Case Study : Zappos 's Vision For The Company

Zappos is an online shoes retailer that started its business in the year 1999. Later on the company had expanded its business to include the beauty products, clothing and even the housewares within its leading e-commerce website. This case emphasizes on the customer service department of Zappos Company and initially the business focused only on the drop ship method. Later on the company also increased the variety of the products. The company had also created a bricks and mortar storefront to expand the business and increase the sales of the business.

very well planned hierarchy of leadership. This also comes with its own pros and cons which

At Amy’s work, I noticed that there is the use of the hierarchy of traditional organizations. Weekly the company will have conference

- In the 1960s, 1970s, and 1980s it was considered better to do nothing than do the wrong thing. Corporations created a hierarchy system for management to find the correct action to take. This system caused corporations to take a long time to process any desired changes. The system was changed in the 1990s and early 2000s

The owners of Zappos did an amazing job coming up with the idea of selling shoes to from online. There was a market that was created by Zappos. Zappos has been able to continue to grow due the advancing in technology that has made it must easier for customer to shop online. A lot of people know what kind of shoes they like and what size shoes they wear. If a customer does need a product in the next few days and can be patient then Zappos is a great store for that customer. Zappos makes it very easy for the customer because of it policies and customer service. Zappos offers free shipping. Zappos also give

Zale Corporation founded in 1924 in Wichita Falls, Texas. The first store was opened by Ben Lipshy, and brothers, William Zale, and M.B. Zale. They began by offering customers a store credit by which a customer could purchase an item with just one penny down, followed by an

Critically analyze the organization from the systems approach. You should consider the inputs, transformation and output elements of the operation and consider how the system creates value.

Hierarchy in an organization is seen as reflecting inherent inequalities, centralization is popular, subordinates expect to be told what to do and the ideal boss is a benevolent autocrat.

Founded in 1999 by Nick Swinmurn, Zappos.com, initially named ShoeSite.com, has grown from an inventory-less, “drop-ship” shoe sales website that connected customer orders with shoe suppliers to an Internet shoe mega-retailer that recorded a reported $2.1 billion in revenue in

In an effort to increase transparency and rearrange progression Zappos has decided to lever over to a super-flat formation known as ‘Holacracy’. They will oust the top down forecast and control model with a new way of attaining control through distributing power. As a consequence employees and bosses will not have official job titles. However, Zappos will keep some chain of command and keep the “Big Bosses” who set the pay arrangement.

Nordstrom, Inc is one of the largest upscale apparel and shoe retailer’s in the United States. John W. Nordstrom started the company in 1901 as Wallin & Nordstrom, which was a small shoe store located in downtown Seattle, WA. By 1960, the shoe company was the largest independent shoe chain in the nation. Nordstrom then ventured into women’s apparel and in 1971 the company rebranded itself to Nordstrom, Inc. and became a publicly traded company. (nordstrom.com)

Other common terms for the idea of organizational decentralization include: team self-management, self-management, shared control, distributed leadership (Lambe, Webb, & Ishida, 2009) and holacracy (Robertson, 2007). While these terms may have small differences they all describe the common theme of distributing power across organizations. Several concepts help to explain why decentralization and the encouragement of teamwork throughout an organization are often superior to traditional management structure.

Zappos started out by selling shoes online to become the world’s largest online retailer of shoes. Subsequently, in their quest to boost sales, they moved beyond footwear to become an E-tailer that sells ‘anything and everything’.

In 2008, Zappos reported annual revenues exceeding $630 million; and in 2009, the company celebrated its 10th anniversary by reaching $1 billion in annual sales (Twitchell, 2009).

Amancio Ortega, had a simple idea of linking customer demand to manufacturing and manufacturing with distribution, when creating ZARA in 1975 in la Coruña, Spain Zara came under the holding company Inditex in the year 1985 and is today the biggest fashion brand of the group. Zara believes that the prime factors for running a successful business are quick response to customers, use of computers, and disintegrated decision-making (McAfee, Dessain, & Sjoman, 2007)