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 Challenge
The newly appointed CEO faced an immediate challenge: establishing sensible growth goals for the organization. His predecessor had been removed because he did not reach the aggressive goals he had set. In order to set goals that were both ambitious and realistic, he would need to first gather information from the core of the company – the employees.
But how would he get targeted, relevant information that was both actionable and could be collected quickly from a broad sample?
Solution
E.G. Insight developed an online employee survey to quickly collect relevant and actionable information from a broad sample of nearly 2,000 respondents. The survey targeted 12 specific dimensions of performance. Employees rated the organization’s current performance and the importance of the items associated with each dimension. Several open-ended questions were included so respondents could also respond qualitatively. The method used gave the CEO insight into needed improvements, which areas were most important and whether certain groups had unique concerns.
Results
The information gathered from the employees helped the CEO achieve his primary objective of setting realistic performance goals. E.G. Insight assisted him in clarifying specific plans for growth – including the expansion of product and service lines into new markets. The company is currently on the leading edge of this new market and expects great returns in the near future.
Beyond achieving the primary goal, there were other valuable outcomes from taking action to listen to employees. For example, the survey respondents provided management with critical insight regarding the need to attract and retain key talent. Subsequently, the company established coaching and other development activities, succession management processes, and talent management systems to measure performance.
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CRp® Saves a Customer Relationship
CLIENT BUSINESS: Wholesale distributor
STAKEHOLDER: Major national retailer
Challenge
The distributor had a new Strategic Account Manager (SAM) who was responsible for the retailer's account. Just a few months before, the retailer had expressed interest in renewing their multi-year contract with the distributor. When the retailer requested a meeting, the distributor knew of no reason not to be optimistic. MORE>>
A One-to-One Customer Strategy Fuels Revenue Growth
CLIENT BUSINESS: International machinery manufacturer
STAKEHOLDER: Global enterprise
Challenge
An international machinery manufacturer was selling four different product lines to its customer, an enterprise with multiple locations worldwide. Sales growth in these four lines was slow but steady. The manufacturer needed a new approach to spur sales to this customer but didn't know what would work. MORE>> |
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