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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.

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.

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.

A national yearbook, jewelry, and school products company was faced with the task of determining the engagement and satisfaction levels of 4,000 full-time and seasonal employees. Feedback needed to be administered, tabulated, analyzed, and presented to senior management within an eight-week time frame in order to implement change during the client’s high season. A previously administered survey had only done part of the job, and required strategic overhaul.