"The Employee-Customer-Profit Chain at Sears"
Anthony J. Rucci, Steven P. Kirn, and Richard T. Quinn
Harvard Business Review, January 1998.
This is an article by three current and former Sears executives who explain how Sears accomplished a major performance turnaround and developed a metrics systems known as Total Performance Indicators, or TPI. TPI is a set of measures that shows how well the company is doing with customers, employees and investors. Through the inspiration of CEO Arthur Martinez, Sears set out to revamp its business and developed a business model and measurement system called the “employee-customer-profit model.” The company took three years to develop this new system, which is based on financial analysis as well as research and information gathered from surveys and focus groups with employees, customers. In the end, they claim that they understand the several layers of factors that drive employee attitudes, and they know how employee retention affects customer satisfaction, how customer satisfaction affects financials, and a great deal more. They set out to prove causation and they came up with dependable metrics that make sense.
Price: $8.50 / Product Number: 98109 / Length: 16 pages
