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Thomson Financial : building the customer-centric firm / Robert C. Wolcott, Mohanbir Sawhney.

By: Contributor(s): Material type: TextSeries: Publisher: London : Kellogg School of Management, 2006Description: 1 online resource : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781526449795 (ebook) :
Subject(s): DDC classification:
  • 332.1 23
Online resources: By December 1999 Thomson Financial represented an operating company of forty-one separate product silos competing in separate niches. Thomson Financial management's objective was to convert to a coordinated, broad-based firm capable of competing with the two leading financial information providers, Bloomberg and Reuters. Through a series of strategic business, organization, and technology initiatives, the firm successfully transformed itself into a customer-centric firm supported by a radically redesigned information technology capability. By 2004 Thomson Financial was building substantial brand recognition as a top-tier, integrated competitor challenging the positions of the incumbents.The case describes Thomson Financial's development through mid-2002, leaving students to address the decisions regarding the next steps for the company's evolution. Though the company had reorganized to strategic customer units (SCUs) in 2000, the transition was by no means complete. Most people had yet to adjust their perspective from thinking in terms of individual products to focusing on serving customers by leveraging Thomson Financial's wide range of capabilities.
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Originally published in Wolcott, R. C., & Sawhney, M. (2006). Thomson Financial: Building the customer-centric firm. 5-405-753. Evanston, IL: Kellogg School of Management at Northwestern University.

By December 1999 Thomson Financial represented an operating company of forty-one separate product silos competing in separate niches. Thomson Financial management's objective was to convert to a coordinated, broad-based firm capable of competing with the two leading financial information providers, Bloomberg and Reuters. Through a series of strategic business, organization, and technology initiatives, the firm successfully transformed itself into a customer-centric firm supported by a radically redesigned information technology capability. By 2004 Thomson Financial was building substantial brand recognition as a top-tier, integrated competitor challenging the positions of the incumbents.The case describes Thomson Financial's development through mid-2002, leaving students to address the decisions regarding the next steps for the company's evolution. Though the company had reorganized to strategic customer units (SCUs) in 2000, the transition was by no means complete. Most people had yet to adjust their perspective from thinking in terms of individual products to focusing on serving customers by leveraging Thomson Financial's wide range of capabilities.

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