Any retailer could copy the sears measures even our modeling techniques and still fail to achieve an operational employee customer profit chain because the mechanics of the system are not in . In rethinking what sears was and what it wanted to become these managers developed a business model of the company the employee customer profit model and an accompanying measurement system . Moreover an employees attitude towards the job and towards the company had the greatest impact on the employees loyalty and customer service than all the other employee factors combined this discovery became the starting point to sears employee customer profit chain. In the late 1990s sears capitalized on the employee customer profit chain to great effect by focusing more heavily on employee engagement an ailing sears was able to make an impressive fiscal turnaround by increasing customer satisfaction further highlighting the importance of monitoring employee engagement rucci et al 1998. Source rucci a j kim s p and quinn r t the employee customer profit chain at sears harvard business review jan feb 1998 survey information hard data a compelling place to work a compelling place to shop a compelling place to invest customer recommendations customer impression employee behaviour service helpfulness attitude about
How it works:
1. Register a Free 1 month Trial Account.
2. Download as many books as you like ( Personal use )
3. No Commitment. Cancel anytime.
4. Join Over 100.000 Happy Readers.
5. That's it. What you waiting for? Sign Up and Get Your Books.