Abstract
Sears Canada's corporate goal is clear: to be a great place to shop, work and invest. Since 1997, Organizational Studies (a subsidiary of Carlson Marketing Group) has worked with Sears Canada to validate and align their measurement system with strategy. On a quarterly basis, Sears Canada publishes total performance indicators (TPI), a balanced scorecard containing measures of customer and associate (employee) loyalty as well as traditional financial indicators of corporate performance. By confirming the relationship between the associate, customer and financial metrics through empirical research, they ensure that their scorecard tracks the measures that matter. Furthermore, by tracking the value of intangible assets, they capture a greater proportion of their overall capital in their measurement system. Their comprehensive scorecard can protect them against short-term thinking encouraged by lagging financial measures alone. Sears Canada's strategic measurement system thus serves as the framework through which their entire management system operates.
Article PDF
Similar content being viewed by others
Avoid common mistakes on your manuscript.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Norquist, M., Gilbert, M., King, R. et al. A great place to shop, work and invest: Measuring and managing the service profit chain at Sears Canada. J Direct Data Digit Mark Pract 3, 255–261 (2002). https://doi.org/10.1057/palgrave.im.4340136
Received:
Published:
Issue Date:
DOI: https://doi.org/10.1057/palgrave.im.4340136