The Employee-Customer-Profit Chain at Sears  

Oleh:

Quinn, Richard T. ; Rucci, Anthony J. ; Kirn, Steven P.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 76 no. 1 (1998), page 82-98.
Topik: customer; customer relations; customer service; employee attitude; employee empowerment; organizational management; performance measurement

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.13 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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It is no longer news that over the past five years, Sears, Roebuck and Co. has radically changed the way it does business and dramatically improved its financial results. But the now-famous Sears turnaround was more than a strategic and financial break with the past. It was a radical change in the logic and culture of the company, based on a new business model - not so much "the softer side of Sears" as the softer side of measurement. Led by CEO Arthur Martinez, a group of more than 100 top - level Sears executives spent three years rebuilding the company around its customers. 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 that tracks success from management behavior through employee attitudes to customer satisfaction and financial performance.

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