One service management model that has been gaining momentum in academic and practitioner circles alike is the service profit chain. First introduced in the early 1990’s, the service profit chain offers a structural framework to service management (Heskett et al, 1994). The theory basically asserts that providing employees with a superior internal working environment will lead to satisfied employees who are both loyal to the organization and able to provide the customer with an excellent service experience. Customers will recognize and value the outstanding service afforded them. Over time they will exhibit loyalty behaviors such as continued purchasing and increased referrals. These loyalty behaviors will generate both market share and profitability increases for the service firm. Despite its widespread adoption by many service industry leaders (e.g. Southwest Airlines, Progressive Insurance, etc) and a growing amount of academic literary attention to the topic, very little empirical research has attempted to validate the basic tenets within the service profit chain. As such, the primary objective of this research is to test the structural framework presented in the service profit chain. Two structural models, incorporating nine distinct hypotheses, are the means by which this objective is carried out. To support this primary objective, several secondary objectives must be met. Because this research will use several constructs that have yet to be rigorously validated, much time and attention must be devoted to scale development. The population frame used in this study will be one large retail chain within the women’s specialty apparel industry. Seven of the nine hypotheses are supported, two are not. The overall fit statistics of the two models employed suggest that the models do fit the data well, indicating support for the underlying theory behind the service profit chain. A summary of the hypotheses includes: 1.) internal service quality drives both employee satisfaction and loyalty, 2.) employee satisfaction drives employee loyalty 3.) total retail experience drives a customer’s perception of retail value and their satisfaction, 4.) customer satisfaction drives customer loyalty.