The Core Values Of Zappos

Urban Outfitters, often referring to itself as simply ‘UO’, is the corporate entity that includes retail chains Urban Outfitters, Anthropolgie, Free People, Terrain, and BHLDN, has became the greatest global retailer in the world. Back in the beginning, the first Urban Outfitter store was opened on a street nearby Pennsylvania University in 1970 by Dick Hayne and Scott Belair, both are the company’s chief executive officers (CEO). The first store’s name was Free People and it sold furniture, second-hand clothing, accessories, and decorative items. The store’s target market was young people, especially college students and it continues to dominate this market segment.

For Tony Hsieh, the Zappos brand is less about a particular type of product and more about providing a good customer service. This means that he largely cares about the welfare of his employees and customers. An evidence of him being such an altruist leader was when the blog search engine Land called him “the

Identify some core values of this organization as best as you can. What do they believe in (beyond organizational success or profitability)? How might their revealing these values to customers and employees create opportunities to exceed expectations? How can they translate core values into actions to produce A-plus value, thus strengthening relationships?

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.

Question 1: In what ways are elements of the classical and behavioral management approaches evident in how things are done at Zara International? How can systems concepts and contingency thinking explain the success of some of Zara’s distinctive practices?

Wal-Mart is a company that has taken its core competencies, which are the capabilities the firm emphasizes and performs especially well while pursuing its vision (Ireland, Hoskisson, Hitt, 2008), and turned them into competitive advantages. Core competencies must satisfy four characteristics in order to be a competitive advantage. These advantages, according to our text, include: *valuable, *rare, *difficult to imitate,*nonsubstitutable.

Online collaboration can be an effective tool in recording and documenting all the new processes that are being created for future managers as well as employees. A repository of all information that is generated from brainstorming and collaborative writing can store key information on important people, liabilities, responsibilities, technology and employee information. The owner will have to make time to give the new managers an orientation of his ServeNow chain while discussing his most fundamental values and goals for having this business. These goals can include providing excellent customer service, and the best quality at the best price. Zappos is a

Organizational culture could almost be considered the roots of a company. The way a company’s employees think, the way the customers feel, and the company’s decisions are made are all based around the culture that the company has laid for itself. An employee’s values, thoughts, and actions should reflect those stated in the company’s mission. Southwest Airlines and American Airlines, while both attempting to create a culture that is comfortable and pleasing to their

Walmart’s organizational structure determines the company’s business activities. Its organizational structure also enforces limits on how the business discourses its problems. In relation, Walmart’s organizational culture decides the way people react to challenges in the workplace. The elasticity of the human resources of the company partly depends on the mindset maintained through the organizational culture of the Wal-Mart. Nonetheless, the long history of Walmart in progressing successfully and continually growing internationally proves that the firm’s organizational structure and organizational culture have been very positive in bringing competitive advantage and achievement. Such organizational structure interacts with the organizational culture to maintain the significant competitive advantage of Walmart.

The organizational structure of Zappos.com is revered as one of Americas’ most innovative corporate cultures. The unique structure of this company has been so successful that they have a department for business-to-business consultations that assist other companies interested in adopting the model into their own organization. From a struggling start-up business to a $1.2 billion merger with Amazon.com, the company has remained true to its value of “delivering WOW through service” not only to its customers but also to its employees as well. Although there are hierarchical levels, there is a

According to Keyton, organizational culture is "the set of artifacts, values, and assumptions that emerges from the interactions of organizational members" (Keyton, 2014, p. 550). Over the past few years, past and potential employees of the clothing brand Abercrombie & Fitch (A&F) have taken to the media to explain the negative organizational culture that exists within the company. The management values and company policies that create this “image-obsessed culture” have led to multiple human rights lawsuits, which has damaged the reputation of Abercrombie & Fitch globally (Benson, 2013).

The case study detailing the dilemma faced by the organization known as Box, Inc., is one concerned with the challenge of maintaining organizational culture in the face of rapid growth. The organization began as a classic start-up company that evolved out of a garage by a few friends. Beginning as a simple organization with few team members paved the way for the successful culture that would permeate the company for years to come. The challenge facing Box, Inc. in the study is not one of loss, but, rather, one of gain. The organization has rapidly expanded in the last few years, now hosting multiple sites around the globe and over a thousand employees. This rapid change presents the top executives, such as CEO Aaron Levie with the difficult task of preserving their start-up culture that breeds ingenuity and success. One managerial solution the top executives implemented was their institution of a rigorous and highly selective hiring process. This solution was highly effective in maintaining the organizational culture within Box, Inc., in light of the multiple organizational behavior theories that describe the strong correlation between selective hiring and cultural sustainability within a company.

Considered one of the strongest findings by Collins and Porras’(1997), the premise that visionary organizations have very strong corporate cultures and that the core values are the backbone of the organization that is preserved over time, especially

Jeff Bezos is the fifty two year old Chief Executive Officer and founder Amazon, the largest United States based online retailer. A critical and innovative thinker, he created his online book sales company in his garage and has led Amazon to absolute market domination, technological innovation, and has become the third riches person in the world (BBC.com, 2016). His innovative ideas, demonstrated hard work and discipline, coupled with his ability to envision the future of online retail operations, positions his company at the forefront of the market. And behind the technology, the innovation and the drive to convert cash flows into opportunity, is the underlying commitment to the customer. Jeff Bezos demonstrates the leadership practices described by James Kouzes and Barry Posner’s as the five practices of exemplary leadership, model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart (Kouzes & Posner, 2012).

According to the article published by Booz & Company, Walgreen, an American Pharmacy store chain implemented a huge structural and design change in order to sustain in the modern business environment. Observing competitive landscape change with new rivals and online players like Amazon and significant changes in healthcare sector, Walgreen decided to change its old expansion policy “Seven by 10 plan” (i.e. 7000 stores by 2010) to ‘improving the customer experience’ policy. In order to implement new strategy they had to move from centralization to decentralization, from tall structure to flatter structure, from authoritative leadership to engaged leadership (Orvis, M.2017).