Campbell and Bailyn’s Boston Office: Managing the Reorganization

2711 Words Oct 20th, 2014 11 Pages
Case: Campbell and Bailyn’s Boston Office: Managing the Reorganization

Executive summary: This case was about issues that Ken Winston, the regional office manager Campbell and Bailyn’s Boston Office faced with as a result of the two recent changes in organizational structure and performance management system to react to the dynamic of the industry and market. The issues created by these two changes were process complication, limitation in competitive advantages, and discouragement on internal collaboration. We recommend Winston to engage KAT and sales specialist team, define measureable goals to each individual, set up one common organizational goal and make it as part of the performance assessment and hold more company events
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It was harder to sell to maintain volume. It was required more bandwidth and better understanding on a more complicated debt instrument to survive. In addition, margin was shrunk due to entrance of low-service, low-price brokers. For those higher-margin products, it was required deep knowledge and expertise to market and make the sale. In early 2007, the financial crisis and the meltdown in the mortgage-backed securities market directly impacted to the sales force in the C & B and Boston office. Winston had to make two strategic changes in order to maintain the sales growth and operate more effectively.
The first move was to create the “key account team” KAT. Legacy, the five generalists in the taxable bond division sold the entire product line and managed their own list of customers. Winston had combined these generalists and assigned each of them to a specialty sub-segment of the firm’s product offerings. The goal was to enhance the sales team expertise on product details and focus each individual on just one area with in-depth knowledge. Changing from maintaining their sales on customer wise to product wise, they shared their customers, for the first time. For the past several months, there are certain number of customers enjoyed this new change as they see the new sales team more invaluable. Yet there were customers unhappy and perceived it as more complication. Also, some sales people found it complicated themselves on those large and

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