Intersect Investments has survived the volatile environment of the financial services industry. However, Frank Jeffers, CEO, understands that in order for Intersect to remain competitive, the organization must expand its product offerings and shift to a model of customer intimacy. Frank appointed Janet Angelo to the position of Executive VP of Marketing and Sales and it is now her responsibility to implement this new vision.
Janet has 12 months to implement the new customer intimacy model. To do so, she will need to align the sales department with the vision and gain buy-in from Lyn Chen, the sales department’s VP. Lyn Chen does not hide the fact that she is against shifting to the new model and believes that the old way of doing things is just fine even though her department experienced a decline in customer satisfaction and an increase in employee turnover, resulting in the department missing revenue targets.
Janet believes that most employees like working for Intersect but are frustrated with leadership’s lack of communication and clarity. Janet met with the staff and after sharing her findings with Frank, has just two weeks to lay out a plan for the transformation. This analysis will identify Intersect’s problem, define alternatives to solving the problem, suggest a solution, implement the solution, and assess its effectiveness.
Situation Analysis
Janet Angelo has experience in implementing the customer intimacy model at two other companies. As such, she knows the method can work; she just needs to convey this to her staff. Jane must figure out how to prove to her staff that the model will work for them, perhaps by telling and showing them how she made the model work at other organizations. Proving that she knows what she is doing, thereby gaining the em ...