Earl Sasser is a Baker Foundation Professor at Harvard Business School and has been a member of the faculty there since 1969. He received a B.A. in Mathematics from Duke University in 1965, an MBA from the University of North Carolina in 1967, and a Ph.D. in Economics from Duke University in 1969.
Sasser developed the School's first course on the management of service operations in 1972. Professor Sasser has taught a variety of courses in the MBA program including Production and Operations Management, Decision Making and Ethical Values, The Operating Manager, and Service Management. In 1982, Sasser's excellence in the classroom was recognized in an article in Fortune profiling eight professors from business schools throughout the country. Professor Sasser was Chairman of the MBA Program from 1988 to 1991. He was also faculty chair of the Advanced Management Program executive education program from 1992-1995. From 1995-2000 Professor Sasser served as Senior Associate Dean of Executive Education. He served as Chairman of the Board of Harvard Business School Interactive, a not-for-profit corporation, from 2000 to 2003. Sasser is the past faculty chair of executive education's Program for Leadership Development [PLD] -- a program for which he served as the principal architect in 2004. He presently teaches in the Owner/President Management Program and serves as faculty chair of several week-long leadership programs.
In 1990 he co-authored (with HBS Professor James L. Heskett and former HBS assistant professor Christopher W.L. Hart) Service Breakthroughs: Changing the Rules of the Game. Based upon five years of extensive research in fourteen service industries, it explains how one or two firms in each industry are constantly able to set new standards for quality and value that force competitors to adapt or fail. Sasser has co-authored several other books in the field of service management including Management of Service Operations and The Service Management Course, The Service Profit Chain and The Value Profit Chain (with Professor James L. Heskett and Leonard A. Schlesinger) The Free Press: 2003. Professor Sasser's new book, Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage (with Professor James L. Hesket and Joe Wheeler), was published by the Harvard Business School Press, 2008.
Sasser has written or co-written ten articles for Harvard Business Review, including "Putting the Service Profit Chain to Work," "The Profitable Art of Service Recovery," "Zero Defections: Quality Comes to Services," "Match Supply and Demand in Service Industries," and "Why Satisfied Customer Defect."
Professor Sasser serves as a consultant to a number of companies in North America, Asia and Europe.
James L. Heskett, W. Earl Sasser and Leonard A. Schlesinger
Based on decades of collective field experiences, the authors present anecdotal evidence in support of eight things that great service leaders know and do. Great service leaders know that (1) leading a breakthrough service is different, and they take steps to ensure repeated memorable service encounters; (2) customers buy results and excellent experiences, not services or products, so leaders focus on the few things that produce results and experiences for the right customers; (3) the best service operating strategies don't require tradeoffs, so leaders foster "both/and" thinking in designing winning operating strategies; (4) great service starts with the frontline employee, and as a result leaders hire for attitude and train for skills; (5) effective operating strategies have to create value for employees, customers and investors, so leaders ensure the achievement of the leverage and edge that produce win, win, win results—the "service trifecta"; (6) the best uses of technology and other support systems create frontline service heroes and heroines, so leaders use technology to elevate the most important and eliminate the worst service jobs; (7) satisfying customers is not enough, so leaders take steps to develop a core of customers who are "owners"; and (8) knowing that their current beliefs about the future of services are wrong, great service leaders build agile service organizations that learn, innovate, and adapt. The book explores the ideas and leadership needed to achieve breakthrough service.
Hundreds of large organizations worldwide have used the groundbreaking Service Profit Chain to improve business performance. Now The Ownership Quotient reveals the next generation of the chain: customer and employee "owners" of your business. Employee-owners exhibit such enthusiasm for their organization that they infect countless customers with similar satisfaction, loyalty, and dedication. Customer-owners are in turn so satisfied with their experience that they relate their stories to others, persuade them to try your product, and provide constructive criticism and new product ideas. As a new generation of managers has been changing the way that products and services are designed and delivered, authors Heskett, Sasser, and Wheeler have followed the evolution of this new ownership model. Case studies from companies as diverse as Harrah's Entertainment, ING Direct, Build-a-Bear Workshop, and Wegmans Food Markets bring home the central principle of engagement—and showcase ways to raise the ownership quotient among both your employees and your customers. With the authors' decades of consulting and research paving the way, you'll learn to identify your customer-owners; consistently exceed their expectations in ways they truly appreciate; and foster, measure, and grow the Ownership Quotient throughout your company. An organization that learns how to cultivate an ownership attitude creates a self-reinforcing relationship between customers and front-line employees. The lifetime value of a customer-owner can be equivalent to that of more than a hundred typical customers. And that makes the lifetime value of an employee who can promote customer ownership priceless. This powerful and practical book shows you how to add that value to your company and delight your employees, customers, and investors. Is your organization ready to make the transition to an ownership state of mind?
This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only, reprint R1105X, and commentary-only, R1105Z. Tom Green, an aggressive young sales executive at self-service kiosk company D7 Displays, has been promoted to senior marketing specialist by Shannon McDonald, his division VP. Shannon had warned Tom that she was taking a chance with him and that he'd have to learn fast and work well with his new boss, Frank Davis, who wouldn't have chosen Tom for the position. On the job, Tom finds himself at odds with Frank and challenges him openly at a well-attended meeting. Frank begins to formally document deficiencies in Tom's performance, and McDonald falls in line with Frank. With his back against the wall, Tom must carefully consider his next move. Harvard Business School professor W. Earl Sasser presents the fictional case. Jeffrey Pfeffer, of Stanford University, and Paul Falcone, of Time Warner Cable, offer their expert commentary.
Sasser, W. Earl. "Cataumet Boats, Inc., Spreadsheet for Instructors (Brief Case)." Harvard Business School Spreadsheet Supplement 917-512, July 2016.
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Jaime Giancola, an MBA student, has recently completed an operations management course in which aggregate production planning (APP) was one of the topics. She believes that her family's business, Cataumet Boats, which her grandparents started and which her mother and uncle now own, might benefit from applying APP concepts to identify the different ways they might schedule workers, which could be especially valuable during the peak demand seasons of fall and spring. The goal of using APP is to reduce labor costs without sacrificing the high level of customer service that Cataumet Boats is known for providing.
At the age of 39, Solmaz Altın took over the helm at Allianz Turkey. Solmaz quickly realized that, although the insurance market was thinly penetrated in Turkey, the company was operating in a very competitive environment with pressure on prices and, hence, cost control. Consequently, customer satisfaction was suffering. Despite the growing Turkish economy and a favorable regulatory environment, Solmaz was struggling to grow the company without further sacrificing customer satisfaction or profitability.
Used as part of a course on service excellence, the case provides an insurance context in which to explore the link between customer satisfaction and competitive performance and challenges the students to ponder the extent of the relationship between customer satisfaction and financial performance.
In the (A) case, the Allianz Turkey executives focus their initial efforts on the claims process of the automobile insurance business—a lowly rated segment of the insurance industry by their policyholders. They begin by creating a map of the customer experience and then doing extensive consumer research to determine what really matters to the policyholder. The insights gleaned from the detailed consumer analysis are quite different than the original beliefs of the management team. Students must devise a new customer service model for the claims process based upon the customer analysis.
The (B) case describes the new customer service model for the claims process and the resulting increase in customer satisfaction as measured by the Net Promoter Score (NPS) metric. Students must first decide whether the initial effort is a success and then develop a plan for the future.
At the age of 39, Solmaz Altın took over the helm at Allianz Turkey. Solmaz quickly realized that, although the insurance market was thinly penetrated in Turkey, the company was operating in a very competitive environment with pressure on prices and, hence, cost control. Consequently, customer satisfaction was suffering. Despite the growing Turkish economy and a favorable regulatory environment, Solmaz was struggling to grow the company without further sacrificing customer satisfaction or profitability.
Used as part of a course on service excellence, the case provides an insurance context in which to explore the link between customer satisfaction and competitive performance and challenges the students to ponder the extent of the relationship between customer satisfaction and financial performance.
In the (A) case, the Allianz Turkey executives focus their initial efforts on the claims process of the automobile insurance business—a lowly rated segment of the insurance industry by their policyholders. They begin by creating a map of the customer experience and then doing extensive consumer research to determine what really matters to the policyholder. The insights gleaned from the detailed consumer analysis are quite different than the original beliefs of the management team. Students must devise a new customer service model for the claims process based upon the customer analysis.
The (B) case describes the new customer service model for the claims process and the resulting increase in customer satisfaction as measured by the Net Promoter Score (NPS) metric. Students must first decide whether the initial effort is a success and then develop a plan for the future.
A restaurant chain based in California offers made-to-order sandwich wraps using fresh, healthy ingredients. The founders of the company take a very active role in day-to-day business and tightly control every aspect of the restaurant operation from hiring store managers to planning the menu. Management is concerned that employee turnover is high, customer satisfaction is decreasing, and revenue growth is flat. The newly hired human resources leader believes addressing employee turnover can help solve the other problems. She develops a profit-sharing program as a pilot at two restaurants. The managers in the pilot program have their compensation tied directly to restaurant profits. The program also allows managers to customize menus, work with local suppliers, and try different promotion ideas. After six months, profits at the pilot locations improve while customer reviews are mixed. The HR manager must review the complete results and decide whether to roll out the pilot program to more locations, modify the program, or abandon it altogether. Students consider the operational challenges of running a service business and the issues related to compensation, change management, and employee autonomy.
Sasser,, W. Earl, Jr., and Rachel Shelton. "WrapItUp: Developing a New Compensation Plan (Brief Case)." Harvard Business School Teaching Note 114-364, November 2011.
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Sasser,, W. Earl, Jr., and Rachel Shelton. "WrapItUp: Developing a New Compensation Plan, Spreadsheet Supplement (Brief Case)." Harvard Business School Spreadsheet Supplement 114-365, November 2011.
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A restaurant chain based in California offers made-to-order sandwich wraps using fresh, healthy ingredients. The founders of the company take a very active role in day-to-day business and tightly control every aspect of the restaurant operation from hiring store managers to planning the menu. Management is concerned that employee turnover is high, customer satisfaction is decreasing, and revenue growth is flat. The newly hired human resources leader believes addressing employee turnover can help solve the other problems. She develops a profit-sharing program as a pilot at two restaurants. The managers in the pilot program have their compensation tied directly to restaurant profits. The program also allows managers to customize menus, work with local suppliers, and try different promotion ideas. After six months, profits at the pilot locations improve while customer reviews are mixed. The HR manager must review the complete results and decide whether to roll out the pilot program to more locations, modify the program, or abandon it altogether. Students consider the operational challenges of running a service business and the issues related to compensation, change management, and employee autonomy.
The leadership team of Rackspace, faced with accommodation of its service offering and dwindling financial reserves, decides to make customer focus the rallying cry of its new strategy.
Playa Dorada Beach & Resort in Boca Raton, Florida, faces a growing seasonal demand for tennis services. The number of guests is expected to double in the next few years, and while the tennis facilities are a popular and well-promoted amenity at the resort, court space is limited. The director of tennis operations analyzes court capacity, usage history, pricing, and other factors as he assembles a plan for expansion. He must also consider how his strategy affects other divisions of the Playa Dorada Corporation, including finance, operations, marketing, and sales. Can he transform the resort's tennis operations into a profit center? To prepare for case discussion, students complete a quantitative analysis of past and expected future usage of the tennis facilities and formulate a growth strategy.
Sasser, W. Earl, Jr., and Brent Kazan. "Playa Dorada Tennis Club: Expansion Strategy (Brief Case)." Harvard Business School Teaching Note 104-222, June 2010.
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This is the fourth in a 35-year series of HBS cases on an organization that has changed the rules of the game globally for an entire industry by offering both differentiated and low-price service. The focus of the case is on whether Southwest Airlines should buy gates and slots to initiate service to New York's LaGuardia airport, which does not fit the airline's profile for cost, ease of service, and other factors. The bigger issue is how the organization should deal with competition that has successfully emulated more and more of what it does in an operating environment that has changed significantly. Hence the subtitle, which was suggested by Herb Kelleher, Southwest's Chairman and CEO, Emeritus.
Heskett, James L., and W. Earl Sasser. "Southwest Airlines: In a Different World (TN)." Harvard Business School Teaching Note 910-426, June 2010.
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Playa Dorada Beach & Resort in Boca Raton, Florida, faces a growing seasonal demand for tennis services. The number of guests is expected to double in the next few years, and while the tennis facilities are a popular and well-promoted amenity at the resort, court space is limited. The director of tennis operations analyzes court capacity, usage history, pricing, and other factors as he assembles a plan for expansion. He must also consider how his strategy affects other divisions of the Playa Dorada Corporation, including finance, operations, marketing, and sales. Can he transform the resort's tennis operations into a profit center? To prepare for case discussion, students complete a quantitative analysis of past and expected future usage of the tennis facilities and formulate a growth strategy.
The leadership team of Rackspace, faced with accommodation of its service offering and dwindling financial reserves, decides to make customer focus the rallying cry of its new strategy. This short case was designed as the discussion igniter for a series of short video clips describing the shift to a more customer-focused approach.
The case describes the dilemma of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly criticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based on "creative accounting" and grossly overstate the current market environment. A mood of silent conflict develops quickly between the two men, and Green is concerned that Davis is building a case to fire him. Green's situation is one in which his failure to adapt his work style and fully understand the demands and boundaries of his new position may lead to his discharge. A factor in the background is Green's relationship with his boss's boss.
Sasser, W. Earl, Jr., and Heather Beckham. "Thomas Green: Power, Office Politics, and a Career in Crisis (Brief Case)." Harvard Business School Teaching Note 082-096, May 2008.
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The case describes the dilemma of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly criticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based on "creative accounting" and grossly overstate the current market environment. A mood of silent conflict develops quickly between the two men, and Green is concerned that Davis is building a case to fire him. Green's situation is one in which his failure to adapt his work style and fully understand the demands and boundaries of his new position may lead to his discharge. A factor in the background is Green's relationship with his boss's boss.
Sasser, W. Earl. "Thomas Green:Power, Office Politics and a Career in Crisis." Watertown, MA: Harvard Business Publishing Case, 2008. (Brief Case.)
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Discusses the development of a chain of "theme" restaurants. The student is asked to evaluate the current operating strategy and suggest a long-term expansion strategy.
Sasser, W. Earl, Jr. "Why Customers Matter." Boston: Harvard Business School Publishing Class Lecture, 2003. Electronic. (Faculty Lecture: HBSP Product Number 1490C.)
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Credit Suisse is looking for ways to differentiate itself from current and likely competitors. After two years of restructuring, the bank's leadership wants profitable growth. It has decided to emphasize customer service.
The World Bank has implemented a knowledge management initiative. One of its communities of practice is to take the lead in a $50 billion commitment to address urban slums. The community of practice is struggling with its mission and how knowledge management can help.
Sasser, W. Earl, Carin-Isabel Knoop, and Cate Reavis. "Australia's Telstra Corporation (A), (B), and (C) TN." Harvard Business School Teaching Note 800-130, September 1999.
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Frank Blount is named CEO of Telstra, Australia's state-owned telecommunications giant. In preparation for its 1997 IPO, he must reorganize the company from an inefficient public entity into a lean, customer-driven organization.
Explores the interface of an information system that keeps track of guests and their preferences, and the people systems that deliver multiple services at Ritz-Carlton hotels. The luxury hotel chain's unique service credo and commitment to quality principles are discussed as well as the attention to hiring and training. At the heart of the case is the Ritz-Carlton commitment to serving the customer.
Describes the operating system of McDonald's, the world's most successful fast food chain. The case does not have a decision focus; it is designed for use with Burger King Corp. Students are asked to compare the operating systems of these two fast food hamburger chains. Careful analysis will detect the subtle and not so subtle differences between the two operating systems selected by these two firms.
Describes the operating system of a Burger King unit. The case does not have a decision focus; it is designed for use with McDonald's Corp. Students are asked to compare the operating systems of these two fast food hamburger chains. Careful analysis will detect the subtle and not so subtle differences between the two operating systems selected by these two firms.
Acting on his vision to make the World Bank a knowledge institution, bank President Wolfensohn announces the creation of an Information and Knowledge Management Council and an Information Solutions Group, headed by a newly nominated CEO, Mohamed Muhsin. This case describes Muhsin's intentions as well as those of the head of the bank's knowledge-management initiative.
Information Technology Services Director Mohamed Muhsin planned to restructure the World Bank's information technology in response to President Jim Wolfensohn's call to build a knowledge bank. Several reorganization efforts taken by the bank in the 1980s led to a decentralized system, which hindered the access to and sharing of information within the bank. By the early 1990s, the organization's values had shifted, calling for more collaboration among all bank sectors. The creation and implementation of a standardized, user-friendly information technology system was needed. Describes how Muhsin planned to restructure and the challenges he would face.
The Royal Automobile Club uses a new computer and telephone system to improve its service standards and profitability. After the initial impact of changes from technology, the organization faces a need to choose between future technological development or organizational change.
Explores the uses of scanning technology, interactive software, and powerful data bases to assist customer relations representatives in resolving customer complaints. Competitive alliances in international markets are noted, but the focus is on the evolving commitment to customer service and the measures, technology, and economics that come into play to recover customers who have complained.
In recent years, Au Bon Pain (ABP), a chain of upscale French bakeries/sandwich cafes based in Boston, confronted a set of human resource problems endemic to the fast food industry (i.e., a labor shortage which made it difficult to attract and maintain quality crew personnel and management candidates, an inadequately trained management staff, and high turnover). To deal with the resulting "cycle of failure" while increasing individual initiative and performance at the unit level, ABP devised a new compensation-incentive system for its store managers--the Partner/Manager Program. Under this program, store managers would be paid a standard base salary plus a share of the incremental profits. The case asks students to evaluate the program by comparing it to ABP's existing compensation system, determining the different ways in which managers from two stores operating under an experimental run of the program achieved their results, and by considering the strategic implications of implementing the program in all of the company's stores.
Designed to introduce the systemic nature of product quality and the complexity of quality problems. Uses a new director, quality assurance, and the discovery of a quality problem. The new director has to decide if it is a real problem, what to do about it, and how to go about orienting an organization toward a better quality attitude.
Sasser, W. Earl, Wickham C. Skinner, and Kathleen Curley. "Hanrahan Motor Co." Harvard Business School Case 677-134, December 1976. (Revised June 1991.)
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Sasser, W. Earl, and Lucy N. Lytle. "Lorin Communications Corp." Harvard Business School Case 688-001, September 1987. (Revised June 1988.)
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Sasser, W. Earl. "Hanrahan Motor Co., Teaching Note." Harvard Business School Teaching Note 683-042, September 1982. (Revised March 1986.)
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Sasser, W. Earl. "Great Lakes Diversified Corp.: The Detroit Plant (TN)." Harvard Business School Teaching Note 683-044, September 1982. (Revised March 1986.)
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Designed to illustrate various levels of complexity in determining optimum order sizes for a single item inventory policy. Students are asked to evaluate the impact of recent operational changes on the firm's ordering policy. Intended to follow the students' initial exposure to economic order quantities, this case widens the students' scope of tradeoff models.
Sasser, W. Earl. "Mattson Foods, Inc.: The Bardolini Division, Teaching Note." Harvard Business School Teaching Note 683-041, September 1982.
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The student is required to develop a strategy for a tennis club of a large resort area. The tennis director must decide how many courts he needs to build within the next three years, what surface they should have, and how much he should charge for their use. Illustrates the problems of capacity planning in a service organization.
Sasser, W. Earl. "Sea Pines Racquet Club, Teaching Note." Harvard Business School Teaching Note 677-038, September 1976. (Revised October 1980.)
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Wyckoff, Daryl D., and W. Earl Sasser. "Lodging Industry." Harvard Business School Background Note 680-116, February 1980. (Revised August 1980.)
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Sasser, W. Earl, and R. Paul Olsen. "Aerospace Maintenance, Inc., Teaching Note." Harvard Business School Teaching Note 680-040, September 1979.
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Sasser, W. Earl, Daryl D Wyckoff, and John Klug. "Dobbs House (A)." Harvard Business School Case 673-058, November 1972. (Revised December 1978.)
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