Raleigh & Rosse: Measures to Motivate Exceptional Service

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ACCT 6260 Huan Liu Raleigh & Rosse: Measures to Motivate Exceptional Service In this case, Raleigh & Rosse, a retailer for luxury goods, is dealing with a class of action lawsuit from its own sales associates. R&R had established loyal customer relationships, and good reputation by providing high-level service. In fact, to build an entrepreneurial and responsible working environment, R&R began to use a new strategy called “Ownership Culture” in 1987. The central idea of the Ownership Culture was SPH (Sale-Per-Hours), the way to evaluate sales performance. However, the SPH program put a lot of pressure on store managers and sales. Consequently, a large group of the R&R associates sued it for “working off the clock” in 2010. This lawsuit might cause reputation damage, and the settlement could be up to $200 million. In 2008-2009 before the case, there was an economic recession. The whole luxury goods industry in the U.S. dropped over 14%, and R&R revenues declined 10%. Although R&R suspended new-store opening, and hiring, still the business not good as before. So, now the CEO of R&R, Linda Watkins, not only has to cope with the SPH lawsuit, but also fix the reputation damage during this hard time. Beginning in 1992, Rosse introduced the firm’s “Ownership Culture” program- a set of initiatives and policies to creat a more entrepreneurial and accountable environment. Among other things, R&R changed the hiring profile for its sales associates, shifting away from experienced sales prosessionalsto recruiting college graduates. And Rosse expected his store managers to “ own their business”, and store managers expected R&R sales associates to “own their relationships”.In all, the Ownership Culture is the core culture and success of R&R to its famed customer service where the employees especially the sales person are given accountability to its customers. The heart

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