Intersect Investments is a long-standing financial services institution that has managed to survive severe market instability since September 11, 2001. To remain competitive and grow its customer base, the company is implementing a new strategic plan. Frank Jeffers, Chief Executive Officer (CEO) has identified a new vision to improve Intersect Investments’ brand image to establish long-term customer relationships and to gain Wall Street’s trust.
Intersect Investments has experienced a decline in sales and in customer satisfaction. The new organizational culture is based on a model of customer intimacy; expanding products and services while increasing customer loyalty. Intersect Investments is facing obstacles within its infrastructure that are negatively impacting the company. These obstacles to change need to be addressed immediately. In an attempt to revitalize his company, CEO Frank Jeffers has brought in Janet Angelo, as the new Executive Vice President (EVP) of Sales and Marketing. The EVP’s mission is to bring all departments together in order for Intersect Investments to improve its brand image and to establish long-term, profitable relationships with its customers.
Issue and Opportunity Identification
The essence of any company is to make necessary changes that will enable it to be profitable and competitive in the marketplace. As demonstrated in the Intersect Investments’ synopsis, the introduction of the new sales plan as well as the additional companies are presented in this paper. The change process creates a need for short-term wins as well as long-term achievements for change.
“Change programs are more successful when they are geared toward meeting both short-term and long-term results” (Kinicki and Kreitner, 2004, Chap. 19, p. 35). Change should support the short-term needs of the company as well as the long-term strategy. For example, Viewpoint Internet marketing company is refocusing... [continues]
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