By mid-2004, Wilkins began to quest

By mid-2004, Wilkins began to question whether the Sales Division was optimally structured. Red flags were first raised when several long-term customers—wealthy individuals who had moved out of the immediate neighborhood but who still maintained accounts with the bank—complained to him about the limited services they were being offered. Through another source, they had learned about investment products that the bank had never offered to them. When Wilkins investigated, he learned that these customers had been categorized as “local” and were therefore in a different category from the bank’s wealthy clientele, the targeted group for such products. This distinction was apparently not lost on other Retail customers either. According to a staff member in Retail, her clients felt “overshadowed by the hoity-toity treatment that External Deposits’ rich white clients get,” and were quitting the bank as a result.