SG reorganize the business in order to increase customer loyalty. However, to implement the strategy, they need to make significant changes in the skills of their salespeople. This case series range of human resource management, corporate strategy and sales management, exploring the relationship between the shift in business strategy (customer intimacy), structural implementation of this strategy in the form of a new company, distribution and, finally, the transformation of sales based approach skills and development. (A) case describes the strategic position of the company as a "producer" of the three main lines of products - annuities, insurance and mutual funds - they're selling banks, broker / dealers and independent planning. Most of their clients have only one of these products on the shelf. In 2000 they created Lincoln Financial Distributors (LFD), which will be responsible for the bulk of all these products. It ends by asking the students (a) to respond to the idea, and (b) develop a plan for its implementation. Just taking sellers of their product groups and housing them side-by-side with other sellers selling other products is unlikely to create a true customer intimacy. Wes Thompson, president of the LFD and Kim Miner, VP of human resources, broad-based effort in which they create a "model of competence", meaning exactly what they want their salespeople to be good, estimates sales of these measurements , and then a job or training in order to get where they want to be. (B) body provides rich detail model, the approach to assessment and evaluation. As (C) the results of the case are stunning in terms of their relationship, as well as from a financial point of view. (C), then ends by offering a strategy of "Act II" significantly expand the number of vendors on the LFD. "Hide
by David B. Godes, David Lane Source: Harvard Business School 14 pages. Publication Date: February 15, 2008. Prod. #: 508029-PDF-ENG
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