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  • Campbell and Bailyn's Boston Office

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    Tushar Sharma
    416 просмотров7 страниц
    The Boston office of Campbell and Bailyn, an investment banking company, was undergoing major structural changes led by Ken Winston, the regional sales manager. Previously, the office had 5 generalists who managed 75% of taxable bond sales and 7 specialists who managed the remaining 25%. However, declining margins, more sophisticated products and customers, and a shift in power to specialists necessitated changes. Ken slowly convinced the generalists of these needs and empowered others. The restructuring involved creating key account teams six months prior to better serve specialized customer needs, converting top generalists to these teams, and introducing a new performance management system for appraisals.

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    Campbell and Bailyn’s Boston Office

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    The Boston office of Campbell and Bailyn, an investment banking company, was undergoing major structural changes led by Ken Winston, the regional sales manager. Previously, the office had 5 generalists who managed 75% of taxable bond sales and 7 specialists who managed the remaining 25%. However, declining margins, more sophisticated products and customers, and a shift in power to specialists necessitated changes. Ken slowly convinced the generalists of these needs and empowered others. The restructuring involved creating key account teams six months prior to better serve specialized customer needs, converting top generalists to these teams, and introducing a new performance management system for appraisals.

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    © All Rights Reserved
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    416 просмотров7 страниц

    Campbell and Bailyn's Boston Office

    Загружено:

    Tushar Sharma
    The Boston office of Campbell and Bailyn, an investment banking company, was undergoing major structural changes led by Ken Winston, the regional sales manager. Previously, the office had 5 generalists who managed 75% of taxable bond sales and 7 specialists who managed the remaining 25%. However, declining margins, more sophisticated products and customers, and a shift in power to specialists necessitated changes. Ken slowly convinced the generalists of these needs and empowered others. The restructuring involved creating key account teams six months prior to better serve specialized customer needs, converting top generalists to these teams, and introducing a new performance management system for appraisals.

    Авторское право:

    © All Rights Reserved
    Скачайте в формате PPT, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 7

    Campbell and Bailyn

    - Facts

    Prepared By Group 5

    Campbell and Bailyns Boston Office

    The company is into investment banking


    Boston office is C&Bs largest office after New York
    Ken Winston is the Regional Sales manager at Boston
    office
    The Boston office - 5 Generalists, who managed75%
    of the total taxable bond sales and 7 Specialists, who
    managed 25% of taxable bondsales.
    Organization is undergoing major structural changes
    which was headed by Ken.

    Org.
    Structure
    Prior to
    Restructurin
    g

    Changes that are affecting C&BNeed for Restructure

    Declining margins of traditional products


    More specialized and complex products
    More sophisticated customers
    Shift in power balance from generalists to
    specialists
    Customers need more expert advice on esoteric
    products

    Ken Winstons Management


    Approach

    Recognized Problems
    Slowly convinced Generalists
    Listened, educated and empowered others
    Implanted solution with generalist and management
    backing it

    Restructure Initiatives

    Key Account Team (KAT) created in June (2007)


    six months prior to cater customer needs for
    specialized products
    Converted five top generalists into KAT
    Introduction of PMS (Performance Management
    System) - 360 degree appraisal system was initiated

    New Structure

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