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Zappos case study answers business management
5 practices of effective leadership
5 practices of effective leadership
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This paper describes the various aspects of the Zappos case. The objective is to evaluate the depth analysis of the Zappos strategy. It enables to determine the Zappos strategy, business model & marketing strategy, and smartness of the Zappos acquisition. Zappos strategy for delivering happiness to customers: Zappos adopted the unique strategy for delivering happiness to the customer that describes below: Shopping and shipping: Zappos tried to put effort to make shopping enjoyable. The Zappos website was known as the easy shopping center. Zappos provides direction that how customers improve features, plan inventory and adapt search results. Zappos was adopted simplicity, creativity, great service of inventory and distribution. Zappos provides …show more content…
This shows how the employees value their work, it shows their interpersonal skills, as well as how they perceive themselves. Zappos employees need to have strong work ethics because this is important for the job. Consumers need to see proper work ethics for the company to grow. (Michelli, 2012). Zappos has adopted humbleness in their business attitude and this helps them to survive in the competitive market. It raises the trust of the employees in Zappos. Consumers see this and it leads to trust in the products that Zappos provides (Hsieh, 2010). Zappos builds a positive team: Team building is the major elements in the business model and marketing strategy which helps to increase the sales. By having a positive team, Zappos can attract new customers which will increase sales and profits (Ferrell, & Hartline, 2013). The business model and marketing strategy is the backbone of Zappos business growth and development. By adopting customer oriented business model and marketing strategy the company gains popularity and favor in the eyes of our consumers. The company is famous for creating stylish and unique design of shoes that attract a younger generation of people that helps generate profitability because the younger generation purchasing power tends to be high (Hsieh,
The other problem people face with many other online clothing retailers is the inconvenience caused if they need to return a product. With our service, the customer does not pay the price for the product and has considerable amount of time to come to a decision as to whether or not to buy the product. This removes any remaining doubt in the customer’s mind and increases customer confidence levels.
Facts of the Case: In 2008, Samantha Elauf applied for a job at Abercrombie & Fitch, Inc., who as part of their “Look Policy” prohibit the use of caps. Elauf, as part of her religious practice, wore a headscarf to the interview. She was interviewed by assistant manager Heather Cooke, who gave her a score that qualified her to be hired. Cooke, however, was worried that Elauf’s headscarf was against the store’s policy and called her district manager Randall Johnson. She informed Johnson of her belief that Elauf wore her headscarf because of her religion, and Johnson replied that headwear whether it was religious or not violated the “Look Policy” of the store. Elauf with the help of the EEOC sued Abercrombie on the grounds of religious discrimination. The U.S Equal Employment Opportunity Commission (EEOC) is an agency established by the government of the United States that imposes federal laws that make it
This case present a conflict between Macy’s and MSLO after developing a strategic partnership. Macy’s Inc. is one of the nation’s premier omnichannel retailers. The company operates about 885 stores in 45 states, the District of Columbia, Guam and Puerto Rico under the names of Macy’s, Bloomingdale’s, Bloomingdale’s Outlet and Bluemercury, as well as the macys.com, bloomingdales.com and bluemercury.com websites. Due to the high competition in retailing business Macy’s implemented in 2012 three-pronged business strategy to increase their sales and maintain their position in the market. This strategy was to enable Macy’s to reach both online and in store customers and provide them with a unique choice of merchandises.
After researching the top 100 companies for class, Zappos.com popped up as one of the top places to work for in 2013. I found an article on Quartz’s website that could explain all the positive reviews about the company. “Zappos is Going Holacratic: No Job Titles, No Managers, No Hierarchy,” examines the company culture of Zappos, and why they are switching from a hierarchal, powerful organization to a holacratic organization (Groth, 2013). Traditionally, the majority of organizations are ordered in some type of hierarchy with communication running from the top to the bottom (Kokemuller). These organizations tend to struggle with power relationships, because there is so much distance between those in charge, and employees (Kokemuller). What Zappos has implemented is a holacracy. According to an article, “Holacracy: How it Works,” a holacracy is defined as, “a distributed authority system – a set of “rules of the game” that bake empowerment into the core of the organization. Unlike conventional top-down or progressive bottom-up approaches, it integrates the benefits of both without rel...
Nordstrom has remained ahead of their competitors for one reason only: their impeccable customer service. Even though their current customer service strategies have created great customer loyalty, there are methods to increase this loyalty. One approach would be to enhance the customer's online experience. For instance, the company could provide a personalized experience by having shoppers choose from a variety of standard styles in order to understand their preference. After the analyzation, Nordstrom could pull all items from their inventory and suggest them one page to the shopper. The service would resemble a personal concierge service, but online. Not only does the personalization increase customer satisfaction, but it removes the hassle
The collaboration and carefully connected network was consistent with a culture that allowed the retail kingdom to remain flexible, profitable, and prosperous for two decades (Mehrmann, 2009). Their 4S business model – service, selection, savings and satisfaction where the customer has a choice of wide variety of merchandise, received 110% back if they found a better deal, 30-day money back guarantee and the customer service of high trained sales professional help the company establish a competitive advantage. Their point-of-sale systems facilitated quick transactions and took care of their inventory (Wells
Business strategy and model: Zappos.com had a differentiation strategy with which they had differentiated themselves from the rest of the market. They had use a unique corporate culture in their company which was one of the major competitive edges of the company. According to the CEO of the company, Tony Hsieh, that everything that they had done at Zappos such as their relationships with 1,200 to 1,500 brands, policies and website style could be copied, however, the only thing that no one could copy from them was their unique culture. Zappos had 10 unique core values as a basis of their company’s culture, employee performance and their overall operations. They were hiring and firing people on the basis of their abilities that whether they were living up to these core values or not.
Nordstrom is recognized as a company who values people and recognizes their performance. Nordstrom and its employees support many community organizations through special events and volunteering programs. While Nordstrom has a deep care for their community well-being, they also treat their employees with the same respect. While offering great service to every customer, they make sure every employee is courteous to the consumer and even their own co-workers. For 20 consecutive years now, Nordstrom has made Fortune’s 100 best companies to work for. “At a 2014 Great Place to Work conference, Blake Nordstrom, co-president and director, focused his presentation on the retailer’s “culture empowerment,”where “each individual at the company feels like its their name on the door” (Zacklewicz, 20). In 5 years, Nordstrom has gained 110% of their companies shares. “The company is well-positioned to continue that success in the future, according to a recent report by Deutsche Bank” (Lutz,
Thank you for critiquing the case study presented in respect of Walmart Stores Inc. That being said, in what follows the author endeavours to respond to questions posed in the critique analysis. In terms of the question, “How Wal-Mart did address the change in customers taste? Was Wal-Mart able to satisfy the new culture’s needs and expectations?” The company commenced outside of North America with the same business philosophy fashioned at its headquarters (in Bentonville, Arkansas, United States). However, owing to failures in Germany and South Korea, Walmart redesigned its approach in terms of meeting the demand of consumers in countries outside of North America. Berg (2011) indicated that Walmart has transformed into more versatile entity
Many companies sell miscellaneous products all across the Internet, but two stand out drastically among them all, Zappos and Amazon. One important factor contributes to this, delivery. By taking into account the total needs and wants of customers Zappos and Amazon produce huge profit numbers each year. According to an article from The Indian Express, “customers are willing to play 22 percent more for good service experience”. Also, take note that most phone, and cable companies know that the experience and/or delivery is more noticed than the actual ...
In the Wall Street Journal article “Why Can’t a Store Be More Like a Website,” Elizabeth Holmes dwells into the possible future of shopping by detailing some innovative changes being done by retailer Saks Fifth Avenue.
Zara is extremely focused on its core fashion credo and therefore it is constantly seeking innovation in its products by introducing something completely new or by making changes to the existing products in a very short lead time throughout the year. Due to this solid commitment towards its goals, Zara does not have to predict its sales; be it six months down the line or a month. This helps it save a huge amount of production cost. The IT architecture is in alignment with their operating processes. All these factors give Zara an advantage over its competitors.
o establish whether there were differences in purchase intention for Zara factors between the respondents of different backgrounds, tests of variance were carried out using Student’s T-Test and Analysis of Variance (ANOVA). The results of comparison are presented in tables 4.9 – 4.20.
Zappos are of course responsible for the both parts, as they have the partnership with the other companies, and personally, as a business, I would only team with companies that have a great reputation. The quality lies with the manufacturer, Zappos, as states earlier are in effect a middle man. The delivery then lies with the postal services such as USPS, UPS, FedEx, DHL etc. It is all part of the entire process, which, from start to finish, Zappos clearly execute, and organise expertly.
This customer is likely to be educated, married, and a parent. She is referred to by the company as the ‘happy hunter’.” This target market is mostly focused on the online footwear shoppers; however Zappos recently expanded their product line to apparel, accessories and even home goods therefore expanding their target market significantly. According to the official website Zappos carries “more than 1,500 brands of shopping products shoes, apparel, handbags, and housewares categories.” Their target market is not price sensitive in fact customers are willing to pay a higher price for the excellent service the company