A telecommunications reseller was experiencing an alarming customer attrition rate each month, and sought to determine the causes and stop the bleeding. Through an exhaustive current and lost customer research process, The Intelligence Agency determined the seventeen metrics of a happy customer, including such factors as on-hold time, call clarity, price fairness, and more. Based on these findings, an actual scorecard was developed, a tool that became the driver for massive organizational change and improvement – and, ultimately, led to a powerful, new brand that spoke to customer responsiveness. The company was reorganized based on customer expectations, employees' compensation was now based on the scorecard, a new graphic identity was developed, and cross-functional teams tackled problem areas. Today, attrition is improving, while the company is leaner, stronger, and better postioned for the future because of the dramatic branding process.