Campbell and Bailyn’s Boston Office: Managing the Reorganization Case Study Analysis Principles of Management- July 2012 Synopsis • Fixed Income Division: International Investment Bank’s Securities Brokerage division facing rapid change • New Products flooding the markets‚ structural cyclical industry change challenges the limits of firm’s expertise and its traditional form of organization. • Kevin Winston‚ RSM Manages Boston Office and maintain high level of sales. • Created Key Account Team (KAT)
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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
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Campbell and Bailyn’s Boston Office: Managing The Reorganization Campbell and Bailyn’s (C&B) Boston Office has long been the leader in market share and sales. This office was also used as a testing location for new organizational structures and new products and services. Changes in customer demand have decreased market share based‚ so the office needs a restructure. In June of 2007 the Boston office is reorganized under Ken Winston‚ the regional sales manager into “key account teams” (KAT)
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Campbell And Bailyn’s Boston Office Case Study The ‘sub-prime’ crisis triggered by the meltdown of the US mortgage backed-securities market in 2007 was a precursor to the global financial crisis. It would drastically change the competitive landscape for all firms in the financial services sector‚ including Campbell and Bailyn (C&B)‚ one of the world’s five largest investment banks. In response to a loss of clientele to competitor firms‚ Ken Winston (C&B’s Boston Sales Office Director) assembled
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When Campbell and Bailyn’s Boston Office made the decision to restructure their organization and place a new emphasis on specialization‚ the business and employees faced multiple challenges during the process. Although communication problems were evidenced in the scenario‚ I was also concerned with the lack of buy-in by the employees within the organization. According to a recent writing in Bloomberg’s Business Week‚ employees are an important factor in determining how customers perceive the company’s
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External Analysis Political/Legal “The U.S. food processing sector is extensively regulated by state and federal agencies. Federal agencies dominate the regulatory oversight: USDA FSIS for the meat and poultry processing businesses and FDA for all other food processing businesses. State agencies also have an active role in overseeing food processing businesses within their respective states‚ but their role is in collaboration with the federal agencies”.1 Fortunately‚ there was no mention of any issues
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Operational Reorganization Program Our company is downsizing‚ facing major budget cuts‚ reorganizing departments and instituting a cross-training program for employees. It ’s imperative that we effectively manage these process changes and transition into a more productive organization. A goal setting‚ motivation and stress management program is required to assist employees and management during this transitional time. As we are all aware‚ we must make our company more responsive to an increasingly
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to recognize the investor’s share of the P&L of the investee after the date of acq 4. Dividend received‚ distributions received from an investee reduce the carrying amount of the investment ___ Capital Reorganization When an entity is faced with financial crisis‚ the capital reorganization scheme may be the possible alternative to liquidation of the entity. S58(1) CO a Co. may seek an approval of capital reduction 1.reduce the liability of its shares‚ which the share capital not paid up
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Tel/Fax: (036)6210042 loc 255 COMMITTEE ON REORGANIZATION Committee Report SUBJECT MATTER: Request of Honorable Governor Victor A. Tanco for the Passage of an Ordinance Changing or Re-titling the Therein Specified Twelve (12) Positions in the Office of the Provincial Veterinarian DATE OF REFERRAL: 13 August 2014 TO: THE HONORABLE PRESIDING OFFICER & MEMBERS OF THE 7TH SANGGUNIANG PANLALAWIGAN OF CAPIZ The Committee on Reorganization‚ to which was referred the abovementioned subject
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REORGANIZATION OF WORK The challenging way to increase efficiency is achieved through reorganizing the way work gets done. From the late 1970s through the early 1990s‚ companies experienced slow growth‚ for reasons related to the U.S. and worldwide economy. However‚ one key reason for the slow growth arose from the competition from other industrialized nations. The typical reaction to slow growth caused by global competition was to try to cut back on production costs by laying off workers. A
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