campbell and bailyns boston office

From 1960s to 1980s, financial institutions used customer-centric strategy to increase customers’ loyalty and advancing their own competitive power. Commercial banks began to provide individualized products and services to customers based on their characteristics and requirements with the most convenient way. In this period, capital management services began to develop rapidly with the help of traditional loan services, investment services and consulting services. The management services are different from traditional services and they can help customers reduce investment risk and gain higher profits.

In Brief: In this particular case study we find that Merrill Lynch has introduced a new client relationship technique called the Supernova at the Merrill Lynch’s Indianapolis offices. This practise was implemented on a trial basis and generated a positive and vibrant response between the financial advisors (FA’s) and their customers. But on the

Moreover, the goal of any sales analysis is to isolate the pieces which comprise the entire organization to facilitate the recognition of areas that require attention (Russell, 1950). Accordingly, this deconstruction promotes comparison of financial data which allows managers, such as Lydell, to gain a stronger representation of the organization. This contributes to the management of employees and improved sales potential through the identification of areas that require supplementation or highlighting the areas that are functioning optimally (Russell, 1950). Lydell can use the internal financial records to capture data on sales history and patterns of the business. This information would give him the knowledge to gauge current sales and provide insight for recognizing positive or negative sales trends, including changes in customer habits. Lydell could also use the information regarding sales volumes and customer locations to gauge territory concentration and sales boundaries.

The instruments, sixteen in total, are used to analyze gases, liquids, and blood. Each product is very technical and customers expect their Wolfe sales rep to be very knowledgeable about the technical applications and analysis requirements of their laboratories. Each sales professional covers an assigned territory, which usually comprises one to two states depending upon the geographic area and amount of industry. The sales team has been divided into twelve teams around the country, with each team having its own sales manager and five to nine sales reps, all of whom call on a variety of customers. Sales teams operate out of the same office, located in a major metropolitan area (e.g., Boston, Dallas, San Francisco, Atlanta, etc). Sales rep turnover has been about 15% annually the past few years, and Mr. Adams sees it as imperative that he do something about this. Annual sales have been averaging a 3-5% increase each year over the past five years, but the corporate president wants more. Your competition has been averaging 6-8% sales growth increases in revenue each year.Analyze the sales force structure. What is the current sales force strategy that is being used? What might be the limitations of the current sales force structure? What changes, if any, would you suggest that Mr. Adams consider making to the sales force structure to effect increased sales?(Points : 25)

** Local leadership understood the increase sales goals were unrealistic. “In many instances, the Community Banks leadership recognized that their plans where unattainable – they were commonly referred as 50/50 plans, meaning that there was an expectation that only half the regions would be able to meet them. “ page 19 There were many signs of the problem at the local level that where ignored. If the goals were unrealistic how did the salesforce meet the goal? Why was employee turnover so high, even during a downturn in the economy? Why was there such a high volume of poorly funded new accounts and closures? These were the

Even though the departments offer different services, they all contribute to the overall goals of the firm. They mainly deal with issues relating to securities trading and selling. The purpose of this report is to provide a comprehensive outlook of the retail and institutional sales department. The central function and responsibility of the department is to provide investment advice, obtain securities orders from individual and institutional or corporate clients and marketing services (Besley & Brigham, 2014). Some of the principal customers include insurance firms, banks, government and private pension plans corporate retirement plans among others (Downes & Goodman, 2003). The operations and processes at the retail wing are focused on individual clients who are interested in buying and selling stocks, mutual funds and bonds. In particular, daily operations in the department entail buying and selling of securities, offering investment advice and the provision of the marketing support for investment brokers. Representatives who work in the department also answer and respond to customer queries through telephones calls and emails from customers and mailing marketing literature and surveys to retail and institutional clients (Lee & Gabriel,

Upon reading the case studying in regards to the Bank Solutions organization, it is clear that there are a few gaps within the organization that are hindering the organization from operating at the maximum potential. When it comes to ensuring the organization’s ability, it is imperative that these three categories are identified, implemented, and maintained.

In response to a loss of clientele to competitor firms, Ken Winston (C&B’s Boston Sales Office Director) assembled the five most successful salespeople into a Key Accounts Team (KAT). Having previously enjoyed the autonomy of selling a diverse array of products to their own clients, these five ‘Generalists’ would now ‘Specialize’ only in one specific

These transformative changes to the selling environment are ultimately forcing the salesperson to reengineer and rethink how they approach their business accounts. Failure in adapting to these changes can result in many adverse situations but ultimately revolves around ineffective team selling.

In Kotter’s eight steps guide to transform an organization (Kotter, 2007), the first step is to establish a sense of urgency by examining current market and competitors to realize major opportunities. Evaluating the proactive actions she took since day one, Westerly strived tirelessly to accomplish this first step. Westerly was determined to implement a marginal but radical change in sale calls’ pattern and FCs’ time allocation. To support the new customer redeployment strategy, she used data and historical experiences, particularly those that Kauflauf achieved with Dart, a major world supplier of computer supplies and equipment. Although Kauflauf prides itself on superior relationship management thanks to the focus on small and medium size

James Sprague is the newly appointed district sales manager for the northeast. Upon arriving he had dinner with Hank Carver and John Follet, two senior sales representatives, and discussed his plans to review the company’s data prepared by the national sales manager and better the area’s profits. Carver, the most experience sales representative, took offense to analysis saying that his 34 years of experience obviously does not count for anything, and threatened to leave and go to a competitor. His district has a large number of potential accounts that are not being utilized. The sales by account and gross profit of the northeast

The Boston office of Campbell and Bailyn has seen success over the years but was struck by a collapse in the mortgage backed securities market for six months in 2007.

In 1996, Citibank was an emergent banking institution attempting to increase its market share in the competitive Los Angeles area. In order to do so, the bank’s strategy was to focus slightly less on their financial growth, and much more on providing “a high level of service to its customers”. Management viewed this paradigm shift as “critical to the long term success of the franchise”.

As one of the world’s leading banks, with 135,000 employees in more than 50 countries, Barclays plays a significant role, from working with governments on major infrastructure projects to bringing banking to customers in emerging markets. Barclays is made up of two major businesses: Global Retail and Commercial Banking (GRCB) and Investment Banking and Investment Management (IBIM). There strategy is to achieve growth through time by diversifying their profit base making their growth relevant to their customers at all times. This case study will seek to examine the bid and intended acquisition of ABN AMRO, and the early acquisition

Jacobson first consulted Dan Gunther who was in charge of the Boston Division. Jacobson consulted Gunther due to his fifteen-year experience with the company. He figured he would have the best insight to the sales were stagnant because of his wisdom and experience. Jacobson found out that the flat sales of the Boston branch was due to the irrational/unreasonable demands of their client. Then he contacted the Philadelphia branch. Carol Klein, the key account manager, told Jacobson that the reason of her flat sales was due to personal reasons that were going on in her life. She was having issues juggling her stressful job and taking care of her family as well. Although this is a valid excuse of something that many people struggle with, it should not be negatively affected her work performance. The next sales representative that Jacobson consulted was Mike Wagner in Washington DC. Wagner claimed that he is having a hard time on finding information regarding the present condition of the competition in the market, making it harder for him to compete with the others. This is not only Wagner’s fault for not doing the research, but also upper management’s fault for not informing the employee’s of how to compete with