Case Studies
Turning AroundSam's Club
Learn how the big-box retailer leveraged the Good Jobs Strategy to transform its operations and workforce for a new era of retail.
When John Furner became Sam’s Club CEO in 2017, the warehouse retailer was struggling. Member satisfaction and same-store-sales growth were low, and some locations were operating at a loss. Low wages, unstable schedules, and high operational complexity resulted in 60% employee turnover, which fueled inventory and customer service problems.
Delivering for customers at quest diagnostics
Learn how the business implemented a Good Jobs Strategy in its call centers to support strong customer outcomes.
In 2013, Quest Diagnostics consolidated 20 regional customer service centers into two. As a result, many experienced, knowledgeable customer service representatives left Quest. Post consolidation, Quest experienced decreased productivity, poor customer service, and high rep turnover: sixty percent of reps left in their first year costing the company up to $10.5 million a year. Customers were experiencing long wait times and frustrating service interactions, risking important contracts with major healthcare systems.
Growing the business at Moe's BBQ
Learn how a Good Jobs Strategy enabled a small restaurant business
to grow, transforming the lives of the owner and his employees.
In 2021, Moe’s Original BBQ franchisee Dewey Hasbrouck’s two restaurant business “felt like a house of cards.” Hasbrouck was looking to break out of a vicious cycle of high turnover, food and service that was not up to standards, unsatisfied customers, and low profits that kept him from growing the business and meaningfully investing in the quality jobs he knew his team deserved.
I can confirm there hasn’t been a time in at least 19 years when Sam’s has had this much momentum.
– Walmart CEO Doug McMillon, 2021