Most companies know very little about the way their customers and employees think and behave. Sears is different. Its executives are learning not only to measure such attitudes but also to run the company on the basis of them. Learn more about the employee-customer-profit chain at Sears in this article by Anthony J. Rucci, Steven P. Kirn, and Richard T. Quinn. This article, which originally appeared in the January-February 1998 Harvard Business Review, is offered in audio form exclusively through Audible.
Want to sharpen your leadership skills with previous editions of the Harvard Management Update? You can find past issues from 1997 to the present by clicking on matching edition under periodicals.
©1998 by the President and Fellows of Harvard College, All Rights Reserved; (P)1998 Audible Inc.