Abstract
Running head: GAP ANALYSIS: INTERSECT INVESTMENTS
Gap Analysis: Intersect Investments
University of Phoenix
MBA 520
Gap Analysis: Intersect Investments
Introduction
Intersect Investment Services was once a top investment firm on Wall Street. As it did with most other companies, the terrorist attacks of September 11, 2001 left Intersect reeling and unsure of what to do to maintain its success. The company has struggled to survive but has resisted making drastic changes in its philosophy. After four years of fighting this uphill battle, Intersect CEO Frank Jeffers chose to roll out a new vision for the company. Jeffers identified this vision as “Provide a broad set of products and services to consumer and small business customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer.” Much of the leadership opposes this vision, focusing their displeasure on the customer intimacy model.
Situation Analysis
Issue and Opportunity Identification
At issue with Intersect is the high rate of customer turnover, currently 25 percent a year. Customers in this era are looking for long-term solutions to financial issues that include a feeling of appreciation for their business. As with any business, good customer service needs to be the backbone of Intersect’s trade, yet Intersect sees customer satisfaction rates declining by 5 percent. Herein arises an opportunity to increase the value-based approach in Intersect’s marketing, such as marketing the company as a trusted advisor, not just a sales staff. Also at issue is the high employee turnover rate, a situation that leads to high training costs and lost revenue. An opportunity exists to increase employee satisfaction by increasing the communication from leadership to staff, such as making sure employees get the information they need to do their jobs, and giving the employees a feeling that their work matters and that they have a...
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