Putting the Service-Profit Chain to Work

J. L. Heskett; T. O. Jones; G. W. Loveman; W. Earl  Sasser; L. A. Schlesinger

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Article | Harvard Business Review | March–April 1994

Putting the Service-Profit Chain to Work

by J. L. Heskett, T. O. Jones, G. W. Loveman, W. Earl Sasser and L. A. Schlesinger

Format: Print

11 pages

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Citation:

Heskett, J. L., T. O. Jones, G. W. Loveman, W. Earl Sasser, and L. A. Schlesinger. "Putting the Service-Profit Chain to Work." Harvard Business Review 72, no. 2 (March–April 1994): 164–174.

About the Authors

James L. Heskett

UPS Foundation Professor of Business Logistics, Emeritus

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Gary W. Loveman

Senior Lecturer of Business Administration

Finance

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W. Earl Sasser

UPS Foundation Professor of Service Management, Emeritus

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Leonard A. Schlesinger

Baker Foundation Professor
Chair, Practice Faculty

General Management

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Case | HBS Case Collection | December 2019 (Revised January 2020)

Boll & Branch

Leonard A. Schlesinger and Mel Martin

Boll & Branch is a direct-to-consumer (DTC) business launched in 2015. It was the first Fair-Trade Certified manufacturer of linens. The case provides background on the company, its start, business model, and evolution through 2019.

Keywords: direct-to-consumer; channels; Disruption; Business Model; Brands and Branding; Online Technology; Strategy; Retail Industry; United States; Canada;

Citation:
Schlesinger, Leonard A., and Mel Martin. "Boll & Branch." Harvard Business School Case 320-052, December 2019. (Revised January 2020.) View Details

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Case | HBS Case Collection | June 2019

Athena Bancorp (Brief Case)

Leonard A. Schlesinger and Sarah Abbott

Athena Bancorp was founded in 2016 by Beth Daniels, a banking professional with 15 years of experience in the industry. Daniels took advantage of what she perceived as a gap in the market caused by recent industry consolidation, a decreasing industry focus on branch banking, and tighter lending standards. Athena has an aggressive growth goal—"to grow to 15 branches, with loans and deposits increasing by threefold over the next five years." However, the bank's operating philosophy centers on a high-touch approach, and it relies on dedicated, highly capable employees who are willing to work long hours. Burnout is setting in at the branch level and morale is declining. Daniels and her leadership team are struggling to hire enough employees to execute this strategy. The case illustrates a company whose success is driven primarily by its human resources (HR) strategy. It also highlights the opportunities and challenges of operating a service business with a high performance/high commitment culture. The case can be used to discuss topics such as leadership, management, organizational culture, strategy, motivation, and entrepreneurs. It is recommended for upper-level undergraduate students or MBA students in courses focused on organizational behavior, general management, human resource management, leadership, or entrepreneurship.

Keywords: Banks and Banking; Entrepreneurship; Growth and Development Strategy; Organizational Culture; Human Resources; Strategy; Service Delivery; Banking Industry;

Citation:
Schlesinger, Leonard A., and Sarah Abbott. "Athena Bancorp (Brief Case)." Harvard Business School Brief Case 919-517, June 2019. View Details

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Teaching Note | HBS Case Collection | June 2019

Athena Bancorp, Teaching Note (Brief Case)

Leonard A. Schlesinger and Sarah Abbott

Teaching Note for HBS No. 919-517.

Citation:
Schlesinger, Leonard A., and Sarah Abbott. "Athena Bancorp, Teaching Note (Brief Case)." Harvard Business School Teaching Note 919-518, June 2019. View Details

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Putting the Service-Profit Chain to Work

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