The logic does not have to be complicated to be effective. Sears (Rucci, Kirn, & Quinn,
1998) adopted a relatively simple model of the retail value chain (i.e., making Sears a
compelling place to work will affect store associates’ behaviors, which create a compelling place
to shop, which affects customer spending patterns, which create a compelling place to invest)
that guided the choice and interpretation of hundreds of measures combining attitudes,
employee behaviors, customer satisfaction, and financial success. Many of the measurements
had existed for years, even decades, but were never linked in a compelling way until a clear
mental model was established.