At the conclusion of 2001, the senior associates of an investment management business were worried. The bearish market trend was going on for two years, and worse, the business performance over the time has been unsatisfactory than that of the index. Customers, more than disappointed, were beginning to vote with their feet. The firm, a top-10 player in the Canada’s institutional investment company, had asserted client assets under the management of greater than $15 billion in the year 1998, however was under serious threat. Without some change in the fortunes of the company, a continued loss of revenue would endanger its viability.
In the preceding few years, both the senior partners had been working behind the scenes on the idea that they believed could return the business to success. The drawback was that the notion involved a radical transformation of the business. While the senior associates had seen some success with the little steps they had taken with the new business structure, they required to ask their partners to give to a largely unascertained strategy- a business model that not only had no known similar model but that also ran contrary to modern perspectives of how an asset management firm ought to be structured. Would their partners dedicate to the unproven strategy?
PUBLICATION DATE: February 19, 2013 PRODUCT #: W12508-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
Related Case Solutions & Analyses:
Emergence of Default Swap Index Products
Keith Ferrazzi — The Paths to Power
Bank One: The Uncommon Partnership
Information Privacy and Marketing: What the U.S. Should (and Shouldnt) Learn from Europe
Braun AG: Product Design and Development for a New Oral Care Category (B)
Bayern Brauerei
Polaroid-Kodak Addendum
Japan (D1): Strategy for Economic Growth
University of Trent
Marketing Management
