Scenario, 2007, p. 1).
Frank has determined that these innovative changes, mainly to the sales and marketing department, will subsist within the next 12-months. This puts Angelo in a very stressful seat because now she has to get IIS to its end-state goals, examine the situation, and present a solution to the issues at hand in a very short time.
Stakeholder Perspectives/Ethical Dilemmas
The disappointment or victory of Intersect Investment Services [IIS] has an impact on a several people. IIS is not just the concern of one person. The senior leaders and middle management, the clients, and the employees have a stake in IIS. As with any other company, cooperation and teamwork are critical to the triumph of a successful business. All persons with a stake in the company must come together and make a decision that is in the best interest of the company as a whole.
IISs senior leaders and middle management are very important to the operations procedures. They specialize in results. To do this, they must enforce the strategic plan by not only presenting it to the employees, but by making sure the employees understand procedures well enough to apply requirements to manufacture productions.
Employees provide physical support with every business just as they do with IIS. Implementing the new vision to clients will not only gain their trust back, but also act as a precursor to wanting additional services. IIS will not only offer a full trained staff, but also create valuable players at IIS, while reprioritizing their strategic plans.
The clients are a key factor in whether or not the new vision for IIS goes easily. Countless times in a major transition, particularly one resulting in restructuring, workers find the transition complicated to offer valuable customer service. Without a doubt, customers become bewildered and worried about how such changes will affect them. In this time, customer services should be excellent when answering customers questions. Employees should take extra steps at putting the customer at ease by reassuring them that their information will remain confidential and that they can direct all other concerns directly to the Sr. department heads. And as a result of each stakeholders contributions, the new “brand image will gain the trust of Wall Street, making Intersects ethics to never be question again” (Scenario, 2007, p. 1).
Problem Statement
Intersect Investments will successfully implement the customer intimacy model by aligning its new vision with support, communication, motivation, and continuous development of staff members.
End-State Vision
IIS end-state objectives will allow them to become a leading financial service company embracing a common purpose of creating customer intimacy by taking a solutions-based approach towards its clients, by implementing a senior leadership model, presenting 8 new customer intimacy products, building customer loyalty, increasing employee satisfaction, and by increasing its sales.
With a steady state of instability, IIS is restructuring its strategic plans to become a business that will set the values for all other companies within the industry. Intersect Investments CEO, Frank Jeffers, has laid the foundation as a starting place with a vision that will “provide a broad set of products