Lincoln Financial Group (C)

LFG reorganizes its business in order to improve customer intimacy. However, to implement the strategy, they need to effect significant changes in the skills of their salespeople. This case series straddles human resource management, corporate strategy, and sales management by exploring the link between a shift in the firm's overall strategy (customer intimacy), the structural implementation of this strategy in the form of the creation of a new distribution company and, finally, the transformation of the selling approach through skills assessment and development. The (A) case describes the firm's strategic position as the "manufacturer" of three primary product lines--annuities, insurance, and mutual funds--which they sell to banks, broker/dealers, and independent planners. Most of their customers have just one of these products 'on the shelf.' In 2000, they create Lincoln Financial Distributors (LFD) which will be responsible for the wholesaling of all of these products. The case ends by asking the students to (a) react to this idea and (b) formulate a plan for its implementation. Simply taking salespeople away from their product group and housing them side-by-side with other salespeople selling other products is unlikely to create true customer intimacy. Wes Thompson, LFD's President and Kim Miner, the Human Resources VP, undertake a sweeping effort in which they create a "competency model," denoting precisely what they want their salespeople to be good at, assessing the sales force on these dimensions, and then hiring or training in order to get where they want to be. The (B) case provides rich detail of the model, the assessment approach and the results of the assessments. As the (C) case lays out, the results are stunning in terms of their relationships as well as from a financial perspective. The (C) then ends by offering a strategy for "Act II'" significantly expanding the number of salespeople at LFD.