Campbell and Bailyn’s Boston Office: Managing The Reorganization
Situation Analysis
Ken Winston, the regional sales manager for the Boston office of Campbell and Bailvn,
prepared presentation at the annual year-end meeting of the bond division’s leadership
team. Because Boston office was the second largest office in the company, its sales group
was used as a bellwether in the new products and management ideas. So, Winston put
forward two changes about the company – Key account team (KAT) and a division-wide
performance management. Based on these two changes, many salespeople in his division
thought they’re unnecessary, even though it may not be work.
Campbell and Bailyn’s fixed income division of sales and trading business was the fastest
growing unit. It sold three types products. One of the products was the taxable bonds
which were the biggest segment and sold mortgage-backed securities, high yield corporate
debt, bond futures and options, government securities, and derivative products. Every
division has different specialization salespeople. Also, salespeople had powerful customer
relationships.
Winston’s team included nine salespeople: five generalists and four specialists. Usually,
generalists had large expense accounts to nurtured relationships. Specialists managed
smaller accounts. Winston wanted to change the generalist team because it lost business to
their competitors – lack of detailed product expertise. So, Winston created KAT, it not only
increased effectiveness but also let customer to found that having experienced salespeople