Nordstrom was co founded 1901 by a 30 year old man named John W Nordstrom and his partner Carl Wallin. At age 16, John W of Sweden left his home and moved to Alaska where he struck gold. While in Alaska, he met a man named Carl Wallin, “who owned a shoe repair shop in downtown Seattle” (Nordstrom Employee, 2006). The two decided form a partnership and open a shoe store entitled Wallin & Nordstrom. Right form the start, the business philosophy was “based on exceptional customer service,
NORDSTROM (JWN) I. Nordstrom’s overview Nordstrom is classified as an Upscale Independent Department Store Chain and is noted as one of the largest department stores of its type. Nordstrom is founded in 1901 by two partners, John W. Nordstrom and Carl F. Wallin. It’s headquarter is in Seattle, Washington area. Nordstrom carries a wide variety of merchandise and specialty goods, which includes apparel, shoes, jewelry, cosmetics, fragrances, handbags, accessories, and in some locations, home
Nordstrom Nordstrom’s employees and management are the company’s most valuable resource. An article written in the Seattle PI describes exactly why this is true. It states that, “Nordstrom salespeople make decisions as if managing their own business; they are trusted to do what is right. Everyone else in the company is there to help the sales staff make the sale and please the customer” (Mulady, 2009). The way the employees are treated and valued is a perfect portrayal of the company’s mission
entering a Nordstrom store, “customers were greeted with a selection of both shoes and fine apparel” (Nordstrom Employee, 2006). Now for the first time in history, Nordstrom offered a diverse product mix, something no other competitor offered. In 1971, under the third generation of management, the company decided to go public. Two years later Nordstrom reached a critical point in its business, surpassing $100 million in sales, making it the largest volume specialty store on the west coast.
The Role of Leadership in “Old-Style” Vs. “New-Style” Organizations 23 years ago Thomas Horton and Peter Reid (1991), asked the question, “What fate for middle managers?” During the 1980s the corporate credo seemed to be “the fewer middle managers the better” (Horton & Reid, 1991). But the authors rightly predicted that modern organizational design would shift focus from elimination of middle management to maximization of their value to the company. Consequently, the emphasis in organizational design