When Jim Weddle took over as managing partner of Edward Jones in January 2006, the brokerage company was at a critical time. Allows the attorneys for the distinctive strategy, it had grown from its roots in small-town America to the 4th become largest broker in the U.S. Weddle was concerned, however, that the company’s success and the changing landscape of the financial services industry, were against the core aspects of the strategy that had brought so far the company. He knew that the upcoming strateg … Read more »

When Jim Weddle took over as managing partner of Edward Jones in January 2006, the brokerage company was at a critical time. Allows the attorneys for the distinctive strategy, it had grown from its roots in small-town America to the 4th become largest broker in the U.S. Weddle was concerned, however, that the company’s success and the changing landscape of the financial services industry, were against the core aspects of the strategy that had brought so far the company. He knew that the forthcoming strategic decisions would determine if Edward Jones was able to maintain its exceptional performance and achieve their goal to grow to 20,000 financial advisors by the year 2017.
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from
David J. Collis
Troy Smith
Source: HBS Premier Case Collection
28 pages.
Release date: 01 March 2007. Prod #: 707 497 PDF-ENG
Edward Jones in 2006: Given success HBR case solution