CASE STUDY QUESTIONS By the use of Michael Porters generic .pdfabdulrahman7810
Apple iPhone Tedarik Zincirinde 3. Kademe tedariki (bir mobilya irketi) iseniz ve
yllk gelirinizin %80'ini veya daha fazlasn oluturur. California'da bulunuyorsunuz ve Tier 2 irketine
mobilya tedarik ediyorsunuz.
Bir ibirlii orta sein ve bu ortakln faydalarn ve risklerini aklayn (bu sizin mteriniz olamaz).
1) AKILLI ve uygun ibirlii hedeflerini tanmlyor musunuz?
2) Bu ortaklkla elde etmeyi umduunuz 5 fayday aklayn ve ayrntl olarak aklayn?.
1.Intorduction To begin with, we have decided to come up with a.docxchristiandean12115
1.Intorduction
To begin with, we have decided to come up with a product called “Build Your Future.” The purpose for our brand “Build Your Future” is to help people find that perfect spouse they’ve been missing or searching for. Who wouldn’t want the perfect spouse for someone who’s always going to be there for you and never cheat. “Build Your Future” is also for people who are lonely and don’t have what it takes to get the person they want. Our company will be building human like robots with artificial intelligence from the ground up based off the buyer’s preference. Consumers will have the choice of everything they would want to be included in their person of interest for instance; hair color, skin color, height, weight, and personality.
2. Method
The mastermind behind the planning came about via social media. Social media is a platform that allows many individuals to create and share their ideas in social networking. So as I prepared to do my secondary research, I used social media sites like Facebook, Twitter, and Instagram to gather all the intake I needed for our new products. While doing this, we found many sources like “Being single hits very hard at night”, “I deserve everything and then some”, “The older you get the harder it is to like somebody”, “This generation will really have you kicking it solo”, and many more. Going about this process gave me a lot of information I needed, being that almost everyone in this generation communicate through the internet.
Based off of our research for our secondary data, we decided to provide surveys amongst several individuals. In the survey, we asked if any would want to find their significant other the natural way or build one. Out of a total of 100 surveys, 75% of the people requested build as their choice. Also in the survey, we provided other questions regarding the choice of building their soulmate like; descriptive features, personality traits, and other qualifications that would matter in their case for their spouse to convey. The answers to those questions would help significantly being that our new product has the ability to assemble whatever you would prefer your spouse to have. Interviews were also conducted to go off of the surveys presented to strongly justify the individual’s choice and honesty.
3. Summary of Secondary Research
4. Target Market
Target market consists of anybody who is seeking love. Teenagers, Young Adults, Senior Citizens, and Middle Age People of all ages. On our website we will have a We always see people complain or have problems with their spouse no matter the age this product will be useful and helpful. Build Your Future gives these people the ability to have it all and create just what you want in a spouse.
5. Product Description and Benefit Analysis
Our product is an actual man or woman you have the opportunity to create and build your own spouse. The benefits of this product gives the.
MGMT490 Group Case 2 Write-up Questions and Scoring Guide (90 poin.docxbuffydtesurina
MGMT490 Group Case 2 Write-up Questions and Scoring Guide (90 points)
Please register as a student and use the following link to access the cases (You should have obtained both cases already):
https://hbsp.harvard.edu/import/672653
Zappos.com 2009 (HBS case number: 9-610-015):
1. Total 10 points: In overviewing the online retail industry with footwear offerings before the early 2000s, please utilize the five-force model to conduct an industry analysis for the online footwear retail segment. Please clearly identify the suppliers, buyers, rivalry, and substitutes before you make evaluations and draw a conclusion.
2. Total 16 points: Overview of Zappos.com:
What kind of corporate level strategy that we have discussed in this course best describes the corporate level strategies of Zappos.com before and after 2006? (2 points) Any changes? (1 point)Why did Zappos make the change? (1 point)
What is the core competency of Zappos? Company culture? Customer service? Or both? (2 points) Use the VRIS framework to analyze whether the core competency of Zappos can help the firm obtain sustainable competitive advantage. (10 points)
3. Total 10 points: The organizational structure of Zappos before it was acquired by Amazon:
What kind of organization is Zappos? Mechanistic? Organic? (2 points)
What organizational structure does Zappos employ? Simple structure? Functional structure? Or M-form? (3 points)
What are the benefits that the organizational structure of Zappos can bring to help implement the company’s corporate and business level strategies? (3 points)
Do you see any potential drawbacks? (2 points)
4. Total 10 points: The impact of company culture:
How does Zappos ensure its company culture contribute to its competitive advantage? (5points) How does Zappos instill its company culture into its employees? (5 points)
5. Total 10 points: Contributions of operations to customer services:
What are the main differences between the Zappos call center and that of its competitors? (5 points)
How does the warehouse of Zappos contribute to its core competency? (5 points)
6. Total 10 points: How does Zappos use strategic control and reward systems to maintain its competitive advantage:
What is the main behavioral control mechanism (lever) that Zappos relies on? (2 points) Why? (2 points)
What are major criteria that Zappos uses to measure the performance of its employees?(3 points)
How does Zappos reward its employees? (3 points)
7. Total 10 points: SWOT analysis of Zappos?
8. Total 10 points: What are the benefits that Amazon and Zappos can potentially obtain after Amazon acquires Zappos and keeps Zappos as a strategic business unit? (6 points) What are the potential draw backs? (4 points)
9. Total 2 points : No grammatical mistakes/typos.
10. Total 2 points : Proper citations/references.
_______
Professo
develop
effective
Copyrig
1-800-54
not be d
F R A N C
R O B I N
L A U R A
Zap
Co
On
access
electr
the tw
Am
and s
the co
int.
In this session of Entrepreneurship 101, we define the field of marketing and communications, covering the basics of advertising, branding, public relations and social media. We explore the idea of traction, and provide an overview of the 19 different channels and activities that have the potential to move the needle for your business.
Key topics covered: Brand identity, traction, PR and social media.
CASE STUDY QUESTIONS By the use of Michael Porters generic .pdfabdulrahman7810
Apple iPhone Tedarik Zincirinde 3. Kademe tedariki (bir mobilya irketi) iseniz ve
yllk gelirinizin %80'ini veya daha fazlasn oluturur. California'da bulunuyorsunuz ve Tier 2 irketine
mobilya tedarik ediyorsunuz.
Bir ibirlii orta sein ve bu ortakln faydalarn ve risklerini aklayn (bu sizin mteriniz olamaz).
1) AKILLI ve uygun ibirlii hedeflerini tanmlyor musunuz?
2) Bu ortaklkla elde etmeyi umduunuz 5 fayday aklayn ve ayrntl olarak aklayn?.
1.Intorduction To begin with, we have decided to come up with a.docxchristiandean12115
1.Intorduction
To begin with, we have decided to come up with a product called “Build Your Future.” The purpose for our brand “Build Your Future” is to help people find that perfect spouse they’ve been missing or searching for. Who wouldn’t want the perfect spouse for someone who’s always going to be there for you and never cheat. “Build Your Future” is also for people who are lonely and don’t have what it takes to get the person they want. Our company will be building human like robots with artificial intelligence from the ground up based off the buyer’s preference. Consumers will have the choice of everything they would want to be included in their person of interest for instance; hair color, skin color, height, weight, and personality.
2. Method
The mastermind behind the planning came about via social media. Social media is a platform that allows many individuals to create and share their ideas in social networking. So as I prepared to do my secondary research, I used social media sites like Facebook, Twitter, and Instagram to gather all the intake I needed for our new products. While doing this, we found many sources like “Being single hits very hard at night”, “I deserve everything and then some”, “The older you get the harder it is to like somebody”, “This generation will really have you kicking it solo”, and many more. Going about this process gave me a lot of information I needed, being that almost everyone in this generation communicate through the internet.
Based off of our research for our secondary data, we decided to provide surveys amongst several individuals. In the survey, we asked if any would want to find their significant other the natural way or build one. Out of a total of 100 surveys, 75% of the people requested build as their choice. Also in the survey, we provided other questions regarding the choice of building their soulmate like; descriptive features, personality traits, and other qualifications that would matter in their case for their spouse to convey. The answers to those questions would help significantly being that our new product has the ability to assemble whatever you would prefer your spouse to have. Interviews were also conducted to go off of the surveys presented to strongly justify the individual’s choice and honesty.
3. Summary of Secondary Research
4. Target Market
Target market consists of anybody who is seeking love. Teenagers, Young Adults, Senior Citizens, and Middle Age People of all ages. On our website we will have a We always see people complain or have problems with their spouse no matter the age this product will be useful and helpful. Build Your Future gives these people the ability to have it all and create just what you want in a spouse.
5. Product Description and Benefit Analysis
Our product is an actual man or woman you have the opportunity to create and build your own spouse. The benefits of this product gives the.
MGMT490 Group Case 2 Write-up Questions and Scoring Guide (90 poin.docxbuffydtesurina
MGMT490 Group Case 2 Write-up Questions and Scoring Guide (90 points)
Please register as a student and use the following link to access the cases (You should have obtained both cases already):
https://hbsp.harvard.edu/import/672653
Zappos.com 2009 (HBS case number: 9-610-015):
1. Total 10 points: In overviewing the online retail industry with footwear offerings before the early 2000s, please utilize the five-force model to conduct an industry analysis for the online footwear retail segment. Please clearly identify the suppliers, buyers, rivalry, and substitutes before you make evaluations and draw a conclusion.
2. Total 16 points: Overview of Zappos.com:
What kind of corporate level strategy that we have discussed in this course best describes the corporate level strategies of Zappos.com before and after 2006? (2 points) Any changes? (1 point)Why did Zappos make the change? (1 point)
What is the core competency of Zappos? Company culture? Customer service? Or both? (2 points) Use the VRIS framework to analyze whether the core competency of Zappos can help the firm obtain sustainable competitive advantage. (10 points)
3. Total 10 points: The organizational structure of Zappos before it was acquired by Amazon:
What kind of organization is Zappos? Mechanistic? Organic? (2 points)
What organizational structure does Zappos employ? Simple structure? Functional structure? Or M-form? (3 points)
What are the benefits that the organizational structure of Zappos can bring to help implement the company’s corporate and business level strategies? (3 points)
Do you see any potential drawbacks? (2 points)
4. Total 10 points: The impact of company culture:
How does Zappos ensure its company culture contribute to its competitive advantage? (5points) How does Zappos instill its company culture into its employees? (5 points)
5. Total 10 points: Contributions of operations to customer services:
What are the main differences between the Zappos call center and that of its competitors? (5 points)
How does the warehouse of Zappos contribute to its core competency? (5 points)
6. Total 10 points: How does Zappos use strategic control and reward systems to maintain its competitive advantage:
What is the main behavioral control mechanism (lever) that Zappos relies on? (2 points) Why? (2 points)
What are major criteria that Zappos uses to measure the performance of its employees?(3 points)
How does Zappos reward its employees? (3 points)
7. Total 10 points: SWOT analysis of Zappos?
8. Total 10 points: What are the benefits that Amazon and Zappos can potentially obtain after Amazon acquires Zappos and keeps Zappos as a strategic business unit? (6 points) What are the potential draw backs? (4 points)
9. Total 2 points : No grammatical mistakes/typos.
10. Total 2 points : Proper citations/references.
_______
Professo
develop
effective
Copyrig
1-800-54
not be d
F R A N C
R O B I N
L A U R A
Zap
Co
On
access
electr
the tw
Am
and s
the co
int.
In this session of Entrepreneurship 101, we define the field of marketing and communications, covering the basics of advertising, branding, public relations and social media. We explore the idea of traction, and provide an overview of the 19 different channels and activities that have the potential to move the needle for your business.
Key topics covered: Brand identity, traction, PR and social media.
The document should be double-spaced, using Arial font #12. • Ad.docxarnoldmeredith47041
The document should be double-spaced, using Arial font #12. •
Add any Appendices at the end of the Word document. •
• Your reference sources, in addition to the base case and question sets, should be online sites and articles, •
Turnitin, a software tool that improves writing and prevents plagiarism, will be used to assess your sourcing of information. Do your own work. Please read the instructions carefully before beginning to answer the questions.
FINANCE
Please answer the questions below. Use either the Bloomberg terminals located at the Feliciano School of Business or other reputable sources such as the SEC website, finance.yahoo.com, Compustat, morningstar.com or Wall Street Journal etc. for the financial data you use in your answers. You need to provide the references regarding the financial data you use to support your answers at the end of the finance portion of the term paper.
Questions: 1. Expanding the number of stores in a foreign market, such as the expansion plan launched by Starbucks in China (announced in 2018), is a major capital budgeting project. A project of this scale requires coordinated planning across all functions of a business that you are studying in your Integrated Core classes. Choose and discuss three items on the income statement and balance sheet (a total of six items) that you think this new undertaking will effect. Explain why you chose those particular items, and how the marketing, management and operations decisions of the company will affect them.
2. Choose and calculate three ratios for Starbucks for the last two years. Make sure to select ratios that you think that expanding into a new market will effect, and explain your reasoning. Identify a competitor of Starbucks and contrast these three ratios for the two companies. Explain why you selected this competitor. Describe how the decisions made by management, marketing and operations functions of the company can impact, and hopefully improve, the components of firm operations that these financial ratios measure.
3. Explain how the financial decisions regarding opening a new store are related to management, marketing or operations decisions that the company must make (or has made)?
Marketing:
Listed below you will find some WEAKNESSES and THREATS for Starbucks, read them carefully then proceed to answer the questions that follow:
Starbuck Weakness:
1) Customers not willing to wait in long lines at stores during morning rush hour and lunch hour.
2) Coffee dominant business with a poor reputation for creativity around new product and companion product development.
3) Too dependent on word of mouth to create brand awareness.
Starbucks Threats:
1) Better value offered by local coffee house shops and national companies like Dunkin Donuts and McDonalds McCafe.
2) Downturn in the economy can decrease customer traffic and spending.
• • • • • PART I : MARKETING ASSIGNMENT QUESTIONS
.
Frontline Ventures has created the comprehensive guide for international entrepreneurs expanding to the US.
We sat down with 50+ founders, service providers, and VCs to uncover and collate all the important learnings for foreign companies setting up in the US -- so that you don't have to!
Join the conversation: #USPlaybook
Best global brands là báo cáo thường niên uy tín nhất thế giới về định giá thương hiệu, được phát hành bởi công ty tư vấn interbrand.
Báo cáo thứ 2 có vẻ là Brandz của Millward Brown, sau đólà BrandFinance của Anh.
Clients and agencies need to find robust ways to prove the business value of Social. #IPASocialWorks aims to provide definitive guidance as to the roles that social media can play, and how to measure its effectiveness and ROI. This came from the IPA Eff Fest in October 2013.
LHBS Insight & Inspiration Snapshot
This presentation includes some of the most interesting insights about emerging & shifting consumer behavior and inspiration in the area of marketing, product and service innovation.
All signs come straight out of our Inspiration-Hub, a digital platform that tracks changes in people, markets and technology to bring customized insights and inspiration to your organization.
LHBS is an unconventional strategy firm that helps clients better understand today and successfully shape tomorrow. LHBS has extensive experience & expertise in business development, brand building and customer experience. The firm works across all major industries for clients from the FT Global 500, German Mittelstand and fast growing startups.
Page 2 of 2Chapter FourBusiness Ethics and Social Responsi.docxbunyansaturnina
Page 2 of 2
Chapter Four
Business Ethics and Social Responsibility: Doing Well by Doing Good
Case: Zappos Employees Do More Than Sell Shoes
It’s hard to imagine not being able to buy a pair of shoes online. It’s even harder to imagine not owning a pair of shoes at all. The founders and employees at Zappos are familiar with both situations. Co-founder and CEO Tony Hsieh got Zappos off the ground in 1999 when he and other investors realized that nowhere on the Internet could consumers find a real selection of shoes. You know how successful Zappos has become since then, despite subsequent competition—but you might not be aware of the company’s efforts to give back to its community, including giving shoes away to children in need.
Zappos engages in social responsibility initiatives because “we feel that it’s the right thing to do,” explains Shannon Roy, the company’s Happiness Hippie (her job title). The company develops relationships with charitable organizations that are similar to those it builds with customers and vendors, looking for ways that employees can interact directly with the community through these organizations. Some of the broad areas in which Zappos offers assistance are poverty and education, cancer research and care, and pets and nature. Specific efforts include partnerships with charitable organizations, such as Goodie Two Shoes, a foundation that provides new shoes and socks to children in crisis or need. Through its Goodie Two Shoes Giveaway each year, the organization teams up with Zappos and other firms to donate and distribute thousands of footwear products to children who need them. “It’s giving back to the community,” says Shannon Roy, who adds that Zappos employees feel driven to participate. “It’s part of our being, part of our culture, it’s very inherent in what Zappos is all about.” Working at Zappos is “grander than the 9 to 5 job. It’s doing something for the greater good.”
It would be easy for an online retailer like Zappos to set up shop anywhere and ignore its surroundings. But that’s not Zappos. Instead, the firm made a deal to renovate the vacant Las Vegas City Hall for $40 million, bringing about 2,000 employees to downtown Las Vegas—an area that could use an economic and social boost. CEO Tony Hsieh admits that originally he thought about building a “dream corporate campus,” much like those of Apple, Google, and Nike. But when the Las Vegas opportunity came along, Hsieh and other Zappos managers thought: “Let’s not be like the other companies. Let’s not be insular and only care about our employees. We want to help contribute and help build a community and really integrate into a community around our campus.” City officials predicted that the economic impact to the downtown area could top $336 million, bolstering real estate, health care, restaurants and hotels, retailers, and other businesses. “I think this is part of what our brand is about,” observes Matt Burchard, senior director of marketing, photo, a.
LETTERS TO THE EDITORor Asia there might be enormous po-.docxLaticiaGrissomzz
LETTERS TO THE EDITOR
or Asia there might be enormous po-
tential but littie chance to demonstrate
it. That Clarebrough tries to illustrate
the superiority of the American spirit
through the image of a high-powered
European car-the brainchild of an en-
trepreneurial Italian family-stuck in an
American traffic jam strikes me as more
than a little odd.
Christian Kober
Director
Degussa
Shanghai, China
None of Our Business?
The commentaries in response to Rob-
erta A. Fusaro's case study "None of Our
Business?" (December 2004) all sailed
past an obvious flaw. KK Incorporated's
plan to increase sales using radio fre-
quency identification tags is depen-
dent not only on technology but also
on store personnel welcoming custom-
ers by name and steering them to pre-
ferred items, as stated in the piece. The
store personnel described in the case do
not strike me as up to the task. Perhaps
KK would get more bang for its buck, as
well as fewer ethical or legal entangle-
ments, by tackling its staff motivation
and incentive problems.
Kathlene Collins
Publisher
Inside Higher Ed
Washington, DC
Overloaded Circuits: Why Smart
People Underperform
I read with interest Edward M. Hallow-
ell's article, "Overloaded Circuits: Why
Smart People Underperform," in the
January 2005 issue. The author's term
"attention deficit trait," or ADT, reminds
me of what we in the IT industry used to
cair'thrashing."
In the world of computers, parallel
processing is performed by a central
processor that switches back and forth
quickly among several tasks, doing a lit-
tle bit of each task one at a time. This ac-
tion is performed so rapidly that, to the
observing eye, it appears as if the com-
puter is performing several tasks simul-
taneously. In the old days, a mainframe
computer's hard drive could get so over-
loaded with jobs that it could end up
spending all of its time switching be-
tween tasks without processing any of
them, resulting in thrashing. This phe-
nomenon could bring an entire system
to a grinding halt.
Colleagues in my old IT department
used to measure each other's personal
thrashing levels. The simplest solution,
as with our old mainframe computer
systems, was quite obvious: Take on
fewer tasks, or delegate more to others.
ADT sufferers who want to cut down
on their thrashing levels would do well
to try this approach.
Steve O'Hearn
Vice President
Sysorex
Vienna, Virginia
HOUD U P H T O MlRrtpR ^ANSWER HONESTLY
n !
A Simple question And one that gnaws at you kefepmg^you up at mght But with the right knowledge
you can lead motivate and inspire your team Wharton Executive Education is renowned for a curriculum
• that's.a!s"intensive ais it is valuable! Proven leader̂ sKi)) methods. Key insight. Cutting-edge techniques.-,'
, Grdat leaders never stop growing.,Wiil you? ,' ', .' , > '
exscwtivE PHOGBAMS
iNegstisfioAWorfcshopf i>.$ib«i«grcTMnkfng and Management
nijIig. for Advantage* for iCdmpetitive Advantage
^4v; -29,20195 November 7 - « , 20Q5.
A report on Crescent brand paints a picture of its brand's current scenario comparing with the industry. It further provides a detailed marketing strategy for the brand.
Put social in your sales process and get to the next levelXeeMe
This is not your typical “you need to do social media” nor the old “10 steps to increase sales” event. We are talking straight:
1) Why sales people are doomed to fail with the old processes
2) The impact of the social customer to the traditional sales organization
3) When sales teams ignore all the rules and thrive
4) What YOU can do to to create a “high speed high reach sales team”.
Join Andy Rudin, Expert in sales strategies for information technology products and services, Managing Principal at Outside Technologies, Inc and Axel Schultze, Founder and CEO of Xeequa, President of the Social Media Academy for an engaging discussion around techniques that help you deal with twice as many people in half the time and increase sales by 20%
BBA 3551, Information Systems Management 1 Course Lea.docxtarifarmarie
BBA 3551, Information Systems Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Explain how information systems can be used to gain and sustain competitive advantage.
4.1 Discuss how collaboration IS can provide competitive advantages for a specific organization.
4.2 Explain why collaboration IS are important from the organization’s perspective.
7. Summarize the requirements for successful collaboration in information systems management.
7.1 Discuss how collaboration tools can improve team communication.
7.2 Identify the tools that will help create a successful collaboration IS.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
4.2
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
7.1
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
7.2
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
Reading Assignment
Chapter 2: Collaboration Information Systems
Chapter 3: Strategy and Information Systems, Q3-1 – Q3-8
Unit Lesson
Chapter 2 investigates ways that information systems (IS) can support collaboration. It defines collaboration
and discusses collaborative activities and criteria for successful collaboration. It also discusses the kind of
work that collaborative teams do, requirements for collaborative IS, and important collaborative tools for
improving communicating content. The chapter ends with a discussion of collaboration in 2024.
Collaboration and Cooperation
Cooperation occurs when people work together toward a common goal. For example, in teamwork, each
team member is given a task to complete such as a project component. Collaboration occurs when people,
together or remotely, work together toward a common goal (Kroenke & Boyle, 2017). For example, a team
member in California and a team member in Texas might meet using Skype to discuss ideas for a project.
Figure 1 below illustrates collaboration in a team environment. In this illustration, the project manager is
responsible for collaborating with team members who are in different departments. For example, the project
manager may assign a project administrator who will document the various stages of project development,
UNIT II STUDY GUIDE
Collaboration Information Systems and
Strategy and Information Systems
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
assign a person from software development to develop the software application, and assign a person from
operations to set up a testing environment. Each of these team members would work with the project
manager and with each other throughout the project; however, the project manager would be the main point
of contact.
Feedback and iteration are involved so that the
results of the collaborative effort are greater
than could be produced by any of the
individuals .
The document should be double-spaced, using Arial font #12. • Ad.docxarnoldmeredith47041
The document should be double-spaced, using Arial font #12. •
Add any Appendices at the end of the Word document. •
• Your reference sources, in addition to the base case and question sets, should be online sites and articles, •
Turnitin, a software tool that improves writing and prevents plagiarism, will be used to assess your sourcing of information. Do your own work. Please read the instructions carefully before beginning to answer the questions.
FINANCE
Please answer the questions below. Use either the Bloomberg terminals located at the Feliciano School of Business or other reputable sources such as the SEC website, finance.yahoo.com, Compustat, morningstar.com or Wall Street Journal etc. for the financial data you use in your answers. You need to provide the references regarding the financial data you use to support your answers at the end of the finance portion of the term paper.
Questions: 1. Expanding the number of stores in a foreign market, such as the expansion plan launched by Starbucks in China (announced in 2018), is a major capital budgeting project. A project of this scale requires coordinated planning across all functions of a business that you are studying in your Integrated Core classes. Choose and discuss three items on the income statement and balance sheet (a total of six items) that you think this new undertaking will effect. Explain why you chose those particular items, and how the marketing, management and operations decisions of the company will affect them.
2. Choose and calculate three ratios for Starbucks for the last two years. Make sure to select ratios that you think that expanding into a new market will effect, and explain your reasoning. Identify a competitor of Starbucks and contrast these three ratios for the two companies. Explain why you selected this competitor. Describe how the decisions made by management, marketing and operations functions of the company can impact, and hopefully improve, the components of firm operations that these financial ratios measure.
3. Explain how the financial decisions regarding opening a new store are related to management, marketing or operations decisions that the company must make (or has made)?
Marketing:
Listed below you will find some WEAKNESSES and THREATS for Starbucks, read them carefully then proceed to answer the questions that follow:
Starbuck Weakness:
1) Customers not willing to wait in long lines at stores during morning rush hour and lunch hour.
2) Coffee dominant business with a poor reputation for creativity around new product and companion product development.
3) Too dependent on word of mouth to create brand awareness.
Starbucks Threats:
1) Better value offered by local coffee house shops and national companies like Dunkin Donuts and McDonalds McCafe.
2) Downturn in the economy can decrease customer traffic and spending.
• • • • • PART I : MARKETING ASSIGNMENT QUESTIONS
.
Frontline Ventures has created the comprehensive guide for international entrepreneurs expanding to the US.
We sat down with 50+ founders, service providers, and VCs to uncover and collate all the important learnings for foreign companies setting up in the US -- so that you don't have to!
Join the conversation: #USPlaybook
Best global brands là báo cáo thường niên uy tín nhất thế giới về định giá thương hiệu, được phát hành bởi công ty tư vấn interbrand.
Báo cáo thứ 2 có vẻ là Brandz của Millward Brown, sau đólà BrandFinance của Anh.
Clients and agencies need to find robust ways to prove the business value of Social. #IPASocialWorks aims to provide definitive guidance as to the roles that social media can play, and how to measure its effectiveness and ROI. This came from the IPA Eff Fest in October 2013.
LHBS Insight & Inspiration Snapshot
This presentation includes some of the most interesting insights about emerging & shifting consumer behavior and inspiration in the area of marketing, product and service innovation.
All signs come straight out of our Inspiration-Hub, a digital platform that tracks changes in people, markets and technology to bring customized insights and inspiration to your organization.
LHBS is an unconventional strategy firm that helps clients better understand today and successfully shape tomorrow. LHBS has extensive experience & expertise in business development, brand building and customer experience. The firm works across all major industries for clients from the FT Global 500, German Mittelstand and fast growing startups.
Page 2 of 2Chapter FourBusiness Ethics and Social Responsi.docxbunyansaturnina
Page 2 of 2
Chapter Four
Business Ethics and Social Responsibility: Doing Well by Doing Good
Case: Zappos Employees Do More Than Sell Shoes
It’s hard to imagine not being able to buy a pair of shoes online. It’s even harder to imagine not owning a pair of shoes at all. The founders and employees at Zappos are familiar with both situations. Co-founder and CEO Tony Hsieh got Zappos off the ground in 1999 when he and other investors realized that nowhere on the Internet could consumers find a real selection of shoes. You know how successful Zappos has become since then, despite subsequent competition—but you might not be aware of the company’s efforts to give back to its community, including giving shoes away to children in need.
Zappos engages in social responsibility initiatives because “we feel that it’s the right thing to do,” explains Shannon Roy, the company’s Happiness Hippie (her job title). The company develops relationships with charitable organizations that are similar to those it builds with customers and vendors, looking for ways that employees can interact directly with the community through these organizations. Some of the broad areas in which Zappos offers assistance are poverty and education, cancer research and care, and pets and nature. Specific efforts include partnerships with charitable organizations, such as Goodie Two Shoes, a foundation that provides new shoes and socks to children in crisis or need. Through its Goodie Two Shoes Giveaway each year, the organization teams up with Zappos and other firms to donate and distribute thousands of footwear products to children who need them. “It’s giving back to the community,” says Shannon Roy, who adds that Zappos employees feel driven to participate. “It’s part of our being, part of our culture, it’s very inherent in what Zappos is all about.” Working at Zappos is “grander than the 9 to 5 job. It’s doing something for the greater good.”
It would be easy for an online retailer like Zappos to set up shop anywhere and ignore its surroundings. But that’s not Zappos. Instead, the firm made a deal to renovate the vacant Las Vegas City Hall for $40 million, bringing about 2,000 employees to downtown Las Vegas—an area that could use an economic and social boost. CEO Tony Hsieh admits that originally he thought about building a “dream corporate campus,” much like those of Apple, Google, and Nike. But when the Las Vegas opportunity came along, Hsieh and other Zappos managers thought: “Let’s not be like the other companies. Let’s not be insular and only care about our employees. We want to help contribute and help build a community and really integrate into a community around our campus.” City officials predicted that the economic impact to the downtown area could top $336 million, bolstering real estate, health care, restaurants and hotels, retailers, and other businesses. “I think this is part of what our brand is about,” observes Matt Burchard, senior director of marketing, photo, a.
LETTERS TO THE EDITORor Asia there might be enormous po-.docxLaticiaGrissomzz
LETTERS TO THE EDITOR
or Asia there might be enormous po-
tential but littie chance to demonstrate
it. That Clarebrough tries to illustrate
the superiority of the American spirit
through the image of a high-powered
European car-the brainchild of an en-
trepreneurial Italian family-stuck in an
American traffic jam strikes me as more
than a little odd.
Christian Kober
Director
Degussa
Shanghai, China
None of Our Business?
The commentaries in response to Rob-
erta A. Fusaro's case study "None of Our
Business?" (December 2004) all sailed
past an obvious flaw. KK Incorporated's
plan to increase sales using radio fre-
quency identification tags is depen-
dent not only on technology but also
on store personnel welcoming custom-
ers by name and steering them to pre-
ferred items, as stated in the piece. The
store personnel described in the case do
not strike me as up to the task. Perhaps
KK would get more bang for its buck, as
well as fewer ethical or legal entangle-
ments, by tackling its staff motivation
and incentive problems.
Kathlene Collins
Publisher
Inside Higher Ed
Washington, DC
Overloaded Circuits: Why Smart
People Underperform
I read with interest Edward M. Hallow-
ell's article, "Overloaded Circuits: Why
Smart People Underperform," in the
January 2005 issue. The author's term
"attention deficit trait," or ADT, reminds
me of what we in the IT industry used to
cair'thrashing."
In the world of computers, parallel
processing is performed by a central
processor that switches back and forth
quickly among several tasks, doing a lit-
tle bit of each task one at a time. This ac-
tion is performed so rapidly that, to the
observing eye, it appears as if the com-
puter is performing several tasks simul-
taneously. In the old days, a mainframe
computer's hard drive could get so over-
loaded with jobs that it could end up
spending all of its time switching be-
tween tasks without processing any of
them, resulting in thrashing. This phe-
nomenon could bring an entire system
to a grinding halt.
Colleagues in my old IT department
used to measure each other's personal
thrashing levels. The simplest solution,
as with our old mainframe computer
systems, was quite obvious: Take on
fewer tasks, or delegate more to others.
ADT sufferers who want to cut down
on their thrashing levels would do well
to try this approach.
Steve O'Hearn
Vice President
Sysorex
Vienna, Virginia
HOUD U P H T O MlRrtpR ^ANSWER HONESTLY
n !
A Simple question And one that gnaws at you kefepmg^you up at mght But with the right knowledge
you can lead motivate and inspire your team Wharton Executive Education is renowned for a curriculum
• that's.a!s"intensive ais it is valuable! Proven leader̂ sKi)) methods. Key insight. Cutting-edge techniques.-,'
, Grdat leaders never stop growing.,Wiil you? ,' ', .' , > '
exscwtivE PHOGBAMS
iNegstisfioAWorfcshopf i>.$ib«i«grcTMnkfng and Management
nijIig. for Advantage* for iCdmpetitive Advantage
^4v; -29,20195 November 7 - « , 20Q5.
A report on Crescent brand paints a picture of its brand's current scenario comparing with the industry. It further provides a detailed marketing strategy for the brand.
Put social in your sales process and get to the next levelXeeMe
This is not your typical “you need to do social media” nor the old “10 steps to increase sales” event. We are talking straight:
1) Why sales people are doomed to fail with the old processes
2) The impact of the social customer to the traditional sales organization
3) When sales teams ignore all the rules and thrive
4) What YOU can do to to create a “high speed high reach sales team”.
Join Andy Rudin, Expert in sales strategies for information technology products and services, Managing Principal at Outside Technologies, Inc and Axel Schultze, Founder and CEO of Xeequa, President of the Social Media Academy for an engaging discussion around techniques that help you deal with twice as many people in half the time and increase sales by 20%
Similar to CASE GS-65 DATE 021309 (REVISED 010311) .docx (20)
BBA 3551, Information Systems Management 1 Course Lea.docxtarifarmarie
BBA 3551, Information Systems Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Explain how information systems can be used to gain and sustain competitive advantage.
4.1 Discuss how collaboration IS can provide competitive advantages for a specific organization.
4.2 Explain why collaboration IS are important from the organization’s perspective.
7. Summarize the requirements for successful collaboration in information systems management.
7.1 Discuss how collaboration tools can improve team communication.
7.2 Identify the tools that will help create a successful collaboration IS.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
4.2
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
7.1
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
7.2
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
Reading Assignment
Chapter 2: Collaboration Information Systems
Chapter 3: Strategy and Information Systems, Q3-1 – Q3-8
Unit Lesson
Chapter 2 investigates ways that information systems (IS) can support collaboration. It defines collaboration
and discusses collaborative activities and criteria for successful collaboration. It also discusses the kind of
work that collaborative teams do, requirements for collaborative IS, and important collaborative tools for
improving communicating content. The chapter ends with a discussion of collaboration in 2024.
Collaboration and Cooperation
Cooperation occurs when people work together toward a common goal. For example, in teamwork, each
team member is given a task to complete such as a project component. Collaboration occurs when people,
together or remotely, work together toward a common goal (Kroenke & Boyle, 2017). For example, a team
member in California and a team member in Texas might meet using Skype to discuss ideas for a project.
Figure 1 below illustrates collaboration in a team environment. In this illustration, the project manager is
responsible for collaborating with team members who are in different departments. For example, the project
manager may assign a project administrator who will document the various stages of project development,
UNIT II STUDY GUIDE
Collaboration Information Systems and
Strategy and Information Systems
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
assign a person from software development to develop the software application, and assign a person from
operations to set up a testing environment. Each of these team members would work with the project
manager and with each other throughout the project; however, the project manager would be the main point
of contact.
Feedback and iteration are involved so that the
results of the collaborative effort are greater
than could be produced by any of the
individuals .
BEAUTY AND UGLINESS IN OLMEC MONUMENTAL SCULPTUREAuthor.docxtarifarmarie
BEAUTY AND UGLINESS IN OLMEC MONUMENTAL SCULPTURE
Author(s): Claude-François BAUDEZ
Source: Journal de la Société des américanistes, Vol. 98, No. 2 (2012), pp. 7-31
Published by: Société des Américanistes
Stable URL: http://www.jstor.org/stable/24606519
Accessed: 03-07-2018 17:32 UTC
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BEAUTY AND UGLINESS
IN OLMEC MONUMENTAL SCULPTURE
Claude-François BAUDEZ *
Since our Western art tradition has put such a prize on naturalism, we tend to think that
other civilizations valued it as much as we did and do. I contend that Olmec monumental
art illustrates the opposite, and suggest that the Olmecs most appreciated the
anthropomorphic statues that incorporated feline features, and disliked the very
naturalistic style of the colossal heads. The latter represented the severed heads of
opponents who probably were losers in ritual battles. Therefore they could not claim the
divine patronage of the jaguar, and had to appear just as « plain », ugly people. [Key
words: olmec sculpture, colossal heads, naturalism, beauty, ugliness.]
Du beau et du laid dans la statuaire monumentale olmèque. Dans la mesure où l'art
occidental a toujours valorisé le naturalisme, nous avons tendance à penser que cette
appréciation a été universelle. Je soutiens ici que l'art monumental olmèque illustre le
contraire et suggère que les Olmèques appréciaient les statues anthropomorphes qui
intégraient des traits félins, mais n'aimaient pas le style très naturaliste des têtes
colossales. Celles-ci représentaient les têtes coupées de rivaux malheureux aux batailles
rituelles. Pour cela, elles ne pouvaient se réclamer du divin patronage du jaguar, et
devaient se contenter de représenter des gens quelconques, sans beauté. [Mots-clés:
statuaire olmèque, têtes colossales, naturalisme, beau, laid.]
De lo bello y de lo feo en las esculturas monumentales olmecas. Ya que el arte occidental
ha siempre valorado el naturalismo, tenemos tendencia a creer que esta apreciaciôn ha
sido universal. Aqui sostengo que el arte monumental olmeca refleja lo contrario.
Propongo que los olmecas apreciaban las estatuas antropomorfas que incorporaban
rasgos del jaguar y despreciaban el estilo muy naturalista de las cabezas colosales. Estas
ultimas rep.
August 4, 2011 TAX FLIGHT IS A MYTH Higher State .docxtarifarmarie
August 4, 2011
TAX FLIGHT IS A MYTH
Higher State Taxes Bring More Revenue, Not More Migration
By Robert Tannenwald, Jon Shure, and Nicholas Johnson1
Executive Summary
Attacks on sorely-needed increases in state tax revenues often include the unproven claim that tax
hikes will drive large numbers of households — particularly the most affluent — to other states.
The same claim also is used to justify new tax cuts. Compelling evidence shows that this claim is
false. The effects of tax increases on migration are, at most, small — so small that states that raise
income taxes on the most affluent households can be assured of a substantial net gain in revenue.
The basic facts, as this report explains, are as follows:
Migration is not common. Most people have strong ties to their current state, such as job,
home, family, friends, and community. On average, just 1.7 percent of U.S. residents moved
from one state to another per year between 2001 and 2010, and only about 30 percent of those
born in the United States change their state of residence over the course of their entire lifetime.
And when people do relocate, a large body of scholarly evidence shows that they do so
primarily for new jobs, cheaper housing, or a better climate. A person’s age, education, marital
status, and a host of other factors also affect decisions about moving.
The migration that’s occurring is much more likely to be driven by cheaper housing
than by lower taxes. A family might be able to cut its taxes by a few percentage points by
moving from one state to another, but housing costs are far more variable. The difference
between housing costs in two different states is often many times greater than the difference in
taxes. So what might look like migration in search of lower taxes is really often migration for
cheaper housing.
Consider Florida, often claimed as a state that attracts households because of its low taxes
(Florida has no income tax). In the latter half of the 2000s, the previously rapid influx of U.S.
migrants into Florida slowed and then reversed — Florida actually started losing population.
The state enacted no tax policy change that can explain this reversal. What did change was
1 Dylan Grundman, Anna Kawar, Eleni Orphinades, and Ashali Singham contributed to this report.
820 First Street NE, Suite 510
Washington, DC 20002
Tel: 202-408-1080
Fax: 202-408-1056
[email protected]
www.cbpp.org
2
housing prices. Previously, the state’s lower housing prices had enabled Northeastern
homeowners to increase their personal wealth by selling their pricey houses and purchasing a
comparable or better home in Florida at a lower price. But housing prices in Florida rose
sharply during the mid-2000s, narrowing opportunities for Northeasterners to “trade up” on
their expensive homes. And consider California: its loss of househ.
BHA 3202, Standards for Health Care Staff 1 Course Le.docxtarifarmarie
BHA 3202, Standards for Health Care Staff 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Discuss the impact personal skills have on the workplace.
4.1 Describe the various types of personal goals that can affect professional development.
Course/Unit
Learning Outcomes
Learning Activity
4
Unit Lesson
Chapter 11
Unit II Essay
4.1
Unit Lesson
Chapter 3
Unit II Essay
Reading Assignment
Chapter 3: Setting Goals and Time Management
Chapter 11: Professionalism in Action
Unit Lesson
José has decided to apply for the position of healthcare administrator at his clinic. Jane suggested that he
should think about where he wants his career to go from the short-term to the long-term before he interviews
for the position she will be vacating next month. She has stressed to him that professionalism, and all that the
term implies, is the key characteristic that the healthcare administration position requires. José will need to
reflect on his goals and the manner in which he presents himself to his colleagues at the clinic.
In Chapter 3 of your textbook, we look at how to set goals and utilize time management skills to enhance our
skills, knowledge, and abilities in the healthcare administration field. Let us look first at the different types of
goals we can set, starting with the types of goals to consider:
personal,
educational,
career, and
community.
Personal goals are the things that make life interesting. We may want to learn to ski or try skydiving one day.
Having personal goals enhances one's self-concepts and self-esteem. They can be as simple as going to a
new movie or planning for retirement.
Education and lifelong learning should be something all professionals keep in mind, and setting educational
goals is an important part of being a professional. Being in this program is clearly a part of an educational
goal that you have set for yourself. Being successful at meeting educational goals also tells others that you
are someone who can meet goals too.
UNIT II STUDY GUIDE
Goals and Professionalism
BHA 3202, Standards for Health Care Staff 2
Another type of goal the healthcare professional must address is the career goal. You have already
demonstrated that you have set a career goal by enrolling in this program and course. While these are clearly
educational goals, they actually are also career goals. As José is learning, advancing in his career at his
healthcare clinic is now a career goal of his and one that he needs to plan for carefully to ensure success.
José is wondering what exactly community goals are and if he has any and just does not know it. As Chapter
3 explains, we are all a part of a community, and we all contribute in some way to our communities. José is a
part of the healthcare clinic community because he and associates go out for dinner once a mo.
Assignment – 8600-341 (Leading and motivating a team effectiv.docxtarifarmarie
Assignment – 8600-341 (Leading and motivating a team effectively) - Part A
This document is for guidance only – to be used in the classroom workshop. Your actual assignment must be completed on the electronic template you will find on Online Services.
Part A (AC 1.1, 1.2, 1.3, 2.1, 2.2,2.3) (800 to 1,500 words)
The assessment requirements for this unit are as follows:
Learning Outcome One - Know how to communicate the organisations vision and strategy to the team
AC1.1 Explain the importance of the team having a common sense of purpose that supports the overall
vision and strategy of the organisation
AC1.2 Explain the role that communication plays in establishing a common sense of purpose
AC1.3 Assess the effectiveness of own communication skills on the basis of the above
Learning Outcome Two - Know how to motivate and develop the team
AC2.1 Describe the main motivational factors in a work context and how these may apply to different
situations, teams and individuals
AC2.2 Explain the importance of a leader being able to motivate teams and individuals and gain their
commitment to objectives
AC2.3 Explain the role that the leader plays in supporting and developing the team and its members and
give practical examples of when this will be necessary
NAME:
Khalid aljohari
COHORT:
COMPANY:
WORD COUNT
LEARNING OUTCOME 1 – Know how to communicate the organisations vision and strategy to the team
AC1.1 Explain the importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation (approx. 200 words)
Type here:
· Talk about motivation
· Think team charter
· About DIB vision
AC1.2 Explain the role that communication plays in establishing a common sense of purpose
(pprox.. 200 words)
Type here:
· Task understanding
· Leader creditability
· Help positive environment
· Working together
· Better performance
· accuracy
· Less waste
· Less mistake
AC1.3 Assess the effectiveness of own communication skills on the basis of the above (approx. 200 words)
Type here:
· Active listening
· How to get feedback
· Communicate creatively
· Write side effect
LEARNING OUTCOME 2 - Know how to motivate and develop the team
AC2.1 Describe the main motivational factors in a work context and how these may apply to different situations, teams and individuals (approx. 200 words)
Type here:
· Range about main factors
· MOZ Lose and Mayo
· Mayo achievements
· Talk about bonus and achievement
AC2.2 Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives (approx. 200 words)
Type here:
· Details explanation
· Why is import for leader and motivate team
· Individual commitment and objective
AC2.3 Explain the role that the leader plays in supporting and developing the team and its members and give practical examples of when this will be necessary (pprox.. 200 words)
Type here:
·.
BIOEN 4250 BIOMECHANICS I Laboratory 4 – Principle Stres.docxtarifarmarie
BIOEN 4250: BIOMECHANICS I
Laboratory 4 – Principle Stress and Strain
November 13– 16, 2018
TAs: Allen Lin ([email protected]), Kelly Smith ([email protected])
Lab Quiz: A 10-point lab quiz, accounting for 10% of the lap report grade, will be given at the beginning of
class. Be familiar with the entire protocol.
Objective: The objective of this experiment is to measure the strains along three different axes surrounding
a point on a cantilever beam, calculate the principal strains and stresses, and compare the result
with the stress calculated from the flexure formula for such a beam.
Background: The ability to measure strain is critical to materials testing as well as many other applications in
engineering. However, strain gages that adhere to a surface can alter the local strain environment
if the material (or tissue) of interest is less stiff than the gage itself. For this reason, contact strain
gages (or strain gages that attach directly to a surface) are not typically used for the testing of soft
tissues such as ligament, arteries, or skin. However, when the material is on the stiffer side, or
when the absolute value of the strain is less important than the detection of the mere presence of
strain itself, contact strain gages are very useful. An example of a stiffer biological material would
be bone. However, due to the porous nature of bone, one needs to be extremely careful that the
strain gage is properly adhered to the material’s surface. Other applications range from real world
stress analysis of a structure (e.g., a wing of an aircraft during flight) to strain gages incorporated
into medical equipment to ensure proper function (e.g., gages wrapped around the tubing in a
hospital infusion pump to detect blockages in the line – since the tube swells more than it should
when the fluid path is occluded).
One common engineering loading case that involves a planar stress field (i.e., the only non-zero
stresses are in the same plane), is that of beam bending. Beam bending will be covered in greater
detail during lecture. However, in order to ensure you know the basics of what is going on in this
lab, we will cover some fundamental topics. The simplest case of beam loading is that of a
cantilever beam that is completely anchored at one end and loaded at a point along its length
(Fig. 1). In Figure 1, 𝑃 is the applied load, ℎ is the thickness of the beam (with 𝑐 as the half-
thickness), 𝑥 is the distance from the fixed wall to the location where we want to measure stress
and strain (point 𝑎), and 𝐿 is the length of the beam. There are a couple key points to know about
this loading scenario:
1. As the beam bends downward, the material above the midline (the dashed line) is in
tension and the material below that line is in compression.
2. At the top and bottom free surfaces, there is only axial stress, and zero shear stress.
3. At the midline (dashed line, also referred to as neutral axis)
BHR 4680, Training and Development 1 Course Learning .docxtarifarmarie
BHR 4680, Training and Development 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Discuss the training implications of behavioral and cognitive learning in the training environment.
1.1 Discuss the influences and learning in the workplace that contribute to training and
development.
2. Compare the relationship between human resources and human resource development functions in a
large global organization to the functions of a small global organization.
2.1 Explain the use of training and development as a contributing factor to business success.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit I Lesson
Chapter 1
Chapter 2
Unit I Assessment
2.1
Unit I Lesson
Chapter 1
Chapter 2
Unit I Assessment
Reading Assignment
Chapter 1: Introduction to Employee Training and Development, pp. 7-50
Chapter 2: Strategic Training, pp. 65-89, 104-105
Unit Lesson
Human Resource Management and Human Resource Development
Human resource management (HRM) consists of seven functions: strategy and planning, equal employment
opportunities (EEO), talent management, risk management and worker protection, recruitment and staffing,
rewards, and employee and labor relations (Mathis, Jackson, Valentine, & Meglich, 2017). HRM plays a vital
role in human resource development (HRD). In HRM, you have the human resource manager who is
responsible for all functions of human resources (HR), compared to an HRD manager who is solely
responsible for training and development and project management for HR. HRD is the use of training and
development, organizational development, and career development to improve overall effectiveness within
the organization (Noe, 2017). In creating the needed training and development plan for an organization, HRM
and HRD work collaboratively, or it can be an individual effort by each entity. According to Noe (2017),
organizations can allow training to be a part of HRM, but that can lead to less attention being provided and
less focus being applied than when allowing the training aspect to be handled by HRD. Regardless of the
choice, training and development requires a team effort from upper management, middle management,
frontline managers and workers, and others.
UNIT I STUDY GUIDE
Introduction to Training and Development
BHR 4680, Training and Development 2
UNIT x STUDY GUIDE
Title
What Is Learning?
Learning is when employees acquire “knowledge, skills, competencies, attitudes, or behaviors” (Noe, 2017,
p. 5). During the learning and training processes, you must consider your audience type(s) and the learning
style(s) of your audience members. Your audience types can consist of high-tech, low-tech, or lay audience
members or a combination of these types. With learning styles ranging from tactile learners to auditory
learners to visual learners, you, as the manager, must be able to deliver training .
Business Plan 2016 Owners Mick & Sheryl Dun.docxtarifarmarie
Business Plan 2016
Owners Mick & Sheryl Dundee
6 Gumnut Road, DANDENONG, VIC, 3025
(03) 9600 7000 [email protected]
Confidentiality Agreement
The undersigned reader acknowledges that the information provided by National Camper Trailers in this
business plan is confidential; therefore, reader agrees not to disclose it without the express written
permission of National Camper Trailers.
It is acknowledged by reader that information to be furnished in this business plan is in all respects
confidential in nature, other than information which is in the public domain through other means and that
any disclosure or use of same by reader may cause serious harm or damage to National Camper Trailers.
Upon request, this document is to be immediately returned to National Camper Trailers.
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a business plan. It does not imply an offering of securities.
Table of Contents
Page 1
Contents
1.0 Objectives ................................................................................................................................. 2
1.1 Mission .................................................................................................................................. 2
1.2 Keys to Success..................................................................................................................... 2
2.0 Company Summary .................................................................................................................. 2
2.1 Company Ownership ............................................................................................................ 3
2.2 Company History .................................................................................................................. 3
2.3 Performance over the past 10 years ...................................................................................... 4
3.0 Company Structure ................................................................................................................... 6
3.1 Factory and Manufacturing ................................................................................................... 6
3.2 Assembly and Fitout ............................................................................................................. 6
3.3 Finance and administration. .................................................................................................. 6
3.3 Human Resources and WHS ................................................................................................. 7
3.4 Sales and Marketing .............................................................................................................. 7
4.0 SWOR Analysis ....................................................................................................................
Assignment Guidelines NR224 Fundamentals - Skills
NR224 Safety Goals RUA.docx Revised 06/14/2016 BME 1
Required Uniform Assignment: National Patient Safety Goals
PURPOSE
This exercise is designed to increase the students' awareness of the National Patient Safety Goals developed
by The Joint Commission. Specifically, this assignment will introduce the Speak Up Initiatives, an award-
winning patient safety program designed to help patients promote their own safety by proactively taking
charge of their healthcare.
COURSE OUTCOMES
This assignment enables the student to meet the following course outcomes.
CO #2: Apply the concepts of health promotion and illness prevention in the laboratory setting. (PO #2)
CO #8: Explain the rationale for selected nursing interventions based upon current nursing literature. (PO
#8)
DUE DATE
Week 6
Campus: As directed by your faculty member
Online: As directed by your faculty member
POINTS
50 points
REQUIREMENTS
1. Select a Speak Up brochure developed by The Joint Commission. Follow this link to the proper
website: http://www.jointcommission.org/topics/speakup_brochures.aspx.
2. Write a short paper reviewing the brochure. Use the Grading Criteria (below) to structure your
critique, and include current nursing or healthcare research to support your critique.
a. The length of the paper is to be no greater than three pages, double spaced, excluding title
page and reference page. Extra pages will not be read and will not count toward your grade.
3. This assignment will be graded on quality of information presented, use of citations, and use of
Standard English grammar, sentence structure, and organization based on the required components.
4. Create the review using Microsoft Word 2007 (a part of Microsoft Office 2007), the required format for
all Chamberlain documents. You can tell that the document is saved as a MS Word 2007 document
because it will end in “.docx.”
5. Any questions about this paper may be discussed in the weekly Q & A Forum in your online course or
directly with your faculty member if you are taking NR224 on campus.
6. APA format is required with both a title page and reference page. Use the required components of the
review as Level 1 headers (upper- and lowercase, bold, centered).
a. Introduction
b. Summary of Brochure
c. Evaluation of Brochure
d. Conclusion
PREPARING THE PAPER
The following are the best practices in preparing this paper.
1) Read the brochure carefully and take notes. Highlighting important points has been helpful to many
students.
http://www.jointcommission.org/topics/speakup_brochures.aspx
Assignment Guidelines NR224 Fundamentals - Skills
NR224 Safety Goals RUA.docx Revised 06/14/2016 BME 2
2) Title page: Include title of your paper, your name, Chamberlain College of Nursing, NR224
Fundamentals—Skills, faculty name, and the date. Center all items between the .
Brand Extension Marketing Plan 8GB530 Brand Extension Marketi.docxtarifarmarie
Brand Extension Marketing Plan 8
GB530 Brand Extension Marketing Plan: Guide
Introduction
Use this document as your guide to success. All Brand Extension Marketing Plan documents should use 1” margins, 12 pt. font, and include a cover page and a reference page.
For the Brand Extension Marketing Plan Assignments in this class you will not use the usual APA rules which require in-text citations as 1) no marketing plan ever uses direct quoting within its contents, 2) we are making an exception due to the nature of a Marketing Plan Assignment and 3) you will not use double-spacing but instead you will use this document’s formatting.
It is important that you write your Brand Extension Marketing Plan in third person (there is no “I” in a marketing plan), using your own words, and/or paraphrasing instead of direct quoting. Once deposited into the Dropbox for grading, Brand Extension Marketing Plan Assignments are submitted to Turnitin® for a potential plagiarism review, so it continues to be important for you never to use anyone else’s words verbatim.
For each of the Brand Extension Marketing Plan Assignments, you should list, on the reference page, all of the references you used when preparing your plan. Again, you do not need to include the in-text parentheses noting references and timeframes as normally required in our APA Assignments, but you do need to use APA to format your references list. If you have any questions on this exception to using APA, let me know.
All the components of the Marketing Plan are assessed using the following:
Subject Mastery Rubric: Knowledge (Can define major ideas) or Comprehension (Can discuss major ideas) or Application (Can apply major concepts to new situations).
A MARKETING PLAN IS THE FOUNDATION FOR ALL MARKETING EFFORTSBeginning your Brand Extension Marketing Plan: The Product Proposal
The major project in this course is to complete a Brand Extension Marketing Plan for one new product on the behalf of an existing for-profit organization.
As you begin your project, you need to first assume you have the role of a marketing manager for one,new, currently not available from your selected Brand Company, product on the behalf of a real, for-profit organization. Consider this a “brand extension”: you are adding a product to an existing company’s product line.
Think about your selection – the proposal is for a New Product for a New Market of consumers! Extend the Brand Name into new product markets by offering a “new to the company” product.
Companies may do this by buying an existing product, or importing a new product and putting their brand name on it – or they develop their own product to compete in the new market.
Module 1 BEMP Proposal - What will your project be about?
Submit your response to the following questions as a Product Proposal:
1. What is the brand name of your for-profit business/organization?
1. What is the new product, not currently in existence, that will generate revenue for .
Building a Dynamic Organization The Stanley Lynch Investme.docxtarifarmarie
" Building a Dynamic Organization
The Stanley Lynch Investment Group is a large investment firm headquartered in New York. The firm has 12 major investment funds, each with analysts operating in a separate department. Along with knowledge of the financial markets and the businesses it analyzes, Stanley Lynch’s competitive advantage comes from its advanced and reliable computer systems. Thus an effective information technology (IT) divi-sion is a strategic necessity, and the company’s chief infor-mation officer (CIO) holds a key role at the firm.
When the company hired J. T. Kundra as a manager of technology, he learned that the IT division at Stanley Lynch consisted of 68 employees, most of whom specialized in serving the needs of a particular fund. The IT employees serving a fund operated as a distinct group, each of them led by a manager who supervised several employees. (Five employees reported to J. T.)
He also learned that each group set up its own computer system to store information about its projects. The problems with that arrangement quickly became evident. As J. T. tried to direct his group’s work, he would ask for documentation of one program or another. Sometimes, no one was sure where to find the documentation; often he would get three different responses from three different people with three versions of the documentation. And if he was interested in another group’s project or a software program used in another department, getting information was next to impos-sible. He lacked the authority to ask employees in another group to drop what they were doing to hunt down informa-tion he needed.
J. T. concluded that the entire IT division could serve the firm much better if all authorized people had easy access to the work that had already been done and the software that was available. The logical place to store that informa-tion was online. He wanted to get all IT projects set up in a cloud so that file sharing, and therefore knowledge sharing, would be more efficient and reliable. A challenge would be to get the other IT groups to buy in to the new system given that he had authority over so few of the IT workers.
J. T. started by working with his group to blueprint how the system would work. Then he met with two higher-level managers who report to the CIO. He showed them the plan and explained that fast access to information would improve the IT group’s quality and efficiency, thus increasing the pro-ductivity of the entire firm. He suggested that the managers require all IT employees to use the cloud system. He even persuaded them that their use of the system should be mea-sured for performance appraisals, which directly impacts annual bonuses.
The various IT groups quickly came to appreciate that the system would enhance performance. Adoption was swift, and before long, the IT employees came to think of it as one of their most important software systems.
DISCUSSION QUESTIONS
1. Give an example of differentiation in Stan.
BBA 4351, International Economics 1 Course Learning O.docxtarifarmarie
BBA 4351, International Economics 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise how globalization contributes to greater economic interdependence.
1.1 Explain the importance of globalization in terms of the law of comparative advantage.
2. Discuss how comparative advantages lead to gains from international trade.
2.1 Explain the principle of absolute and comparative advantage.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit I Lesson
Chapter 1
Unit I Essay
2.1
Unit I Lesson
Chapter 2
Unit I Essay
Reading Assignment
Chapter 1: The International Economy and Globalization
Chapter 2: Foundations of Modern Trade Theory: Comparative Advantage
Unit Lesson
Globalization
Today, every part of the world is connected, and no country can be completely secluded and stand by itself.
In other words, countries in a global economy must be interdependent. Throughout this course, you will learn
how a nation interacts with other countries in the global economy. More specifically, you will understand how
principles of economics can be applied to the global economy where countries are interdependent.
There are a number of advantages and disadvantages to globalization as listed in the chart below from the
textbook.
The Unit l Lesson provides some new perspectives on various stages of globalization. Baldwin (2016) briefly
summarizes four important phases of globalization that occurred during the past 200,000 years. The textbook
stresses the fact that the third phase of globalization began with the steam engine and other significant
improvements in transportation, increasing trade in goods and services among different parts of the world
(Carbaugh, 2017). The fourth phase of globalization, which is not mentioned in our textbook, involves the
transfer of rich-country technologies to workers in poor countries. This, in turn, has increased productivity and
expedited industrialization in those poor countries. Baldwin (2016) argues that a reorientation of strategy and
policy in both rich and poor countries is necessary. Rich countries need to develop better rules for governing
foreign investment and intellectual property rights as well as concentrate on the training and welfare of
workers rather than the preservation of particular jobs.
UNIT I STUDY GUIDE
International Economy and
Comparative Advantage
BBA 4351, International Economics 2
UNIT x STUDY GUIDE
Title
Think about what the next stage of globalization will be. It is not going to be industrialization for sure. What
might it be? Some experts believe the next phase of globalization will be Big Data—a large volume of
complex datasets that can be used in decision-making in various fields.
The United States as an Open Economy
The U.S. economy is a part of the global economy and, therefore, has been integrated into global markets in
past decades. Duri.
BSL 4060, Team Building and Leadership 1 Course Learn.docxtarifarmarie
BSL 4060, Team Building and Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the determinants of high-performance teams.
1.1 Discuss the four Cs of team performance.
1.2 Explain how each of the four Cs contributes to improved performance.
4. Explain the importance of teamwork in an organization.
4.1 Explain the two types of self-directed work teams and the three generic team types.
4.2 Discuss how an organization's context of culture, structure, and systems supports teamwork.
Reading Assignment
Chapter 1: The Search for the High-Performing Team
Chapter 2: Context: Laying the Foundation for Team Success
Please use the Business Source Complete database in the CSU Online Library to read the following article:
Warrick, D. D. (2014). What leaders can learn about teamwork and developing high performance teams
from organization development practitioners. OD Practitioner, 46(3), 68-75.
Unit Lesson
This unit begins with a brief history of team building. The first efforts to improve organizations came from T-
groups (training groups) and from the National Training Laboratories in Silver Spring, Maryland. Participants
in T-groups learned to communicate in a more open and honest manner, accept responsibility for their
behavior, and engage in relationships based on equality rather than on hierarchy or status. In 1968, Campbell
and Dunnette conducted a study of the impact of T-groups on organizational performance. They concluded
that while T-groups did help individuals become more comfortable with their ability to manage interpersonal
relationships, T-groups had virtually no impact on organization or team performance. The team-building
paradigm was created to shift from an unstructured T-group to a more focused and defined process for
training a group in collaborative work and problem solving.
UNIT I STUDY GUIDE
The Foundation for Team Success
BSL 4060, Team Building and Leadership 2
UNIT x STUDY GUIDE
Title
The four Cs of high-performing teams were developed as a platform to build effective teams. The first C is
context, or the organizational environment. According to Dyer, Dyer, and Dyer (2013), questions to consider
in relation to the first C include the following.
How important is effective teamwork to accomplishing this particular task?
What type of team (e.g., task team, decision team, self-directed team) do I need?
Do my organization's culture, structure, and processes support teamwork?
The second C is composition, or the skills, attitudes, and experience of the team members. According to
Dyer, et al. (2013), one should consider the following questions.
To what extent do individual members have the technical skills required to complete the task?
To what extent do they have the interpersonal and communication skills required to coordinate their
work with others?
To what .
BHA 3002, Health Care Management 1 Course Learning Ou.docxtarifarmarie
BHA 3002, Health Care Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
6. Analyze the finance system in a healthcare organization.
6.1 Examine key differences between for-profit, not-for-profit, and public healthcare facilities.
6.2 Explain the process of creating and balancing a healthcare facility budget.
8. Evaluate ways to improve the quality and economy of patient care.
8.1 Describe the process of quality review and privileging for physicians.
8.2 Discuss the importance of quality initiatives, quality equipment and supplies, and quality
regulations.
8.3 Identify a management problem in a healthcare organization.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Chapter 3 Reading
Unit Assessment
6.2
Chapter 3 Reading
Unit Assessment
8.1
Unit Lesson
Chapter 4 Reading
Unit Assessment
8.2
Unit Lesson
Chapter 4 Reading
Unit Assessment
8.3
Unit Lesson
Chapter 4 Reading
Unit II Project Topic
Reading Assignment
Chapter 3: Financing the Provision of Care
Chapter 4: Quality of Care
Unit Lesson
Evidence-Based Performance Measures
One of the hottest topics in healthcare administration today is evidence-based performance, and you certainly
need a solid understanding of this process in order to function effectively as a healthcare leader moving into
the future. American health care needs to improve. There is no doubt about that. Americans deserve more
bang for the buck that they spend on medical services. One of the most important initiatives to make that
happen is a move to more evidence-based practice.
What evidence-based performance is truly all about, first and foremost, is the patient (UT Health, 2015). In
particular, it is all about making sure that the patient receives care based upon the best and latest research
that is available for the patient’s own particular health problem or set of health problems. It is about giving the
right care, every time, for every patient. Other benefits of a solid evidence-based medicine program include
the ability to assure your own community that your hospital provides high quality care and that you are doing
your own quality review studies to make sure of this. Finally, evidence-based medicine makes sense because
UNIT II STUDY GUIDE
Financing and Quality for
Health Care
BHA 3002, Health Care Management 2
UNIT x STUDY GUIDE
Title
the Centers for Medicare Services (CMS) demands it of us. They will actually pay us more for our services if
we meet evidence-based performance criteria and goals, and they will financially penalize us if we do not
meet evidence-based goals. In short, there are many good reasons to implement evidence-based medicine in
your own medical facility.
Currently, there are several national focus areas for evidence-based medicine programs. These are heart
failure (HF), acute myocardial infarction (AMI), pneumonia (PN), and th.
BBA 3551, Information Systems Management Course Learn.docxtarifarmarie
BBA 3551, Information Systems Management
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
8. Evaluate major types of hardware and software used by organizations.
8.1 Describe the features of a chosen NoSQL database.
8.2 Discuss how the use of a NoSQL database will affect competitive strategies in this era of IoT
(Internet of Things).
Course/Unit
Learning Outcomes
Learning Activity
8.1
Unit Lesson
Chapter 5
Unit III PowerPoint Presentation
8.2
Unit Lesson
Chapter 4
Chapter 5
Unit III PowerPoint Presentation
Reading Assignment
Chapter 4: Hardware, Software, and Mobile Systems, Q4-1 – Q4-7
Chapter 5: Database Processing, Q5-1 – Q5-7
Unit Lesson
In Unit II, we investigated ways that information systems (IS) can support collaboration, and we reviewed
Porter’s five forces model. In this unit, we will discuss the basic concepts of hardware and software. We will
also discuss open source software development and database management systems and compare the
differences between native and thin-client applications. Lastly, we will explore mobile systems and the
characteristics of quality mobile user experiences.
It is important that business professionals understand hardware components, types of hardware, and
computer data. We will start with bits and bytes. Computers use bits to represent basic units of data such as
ones and zeros. You should know the difference between bits, bytes, kilobytes, megabytes, gigabytes,
terabytes, petabytes, and exabytes (see Figure 1).
Term Definition Abbreviation
Byte A group of binary bits
Kilobyte 1,024 bytes K
Megabyte 1,024 K or 1, 048, 576 bytes MB
Gigabyte 1,024 MB or 1,073,741,824 bytes GB
Terabyte 1,024 GB or 1,099,511,627,776 bytes TB
Petabyte 1024 TB or 1, 125,899,906,842,624 bytes PB
Exabyte 1,024 PB or 1,152,921,504,606,846,976 bytes EB
Figure 1: Storage capacity terminology
(Kroenke & Boyle, 2017)
UNIT III STUDY GUIDE
Hardware, Software, and Mobile
Systems and Database Processing
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
A byte generally contains eight bits. A switch can be open or closed. An open switch represents 0 or off, and
a closed switch represents 1 or on. Bits are basic units of data, such as ones and zeros, while data can be
represented by variables such as numbers, images, graphics, and characters to name a few (Kroenke &
Boyle, 2017).
The categories of computer software are clients and servers. Personal computers (PCs) use non-mobile
operating systems (OSs) such as Microsoft (MS) Windows and Apple Macintosh (Mac) OS X. Remember that
OSs are developed for specific hardware and are often referred to as native applications. In other words, MS
Windows was created specifically for hardware-based PC systems, so you cannot install MS Windows on an
Apple Mac as a base OS, nor can you install the Apple OS on a PC-based.
Afro-Asian Inquiry and the Problematics of Comparative Cr.docxtarifarmarie
Afro-Asian Inquiry and the Problematics of Comparative Critique
Author(s): Antonio T. Tiongson Jr.
Source: Critical Ethnic Studies, Vol. 1, No. 2 (Fall 2015), pp. 33-58
Published by: University of Minnesota Press
Stable URL: http://www.jstor.org/stable/10.5749/jcritethnstud.1.2.0033
Accessed: 07-08-2017 18:56 UTC
REFERENCES
Linked references are available on JSTOR for this article:
http://www.jstor.org/stable/10.5749/jcritethnstud.1.2.0033?seq=1&cid=pdf-
reference#references_tab_contents
You may need to log in to JSTOR to access the linked references.
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
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P 3 3 O
Afro-Asian Inquiry and the
Problematics of Comparative Critique
A N T O N I O T. T I O N G S O N J R .
This article represents a critical engagement with the “comparative turn” in ethnic studies; that is, an interrogation of the broader implications of
the ascendancy and valorization of comparative critique as a central cate-
gory of analysis and an index of contemporary ethnic studies scholarship
through a critical consideration of a select body of writing predicated on a
comparative approach. Spurred by the perceived inadequacies of a biracial
framing and theorizing of race and racialization (i.e., the so-called black/
white paradigm), thinking comparatively has become an imperative to the
project of ethnic studies, heralding a paradigmatic and analytic shift and
inaugurating what one cultural analyst describes as a new stage in the evo-
lution of ethnic studies, “one long postponed by a standoff between a mul-
tiracial model limited by a national horizon and a diasporic model that
lacked historical ground for conducting cross-racial analysis.”1
As a number of race and ethnic studies scholars posit, comparative anal-
ysis is increasingly viewed as indispensable to the project of ethnic studies.
In an edited volume titled Black and Brown in Los Angeles: Beyond Con-
flict and Coalition, for example, Josh Kun and Laura Pulido make the point
that comparative ethnic studies has emerged “as a substantive field within
the discipline of ethnic studies itself,” generating a fairly robust and rapidly
expanding archive of comparative scholarship.2 Echoing these remarks,
Marta E. Sanchez speaks of “the renaissance of comparative studies of race
and.
BBA 2201, Principles of Accounting I 1 Course Learnin.docxtarifarmarie
BBA 2201, Principles of Accounting I 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Examine the accounting cycle.
2. Identify business transactions.
3. Generate inventory systems and costing methods.
4. Appraise the classes and transactions of liabilities.
4.1 Describe the three main characteristics of liabilities.
4.2 Explain why it is important to classify liabilities into short and long term.
6. Analyze financial statements to inform decision makers.
8. Compare International Financial Reporting Standards (IFRS) to Generally Accepted Accounting
Principles (GAAP).
Course/Unit
Learning Outcomes
Learning Activity
1 Final Exam
2 Final Exam
3 Final Exam
4
Unit Lesson
Chapter 11
Chapter 14
4.1
Unit Lesson
Chapter 11
Chapter 14
Unit VIII Essay
4.2
Unit Lesson
Chapter 11
Chapter 14
Unit VIII Essay
6 Final Exam
7 Final Exam
8 Final Exam
Reading Assignment
Chapter 11: Current Liabilities and Payroll
Chapter 14: Long-Term Liabilities
UNIT VIII STUDY GUIDE
Liabilities
BBA 2201, Principles of Accounting I 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Liabilities
In the accounting equation, assets = liabilities + equity, we can see that there are two claims to the assets of a
business—creditors and owners. The accounting equation can also be written as: assets – liabilities = equity.
In this equation, we can see that the liabilities of a business require the use of assets to satisfy the amount
owed.
A liability is an amount owed to lenders, suppliers, or government agencies and requires the use of assets or
future revenues to satisfy the debt. There are two categories of liabilities—current and long term. A current
liability is the amount owed that must be paid within one year or within the company’s operating cycle,
whichever is longer (Miller-Nobles, Mattison, & Matsumura, 2018).
The most common current liability is accounts payable. An account payable is an amount due a vendor or
supplies for products, supplies or services (Miller-Nobles et al., 2018). Retail businesses will also have sales
tax payable. Sales tax payable is the amount of sales tax collected by the retailer that must be remitted to the
tax agencies (Miller-Nobles et al., 2018). Because the accounts payable and sales tax payable are due within
one year (generally due within 30 days) they are a current liability.
Some businesses will receive cash payments in advance of providing a service, which is referred to as
unearned revenue (or deferred revenue). Many gyms and fitness centers will have deferred revenue. If you
have ever paid for a year’s membership at the beginning of the year to receive a discount, then you were
involved in a transaction with unearned revenue. The gym does not earn the revenue until they have provided
you with the monthly membership.
For example: If you were to purchase a one year.
ARH2000 Art & Culture USF College of the Arts 1 .docxtarifarmarie
ARH2000 Art & Culture
USF College of the Arts
1
Art & Identity Research Project
15 points / 15% of final grade
Submit via the link provided in Canvas.
OVERVIEW
For this final project you will research two (2) contemporary artists who deal with the theme of
identity. In addition, you will reflect upon and propose an imagined artwork that relates to your own
concept of identity. (Do not worry if you are not artistically inclined, you are NOT expected to create an
actual finished art piece; it is merely a proposal for something you imagine.). The final project will be
presented as a well-researched PowerPoint presentation. Scholarly research and a Works Cited
page/slide are important components of this project.
HOW TO PREPARE
1. Engage with the presentation: “Art & Identity”
2. Read/review the following from the textbook: Chapter 4.9 (The Body in Art) and 4.10 (Identity, Race, &
Gender in Art); pp. 189 (grey box); 357-359
ARTIST RESEARCH
1. Choose two (2) artists from the list on page three of these instructions. Research your
chosen artists in relation to their interest in a theme of “Identity”.
2. You must use at least three different types of sources in your research project: The artwork
itself will be one source – the most important primary source. Therefore, you must research and
find at least two (2) other types of sources (interview with the artists, scholarly articles, books,
museum website etc.) to use in your study. Most will need to exceed this minimum for a robust
presentation. See page 189 of your textbook for a list of possible primary and secondary sources.
Further resources on how to get started are found in the subheading “Resources” below. You can
find many sources in the library or in one of the library’s databases.
3. Your selection of artists should be intentional and surround a specific sub-topic of identity.
Your research should not focus on identity in only a broad and general way. Clearly identify the sub-
topic that relates to your artists. For example, you may find artists that are similarly interested in
any of the following sub-topics below:
the fluidity of identity
deconstructing cultural, social, or political difference
feminist critique
diversity or artists who create work that explores related cultures, groups, or societies
You may consider choosing artists that work in the same medium (for example, performance
art, painting, or installation) and how that material choice imparts meaning to their work.
4. After selecting your sub-topic and artists, you must decide on a title for your project.
ARH2000 Art & Culture
USF College of the Arts
2
5. Your research into the artists should include biographical information and an examination of the
artists’ approaches. In a PowerPoint presentation of your research, include the following:
a. Biographies of each artist:
i. Image of the artist (photo, sketch, etc.)
ii. Brief biography:.
BBA 2026, Organizational Communication 1 Course Learn.docxtarifarmarie
BBA 2026, Organizational Communication 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Determine communication processes that guide organizational behavior.
1.1. Explain how script/credo can guide organizational behavior.
Reading Assignment
To access the articles below, you must first log into the myCSU Student Portal and access the ABI/INFORM
Collection database found in the CSU Online Library. To reduce the amount of results you receive, it is
recommended to search for each article by the article title and the author’s last name.
Benavides, A. D., & Dicke, L. A. (2016). Upholding ethical conduct in public professional organizations. An
assessment of ICMA’s code of ethics. Global Virtue Ethics Review, 7(2), 34-72. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/1782392094?accountid=33337
Stallard, M. L. (2016, February). Michael Lee Stallard: 4 ways “connection culture” improves risk
management. Newstex. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/1766836056?accountid=33337
Useem, J. (2016). What was Volkswagen thinking? The Atlantic Monthly, 317(1), 26-28. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/1759008356?accountid=33337
Click here to view the Unit I Presentation.
Click here to view the Unit I Presentation transcript.
Unit Lesson
Introduction
Effective communication is a key component to a successful business. The ability of each employee to
communicate on an individual basis and on an organizational level is vital. The ability of an organization to
communicate its message to both its employees and its customers can often determine the success or failure
of a business venture.
Course/Unit
Learning Outcomes
Learning Activity
1
Unit Lesson
Unit I Presentation
Article: “Upholding ethical conduct in public professional organizations”
Article: “What was Volkswagen thinking?”
Article: “4 ways “connection culture” improves risk management”
Unit I Assessment
1.1
Unit Lesson
Article: “What was Volkswagen thinking?”
Unit I Assessment
UNIT I STUDY GUIDE
How Communication Processes
Guide Organizational Behavior
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/1782392094?accountid=33337
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/1782392094?accountid=33337
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/1766836056?accountid=33337
https://libraryresources.columbiasouthern.edu/lo.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2. Our decision was always to focus on service because we got
instant feedback whenever we
upgraded delivery. Customers were wowed by the experience,
and then they told a bunch of
people. And word of mouth works a lot faster on the Internet
than it does person-to-person
because you can just e-mail out a bunch of your friends and say,
'hey I just had this amazing
experience.' That was one of the reasons that we wanted to
keep upgrading shipping.
—Alfred Lin, Chairman, COO, and CFO of Zappos1
In late 2008, less than 10 years after its founding, Zappos
anticipated reaching annual gross sales
of $1 billion. When its founder first proposed the idea of
selling shoes online, the concept was
greeted with intense skepticism. Despite the challenges, the
company had achieved dramatic
success. It was the world’s largest online retailer of shoes, was
profitable, growing rapidly, and
had an outstanding reputation for customer service. Its
employees were passionately, engaged in
their work. While shoes still provided the vast majority of
revenues, Zappos had expanded its
product offerings based on feedback from customers and the
enthusiasm of employees. There
was still a huge untapped customer base—only 3 percent of the
U.S. population were Zappos
customers—suggesting that the company was not close to
saturating its opportunities in the U.S.,
let alone other international regions.
3. However, the collapse of the financial markets, and the prospect
of a prolonged recession,
created new challenges. Zappos had never been lavishly
funded—it had always been intensely
conscious of cash. Unlike most retailers, it was continuing to
grow, but early signs were that the
rate of growth was slowing. As the company’s leadership
looked forward, it considered ways
that Zappos could sustain the high quality experience that it was
known for—to deliver “wow” to
its customers, suppliers, and other affiliates. The company’s
supply chain management had
evolved as Zappos had grown, and was one of its sources of
excellence. Yet, perhaps there were
opportunities for continued improvement.
1 Quotations are from interviews with the author, unless
otherwise specified.
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p. 2
ZAPPOS.COM
4. In 1999, Nick Swinmurn was frustrated in finding the right size,
color, and style of shoe. After
trying several stores, he felt there must be a better way. Stores
carried a relatively small
selection of styles, and usually did not have a full complement
of colors and sizes even for the
styles they did stock. This was not surprising considering the
physical constraints of shoe stores,
the limited number of shoes that an average store could stock,
and the small local population
served by individual stores.
But this was 1999, and the Internet boom was in full swing. If
Swinmurn, who was an ordinary
shoe customer (not a shoe fanatic), was frustrated, it seemed
likely that many others must be
feeling the same way. What consumers needed was a way to
access a huge selection of styles,
colors, and sizes. Since none existed, Swinmurn decided to
create one, using the Internet to
address the selection problems faced by traditional shoe
retailers—despite having no experience
in retail, let alone the shoe industry.
Raising Capital
Swinmurn raised $150,000 from family and friends and
recruited Fred Mossler, a senior shoe
buyer at Nordstrom, to join him. Swinmurn tried to raise
venture capital, but had difficulty
finding investors willing to put in large amounts of money.
One of the venture firms that he approached was Venture Frogs,
founded by Tony Hsieh and
Alfred Lin. Hsieh was a young Harvard graduate, who had
cofounded an Internet advertising
5. firm called Link Exchange with Sanjay Madan, a college
roommate. They sold the company to
Microsoft for $265 million in 1998, when Hsieh was 24. Lin
had been a friend of Hsieh’s at
Harvard (and a customer of Hsieh and Madan’s college pizza-
making business), who left a PhD
program at Stanford University to join Hsieh at Link Exchange.
Hsieh and Lin then founded
Venture Frogs, which funded Internet start-ups, including
companies such as AskJeeves, Tellme
Networks, and Zappos.
In 1999, at the height of the Internet boom, Swinmurn left a
voicemail with Venture Frogs,
explaining that he had started a company to sell shoes on the
Internet. As Hsieh and Lin were
about to hit the delete button, thinking that this “sounded like
the poster child for bad Internet
business ideas,”2 Swinmurn said that the shoe market in the
United States was $40 billion, and
that 5 percent of this business was being done by mail order.
Hsieh and Lin realized that if
people bought $2 billion of shoes from catalogs, the Internet—
with its capacity to reach large
sections of the population and to provide detailed information
vastly better than a catalog
could—was going to be a substantially larger market. They
decided to invest, putting about $2
million into the company over the next few years. Hsieh also
invested personally in Zappos
(whose name was an adaptation of the Spanish word for shoes,
“zapatos”). Later, Sequoia
Capital, a premier Silicon Valley venture firm, also invested in
the company.
While Hsieh, Venture Frogs, and Sequoia put money into the
6. company, Zappos was never
funded on the lavish scale of Internet start-ups such as
WebVan—the total investment in the
2 Hsieh quoted in Duff McDonald, “Sole Purpose,” CIO Insight,
November 2006, p. 45.
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p. 3
company was less than $10 million for the first five years of the
company’s existence. Sequoia
Capital would later lead an investment round of $54 million,
some of which was used to buy out
early investors. In the long run, the lack of substantial funding
was a benefit—Zappos was
forced to focus on those factors which were essential to success,
operate efficiently, and avoid
the excesses that led to failure for many other Internet start-ups.
The difficult challenge of
creating a successful online shoe retailer, which inhibited
access to large-scale investment, had
another advantage—lack of competition. As Lin said, “It was
actually tempting to invest in a
company where everyone thought this couldn’t be done, because
7. you knew that in the early
stages, you were not going to have a lot of competition.”
However, in the short run the relatively low funding raised by
the company was painful—there
were times when employees worked for months without
paychecks in order to help the company
survive.
Financial Success
After investing, Hsieh began to work closely with Swinmurn,
and in 2000 they became co-
CEOs. Lin joined as CFO in 2005, later adding the roles of
COO and chairman. Swinmurn left
Zappos in 2006, and Hsieh became the sole CEO. Zappos had
strong growth from its first sales
through 2008, when it expected gross merchandise sales of $1
billion (Exhibit 1).
This strong growth was largely dependent on a happy, loyal
customer base. As the company
developed, the percentage of repeat customers grew—from 40
percent in 20043 to 75 percent in
2008.4 Hsieh viewed this as essential for sustained success,
saying, “You can get anyone to buy
from you once…. The hard part is getting people to buy from
you again and again.”5
Zappos became profitable in 2006, but did not have an objective
of maximizing profit, preferring
to invest in growing the company. That year, Zappos was able
to achieve gross margins of 31
percent, even after shipping and returns (with more than one in
four orders returned).6 Shipping,
both outbound and for returns, was a substantial part of the
8. company’s cost structure, at about
$100 million,7 or almost 17 percent of the company’s gross
sales of $597 million in 2006. This
percentage had remained relatively constant over time, despite
increasing return levels and
decreasing delivery times.
In late 2008, Zappos had about 9 million customers—a large
number, but just 3 percent of the
U.S. population, leaving plenty of room for continued growth.
It had about 1,500 employees,
half in its Nevada headquarters and call center, and half in its
Kentucky fulfillment center. The
company was still private, with no immediate plans for an IPO.
3 Richard Waters, “Trial and Error Shows the Path to Success,”
The Financial Times, March 9, 2005, p. 9. Zappos
defined repeat customers as any customer that had previously
purchased from the company.
4 Jeff Morris, “Service a ‘Shoe-In’ for Zappos.com,”
Multichannel Merchant, April 2008, p. 7.
5 Arthur Zaczkiewicz, “Zappos Sells Service,” Women’s Wear
Daily, November 15, 2006, p. 24.
6 Waters, loc. cit.
7 Sidra Durst, “Shoe In,” Business 2.0, December 2006, p. 54.
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p. 4
Corporate Culture and Values
Zappos had a strong company culture, which was developed and
nurtured by management. This
culture, together with company values, was a strong influence
on all aspects of the business,
including the supply chain. Hsieh and Lin recalled that the
strong culture that existed in the early
days of their first start-up, Link Exchange, had disappeared as
the company grew. As Lin
explained, “At the end of the day, one of the reasons we sold
the company was because it was no
longer a fun place to work.” They were determined that this
would not happen at Zappos.
As a result, when Zappos leadership considered what it needed
in order to meet the next year’s
business objectives, the question “How are we going to grow
the culture?” was as important as
issues such as “How many people do we need to hire, how many
more servers, or how much
more office space do we need?”
Hsieh described what the culture meant to him in 2008:
To me, the Zappos culture embodies many different elements.
It’s about always
looking for new ways to WOW everyone we come in contact
with. It’s about
building relationships where we treat each other like family.
10. It’s about teamwork
and having fun and not taking ourselves too seriously. It’s
about growth, both
personal and professional. It’s about achieving the impossible
with fewer people.
It’s about openness, taking risks, and not being afraid to make
mistakes. But most
of all, it’s about having faith that if we do the right thing, then
in the long run we
will succeed and build something great.8
Hiring and training were particularly important in maintaining
and growing the culture and the
company’s values. Hsieh said, “We want people who are
passionate about what Zappos is
about—service. I don’t care if they’re passionate about
shoes.”9 (Zappos’ culture and values are
discussed in detail in the Appendix.)
THE ZAPPOS SHOPPING EXPERIENCE
From the beginning, Zappos set out to provide an exceptional
shopping experience for its
customers. It wanted customers, after any interaction with the
company, to say “Wow!” To
illustrate the priority placed on serving its customers, Hsieh
referred to Zappos as “a service
company that sells shoes,” which he later amended to include
the wide range of other products
sold by the company. Hsieh elaborated on the importance of
customer service: “It’s not really a
secret…. People have known for a long time that companies that
provide good service do really
well. Yet no one does it.”10 Hsieh saw customer service as an
investment rather than an
11. expense.
8 “2008 Culture Book,” Zappos.com, p. 12.
9 Christopher Gergen and Gregg Vanourek, “Zappos Culture
Sows Spirit,” The Washington Times, July 16, 2008, p.
B2.
10 Waters, loc. cit.
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p. 5
The drive to provide a “wow experience” informed every aspect
of the company. The Zappos
website loaded faster than any other retail website. While most
orders were made online,
telephone support was essential for maximizing the customer
experience. Unlike other popular
retail sites, he company’s toll-free phone number was
prominently displayed on all its web
pages, the average phone call was answered in less than 20
seconds, and call center operators had
the authority to resolve virtually any issue.
12. Zappos knew that its primary competition in the shoe business
was brick-and-mortar stores, and
that in order to be successful, customers needed to be
comfortable buying shoes online. The
company addressed this challenge in a number of ways,
including free returns, providing
extensive online product information, maintaining a call center,
and free overnight shipping.
Fit, and the Return Policy
A key aspect of making customers willing to buy shoes online
was dealing with the issue of fit—
customers needed to feel comfortable that they would receive
products that fit, and that they
could return those that did not. Zappos quickly realized that
this could be best addressed by
providing free returns, initially for 60 days, later extended to
365 days (although most returns
came back within 60 days). Customers could thus purchase
several pairs of shoes, of different
styles and fits, keeping those they wanted while returning those
that did not fit.
Zappos closely monitored customer behavior. It found that the
most profitable customers were
not those that returned the fewest products. Customers who
made use of the free return policy
tended to experiment with different brands and styles—while
they had a higher return rate, they
also made more net purchases. Overall, returns were about 35
percent of gross sales.
Online Product Information
It was also essential to provide as much information as possible
13. to customers as they made their
purchasing decisions. This was done in several ways. Retail
websites typically had small
photographs of products, with swatches of the available colors.
The pictures were generally
from only a few angles, and often did not show important
details. Zappos provided substantially
better information to customers. When new models (or models
with new colors) arrived at the
Zappos warehouse, a photography team took pictures from
several angles (by 2008, eight photos
were taken of each style and color). Customers interested in a
particular item could easily see
large pictures, in the desired color, from multiple perspectives.
The site also included detailed descriptions of the shoes, as well
as information that would
ordinarily be provided by experts at a brick-and-mortar shoe
company. For instance, a person’s
gait (the way that they ran or walked) was important in finding
the proper running shoe. The
Zappos site had a detailed discussion of gait, and how
customers could determine which type of
shoe was appropriate for them.
The site also provided customer feedback. Customers could
write comments on the shoes they
purchased, which Zappos did not edit (except to remove
profanity). The most recent customer
comments were displayed for each type of shoe.
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p. 6
The Zappos Call Center (“Customer Loyalty”)
Most customer interactions were through the website, which
handled about 95 percent of orders.
The rest of the orders, plus questions about products, returns, or
other issues, were handled by
the call center. In 2008, this was staffed 24/7 by about 400
people in the Las Vegas
headquarters.
As described in the Appendix on company culture and values,
all Las Vegas employees went
through the same 4-week new-hire training course. At the end
of the course, regardless of the
job that they were hired for, they spent at least two weeks in the
call center working with
customers.
Zappos measured most every aspect of its business, including
the call center (or “customer
loyalty” in Zappos terms). It measured how long it took from
the time a customer called to the
time the call was answered by a call center operator—in 2008
this number was astonishingly
low, consistently averaging less than 20 seconds. It did not,
however, measure call center
operators on metrics of efficiency, such as how many calls they
15. took. The objective was to
provide the customer with the best possible experience. If that
meant having an extensive
conversation with a customer about his interest in running, the
call center operator was
encouraged to have the conversation. If the customer was
looking for a specific shoe that was
not available at Zappos, the call center operator was trained to
look on at least three other
Internet websites to find what the customer wanted, and then
talk the customer through finding
the product on the competitive website. Zappos would lose that
order, but the customer would
likely return to Zappos in the future. Hsieh commented, “We
score [call center operators] based
on whether or not they went above and beyond for the
customer…. We don’t care if they made
the sale or how ‘efficient’ they were…. For us, every
interaction is a branding opportunity.”11
One widely cited example of a call center operator going above
and beyond customer
expectations took place in July 2007. A call center operator
was following up on shoes that
should have been returned, and e-mailed the customer. The
customer replied that she was very
sorry—she had bought the shoes for her sick mother, who had
since passed away, and had not
gotten around to returning the shoes. The call center operator
arranged for UPS to go to the
customer’s house to pick up the shoes, then sent a flower
arrangement and condolence card to
the customer. Needless to say, the customer was overwhelmed
by this concern on the part of a
company, and posted comments about her experience on a blog,
which were widely circulated.12
16. Call center operators were trained to handle most any situation
by themselves. They were given
the authority to do so using their best judgment without needing
to escalate the matter to a
supervisor or manager. For quality control purposes, calls were
monitored by Zappos
employees, not by an outside agency. Monitors listened to
ensure that the operator had exceeded
customer expectations, and that the customer’s experience had
been excellent.
11 Ken Magill, “Workers Paradise: Zappos.com Believes
Happier Staffers Lead to Happy Customers,” Direct,
October 2007, p. 35.
12 Brian Morrissey, “These Brands Build Community,”
Adweek.com, May 12, 2008.
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p. 7
In late 2008, the call center received about 5,000 calls daily.
Zappos viewed each of these as a
17. chance to “wow” a customer in a personal way. As Hsieh said,
“At that point, you have the full
attention of the customer…. That’s the time where you have a
huge opportunity … to shine.”13
A customer that had an exceptional experience was likely to tell
friends about it. With the ease
of e-mail communication, positive or negative customer
experiences could be rapidly spread to
large numbers of people. Zappos wanted to ensure that its
word-of-mouth testimonials were
overwhelmingly positive.
Free, Rapid Delivery
The final aspect of providing exceptional service was rapid
delivery at no additional charge.
Zappos always tried to beat customer expectations, under-
promising and over-delivering.
Ultimately, this meant operating the warehouse around the
clock, every day, with deliveries
made overnight by UPS. An order received in the evening
would usually be delivered the next
day, even though the standard delivery terms were for UPS
Ground, which had a 4-5 day
delivery expectation. Lin elaborated:
I guess in the early days we didn't really have a choice; we
couldn't afford
anything else except ground shipping. Then we started
understanding that
whatever money we had left over we wanted to reinvest in the
growth of the
company. We can either spend it on marketing, trying to get
new customers, or
we can spend it on our existing customers and let them drive the
18. word of mouth,
and let them drive the “come back.” You know these customers
are going to buy
shoes at a later date, so our decision was always to focus on
service because we
got instant feedback whenever we upgraded someone. They
were wowed by the
experience, and then they told a bunch of people. And word of
mouth works a lot
faster on the Internet than it does person-to-person because you
can just e-mail
out a bunch of your friends and say, 'hey I just got this amazing
experience.' So
that was one of the reasons that we wanted to keep upgrading
shipping.
The other reason is that we've always thought about our real
competition as the
instant gratification you can get walking into a brick-and-mortar
store, trying on
some stuff, and walking out with the stuff you like. Our idea
was that over time,
we were going to get as close to that as possible, and that would
really bring the
store to your home.
During the 2006 holiday season, Zappos guaranteed next-day
delivery for all orders, and
continued the policy through 2007. However, since customers
expected next-day delivery, “they
were no longer as wowed as before, when it was a ‘surprise’
upgrade,” according to Lin.
Furthermore, guaranteeing next-day delivery set customers up
for disappointment on those rare
occasions when the delivery was late due to unavoidable
19. problems such as weather impacting
plane schedules, or if communications lines were down and
Zappos was unable to communicate
orders to the warehouse. Overall customer satisfaction
decreased very slightly in 2007, and the
company decided to no longer advertise overnight delivery. It
provided the same level of
service, but only guaranteed 5-day ground shipping. Zappos
found that when customers no
13 Michael Bush, “Customer Service a Branding Opportunity,”
Tire Business, May 12, 2008, p. 35.
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p. 8
longer expected next-day delivery, they were again surprised
when packages arrived the next
day, especially when they had placed their orders late at night.
As Zappos continued to increase delivery speed, shipping cost
as a percentage of net sales (after
returns) remained constant, even though the percentage of
returns increased. By 2008, Zappos
was one of the top three UPS overnight shippers, and worked
20. closely with UPS to increase
efficiency and drive down shipping costs. If Zappos decided to
back off from its desire to ship
all orders for overnight delivery, for instance, using ground
delivery for all customers that were
within a two-day delivery from its warehouse, it estimated that
savings could be significant.
UPS estimated UPS Ground could reach 11 percent of Zappos
customers within one day, 49
percent within two days, 18 percent within three days, 21
percent within four days, and the
remaining 1 percent would take five days.
THE DEVELOPMENT AND EVOLUTION OF ZAPPOS’
OPERATIONS
Zappos began in San Francisco, in the second floor of a
Victorian house, with the founder of
Craig’s List living downstairs. By 2004, the company needed to
expand, with particular
emphasis on its call center. Hsieh and the senior management
believed that it was important to
have the call center as part of corporate headquarters, rather
than outsource or remotely locate
this function—after all, the company’s primary focus was on
providing the very best customer
experience, and the call center was central to achieving this
objective. The Bay Area was
expensive, but it also did not have the right environment, nor
access to suitable employees to
staff the type of call center that they believed was essential to
the company’s success.
They decided to move Zappos to Henderson, Nevada, on the
outskirts of Las Vegas. Las Vegas
was a service-oriented city that operated on a 24-7 schedule,
21. was already home to many call
centers, and had extremely good Internet connectivity. Of the
90 employees in San Francisco, 70
moved to Las Vegas.
Attracting Brands
In the early years of the company, it was difficult to get brands
to sign up for online distribution.
Shoe companies had made huge investments in their brand
equity. In 1999, Zappos was an
unknown start-up, and established retailers viewed the Internet
as, in Mossler’s words, “kind of a
flea market…. They saw the Internet as a place where
everything would be discounted, and their
brand would be ruined.” In addition, the existing retailers
pressured the brands to resist online
sales, as they did not welcome the new competition.
An additional complication was that brands were more
successful when grouped—athletic shoe
brands, for instance, fared better when grouped with other
athletic shoes. If a retailer offered
only one athletic shoe brand, there would not be enough
selection to attract customers. Thus, it
was difficult to convince companies to be the first brand of a
category to be carried by Zappos.
Once the first brand signed on, however, subsequent brands
were easier to attract. In its first
year of operation, the company signed up 60 to 70 brands.
Zappos focused its attention on signing brands that customers
searched for or asked for when
talking to call center operators. The company reviewed logs of
customer searches for brands that
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p. 9
were not on its site, and its buyers investigated those brands and
evaluated whether they would
be valuable additions to the Zappos offering. As the company
grew and became well known
within the industry, brands began to contact Zappos about being
sold through the site. As Steve
Hill, the company’s vice president of merchandising in 2008,
said, “[The buyer] will get in touch
with the brand, talk to them, and look at the product. If there’s
a compelling reason to have the
product, then we’ll go ahead and open the brand. In a lot of
cases, it would be duplication of
something we already have, so we may not go down that road.”
High-end brands, initially reluctant to partner with online
retailers such as Zappos, eventually
came on board for several reasons. First, as consumers became
comfortable buying online, this
became an important distribution channel. Second, they began
to realize that if customers could
not purchase authentic high-end brands, it made it easier for
counterfeiters—customers searching
23. for their brands on the Internet would end up on sites that sold
fakes.
A third incentive for high-end brands arose when Zappos began
creating “vertical” sites within
Zappos.com. The first such site, “Couture,” was created in
2003, and featured high-end fashion
products (initially shoes, later expanding to clothing and
accessories). By 2008, Zappos had
added verticals for running, outdoor activities (such as hiking),
and a “RideShop” featuring
products for skiing, skateboarding, surfing, and off-road
bicycling. Brands were eager to
participate in vertical sites, since those visiting the sites would
be passionate consumers—the
types of customers that wanted high-end brands, and that those
brands wanted most to attract.
As customers were wowed by the company’s high level of
service, they began asking Zappos to
carry products beyond shoes. Zappos added additional products
based on the passion displayed
by customers or employees. Lin explained:
A lot of companies look at [product] categories from a market
point of view, and
chase after big markets—they think a market is strategic and
want to go into that
market. We have tended to look at things as: ‘if we want to get
into this product
category, do we have passionate people, whether it’s a
customer, or an employee,
or a partner, that would love for us to be in that product
category?’ It’s actually
worked out very well in those situations. So, if customers want
24. us to get into
handbags or accessories because we sell shoes, we go into that
category.
Zappos began selling electronic entertainment products because
some of its employees were
passionate gamers, and wanted to sell gaming equipment. Lin
observed, “We found that people
who are passionate about a product category tend to run it much
better and much more efficiently
than people who just think, ‘this is a big market, I want to get
into that business.’”
By late 2008, some of the non-shoe products that Zappos sold
included: handbags, luggage,
clothing, eyewear, electronics (cameras, computers, video
games, phones, and GPS devices),
watches, houseware, and jewelry. Its outdoor vertical site also
included items such as tents,
stoves, water filters, lanterns, and other items important for
outdoor enthusiasts—these
customers were not just interested in hiking boots, they were
passionate about the outdoors, and
wanted to be able to get a wide range of products. Other
vertical sites included a range of items
important to customers interested in those sites areas of focus.
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Evolution of the Operational Model
The original Zappos business model was to provide exceptional
product selection by partnering
with shoe companies, which would hold the inventory and fulfill
orders. Customers would order
shoes from the Zappos website,14 and the orders would be
forwarded to the shoe companies,
which would fulfill the orders. Thus, Zappos would not incur
inventory or fulfillment costs.
Zappos charged customers the retail price, and paid its vendors
the wholesale price. Over time,
this model changed, until by 2003, all Zappos shipments were
from its own inventory. This
evolution was primarily driven by the company’s focus on
customer satisfaction.
The Drop-Ship Model
The original “drop-ship” approach had two major problems.
First, inventory information on the
website was only about 95 percent accurate. The company
received this information from its
vendors in many ways, including fax, phone, and email. The
update process was essentially
manual, and was unreliable both due to uncertainties in the
vendors’ inventory records and poor
timeliness of information updates. This led to frustration for
customers, since they could place
orders for products that were not in stock, leading to
cancellation or long delivery times.
26. The second problem with the drop-ship approach was that
Zappos did not know when a customer
order had been shipped. The vendor might promise to ship an
order within a few days, but if it
received a large order from a major department store, the
Zappos customer’s order might be
delayed. The customer was unhappy, and Zappos would not
know that there was a problem until
the customer called to inquire about the order.
Bringing Inventory In-House
In response to these problems, in November 2000 Zappos began
to stock its own inventory. One
of the requirements of some of its vendors had been to have a
physical store before they would
sign up to be online suppliers (this was in the early days of
Internet retailing, and manufacturers
were unsure about the effectiveness of online selling). In order
to meet this requirement, Zappos
had purchased a shoe store in Willows, California that was
going out of business but carried the
appropriate brands.
One of the attractions of Willows was that it was much less
expensive than the San Francisco
Bay Area, so when the company decided to carry its own
inventory, it purchased an abandoned
department store across the street from the shoe store, and
turned it into a warehouse and
distribution center. However, Willows, about 100 miles north
of Sacramento, was not ideally
located to be an Internet distribution center. There was no
major airport nearby, and shipments
were made by UPS Ground. The warehouse was a manual
operation.
27. While bringing some inventory in-house, Zappos continued to
use the drop-ship approach with
many of its vendors.
Experimenting with Third-Party Fulfillment
Zappos quickly outgrew its Willows distribution center, which
had only 30,000 square feet. UPS
approached the company to manage its inventory and
fulfillment. Under this program, Zappos
14 The company’s original website was shoesite.com, but this
was later changed to Zappos.com.
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p. 11
would continue to own the inventory, but it would be stored in a
UPS facility near its hub in
Louisville, Kentucky. Order fulfillment would be handled by a
third party. The proposal offered
several advantages, the most significant being that about two-
thirds of customers could receive
deliveries within two days using UPS Ground—and at a lower
28. cost than shipping from Willows.
Inventory and fulfillment would be managed using automated
tools, which would be more
efficient than the manual methods used at Willows, but without
Zappos having to make a major
capital investment. In 2001, after performing a detailed
analysis, Zappos moved its inventory to
the UPS facility.
Within 6 to 8 weeks, however, it was clear that this approach
would not work. The Zappos
business involved more stock-keeping units (SKUs) than the
system could handle, since each
shoe style/size/color combination was a separate SKU. Thus, an
individual style of shoe could
require many SKUs. At the time, Zappos had about 70,000 to
80,000 SKUs.
Developing the Zappos Distribution Center in Kentucky
Zappos decided that in order to provide exceptional service to
its customers, it would need to
develop its own distribution center, designed to meet the high-
SKU needs of its business. They
found an inexpensive building in Shepherdsville, Kentucky, less
than 30 minutes from the UPS
hub in Louisville. Due to a lack of capital, the company needed
to build its warehouse as
inexpensively as possible. As a result, they used static
inventory shelving and hand-held bar
code scanners, which stored information that was later uploaded
to the inventory management
servers—the cost of wireless communication between scanners
and servers was beyond the
company’s budget constraints.
The Zappos team did not have previous experience in
29. developing complex inventory
management systems. Furthermore, they did not find other
companies that had addressed
problems similar to theirs, so they developed their systems in-
house. As a result, the company
developed its own systems and procedures focused on a highly
SKU-intensive business that
required virtually perfect inventory accuracy. To help bring up
the new warehouse, Hsieh
moved to Kentucky for five months, doing much of the software
coding himself.
From the company’s earliest days, Zappos had developed its
own software, optimized to meet its
needs, using open source programs in order to minimize costs.
This practice was still in place in
2008. The company’s rapid growth required continual
upgrading of both hardware and software
in order to keep up with the escalating volume and to deliver a
superior customer experience. At
the end of each year’s holiday selling season, the IT group
(always small, considering the
company revenue, and numbering about 30 people in 2008)
would make plans to provide double
the capacity of the just-finished holiday season for the
following year’s holiday season. They
implemented these plans by mid-year, so that all systems could
be thoroughly tested before the
new capacity was required.
In its new warehouse, stock locations were randomly assigned.
A given stock bin might hold up
to 20 pairs of shoes, but these would not be the same style, or
even the same brand. The random
stocking approach had a number of advantages—while keeping
all shoes from a given brand
30. together sounded like good organization, it created problems
when they started shipping, and
creating missing spaces in stock bins. Using random stocking,
when a shipment arrived, it was
separated into pairs of shoes, which were placed in the nearest
available bins. The stock worker
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p. 12
scanned the shoe box and location when placing the box into a
bin, telling the system the
location of that particular item. When a stock picker went to
get a box that had been ordered, it
was easy to find the appropriate box in the bin, since it would
be located with different styles of
shoes from different manufacturers—the worker did not need to
distinguish between the size 8
shoes stocked next to the size 8½ shoes of the same model
sitting next to it.
As its business grew, Zappos increased its warehousing
capacity. The initial 265,000 square foot
facility was filled to capacity by 2006, and the company opened
a new 832,000 square foot
31. facility, of which half was retained for future growth.
Warehouse operations also became more
sophisticated. The initial warehouse consisted of static
shelving and simple conveyors. The new
facility had some static shelving, but with automated conveyors.
It also had automated carousels
that spun until they reached the needed item, much like systems
commonly used in dry
cleaners—except that each of the 128 carousel loops in place by
2008 contained 32 units per
floor and were stacked four stories high. In 2008, Zappos added
more automation to its
warehouse operations by installing a robotic system in which
robots picked up shelves that
contained the items to be picked (or empty places for items to
be stocked), and brought the
shelves to the workers. This greatly increased worker
efficiency—in the first year it was more
than twice as efficient as either the static or carousel methods.
It was also more scalable, since
new shelves and robots could be easily added when needed.
(See Exhibit 2 for photographs of
the Zappos distribution center.)
The End of Drop-Shipments
Until 2003, Zappos was still sending orders to its vendors for
drop-shipping, although the
percentage of shipments from the company’s own inventory
increased as it grew. The source of
the delivery, whether from the Zappos warehouse or drop-
shipped from the vendor, was
transparent to the customer. However, evaluation of customer
satisfaction showed that
customers served by the Zappos warehouse were happier than
those whose orders were drop-
shipped.
32. By March 2003, about 75 percent of orders were being shipped
from the Zappos warehouse. The
company decided that it could not provide customer service that
lived up to its own standards by
continuing the drop-ship business. The company leadership
evaluated the situation, and decided
that it should define itself not as a shoe company, but as a
“service company that happens to sell
shoes.” Hsieh explained, “We decided that we wanted to stand
for something more than just
making money selling shoes.” The service results at that time
were not what Hsieh and the other
leaders wanted them to be, but the revised focus helped
concentrate attention on what the
company needed to do in order to be recognized for superior
service.
Zappos immediately stopped using drop-shipments, cutting off
25 percent of its business in the
short term. Zappos built this business back up as it increased
its inventory to include those items
that had previously been drop-shipped.
The decision to bring all inventory in-house allowed Zappos to
take those systems and
procedures improvements required to increase inventory
accuracy to nearly 100 percent. When
the last item of a particular style/color/size was sold, that item
no longer appeared on the website.
Thus, any item that a customer selected online was in stock—
the only exception being when
there was just one left in inventory, and two customers had that
item in their shopping carts at the
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same time. The first one to check out would receive the item.
As with all Zappos activities,
providing outstanding customer service drove the company’s
operations—in this case, the
requirement for exceptional inventory accuracy, with an
objective of 100 percent accuracy.
Zappos showed inventory statistics on its home page. On
November 25, 2008, for instance, the
warehouse had 1,417 brands, 152,677 styles, 824,277 UPCs, and
2,851,610 total products
available for shipment.15
SUPPLY CHAIN MANAGEMENT
Buying
The traditional practice followed by shoe manufacturers was to
develop new shoe styles that
would be introduced at trade shows. Retailers would place
orders for the upcoming selling
season for delivery throughout the season. The manufacturers
built to these orders, with a
34. relatively small surplus available in case the styles became
highly popular.16 If a retailer ordered
too many units, it would have excess inventory that had to be
disposed of, generally by selling at
a steep discount. However, if a style became a huge hit, the
manufacturer would not be able to
increase deliveries, as it could not restart production, and the
retailer would lose potential sales.
Each brand had a monthly availability schedule, and retailers
would place orders for specific
numbers of units to be delivered each month. Making optimal
purchasing decisions was based
on setting the right delivery schedule—both the number of units
and delivery timing. These
decisions required experience on the part of the buyers, and a
good sense of the market. This
was particularly true in Zappos’ early days. Selling shoes over
the Internet was new, and the
most relevant model was catalog mail order sales. Mossler’s
experience in the industry was
particularly critical during this time. He explained, “It’s about
your feel. You got a sense for the
brands that were currently selling on the site, and how they
were doing. You had a sense for
how big a potential a new brand could have…. You just made
your bets.”
By 2008, the merchandising department had about 100
employees, about half of whom were
buyers and assistant buyers. These were the primary points of
contact for vendors. Zappos had
an Extranet, which vendors could use to see the same
information that the Zappos buyers saw,
such as on-hand inventory, sales, pricing, and margins. This
enabled Zappos to benefit from
35. having thousands of buyers (both Zappos and vendor personnel)
evaluating the inventory. If a
vendor saw that a product was selling well, and the vendor had
additional stock, s/he might call
the appropriate buyer and suggest that Zappos purchase more
inventory. On the other hand, if an
item was selling slowly at Zappos, but the vendor needed more
product for other distribution
channels, s/he might suggest that Zappos reduce future
scheduled deliveries.
15 Zappos.com homepage, http://www.zappos.com (November
25, 2008).
16 An exception to this practice was Crocs, the manufacturer of
plastic shoes and sandals. For a description of the
Crocs supply chain, see the Stanford GSB case, “Crocs:
Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage,” GSB No. GS-57.
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p. 14
“Powered by Zappos”: Operating a Supply Web
36. The Zappos supply chain was not as simple as the linear process
of placing orders with its
suppliers, stocking inventory, and shipping orders to customers.
For instance, in 2007, Zappos
purchased 6pm, a discount online shoe retailer (described in
more detail below). When 6pm was
integrated into Zappos, the 6pm.com website sold product that
was in the Shepherdsville
warehouse, exactly in the same way as the Zappos.com
website—the products were handled in
exactly the same way, and a product on the 6pm.com website
might be sitting in an inventory bin
next to a product on the Zappos.com website, even though each
website displayed different
products.
The capability that Zappos created to sell online to individual
customers was also valuable to its
vendors’ direct sales initiatives. Most manufacturers of retail
products had distribution systems
that were built around shipments of relatively large numbers of
goods to retail stores, or to
distribution centers operated by large store chains. For
instance, a manufacturer selling shoes to
Nordstrom would deliver large bulk orders to a Nordstrom
distribution center. Nordstrom would
then supply a relatively small number of stores from this
distribution center. The transfer of
individual pairs of shoes to customers would occur at the
Nordstrom retail store.
As the Internet developed as a credible, popular, way of selling
to the public, some
manufacturers wanted to be able to sell directly to customers.
To do this, they needed to develop
websites to sell products, and a distribution network to deliver
37. products directly to customers—in
small shipments to large numbers of destinations. For
companies that had previously sent large
shipments to relatively few destinations, this was a difficult
challenge—to say nothing of the
new requirement to process lots of orders for single units of the
products, handle billing to
individual consumers, and deal with individual returns. The
companies would have to develop
several areas of competence: the technology to design and run a
retail website, a call center to
deal with customer questions and problems, and a distribution
system optimized for delivery to
retail customers.
These were all areas in which Zappos excelled. In order to help
manufacturers sell directly to
consumers, Zappos developed a program called “Powered by
Zappos.” Under this program,
Zappos developed and ran the website for these companies, ran
the call center, and distributed
directly to customers. Suppose the manufacturer was the
hypothetical “Smith Shoe Company.”
Customers would go to the company website, smithshoe.com,
which would display all the
available shoes. The Smith Shoe website included a prominent
“Powered by Zappos” logo. The
customer ordered a shoe, and the order was sent to the Zappos
distribution center, where it was
handled just like any other order. Customers that had a
question or problem called the number
on the Smith Shoe website, which was answered by an operator
at the Zappos call center. Smith
Shoe paid Zappos to develop and run the website, and to handle
its customers at the call center.
Zappos purchased inventory that was sold on the Smith Shoe
38. website, as it did for items sold on
the Zappos website—in fact, the inventory was the same, even
though it was offered on two
websites. In all cases, regardless of which website a customer
used to place an order, Zappos
bought products from its supplier at wholesale prices, and sold
to the customer at retail prices.
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Lin observed one of the benefits of having a single inventory
serving multiple online stores:
One interesting aspect of our business from a supply chain
perspective is that in
the brick-and-mortar world, every time you open a store it has
to have its own
display space, its own shelf space, and its own inventory space.
The way we’ve
opened up these stores online, you can have different windows
39. to access the same
inventory; you can just create verticals. Our main site has
access to the same
inventory, or we have a limited selection of our verticals related
to running, for
example. Or, I can show you a specific brand through our
Powered by Zappos
site, or through letting other people sell our products, as in
Overstock or on the
6pm site. It’s accessing the same inventory, so over time it will
be much, much
more efficient than in the brick-and-mortar world.
Thus, Zappos created a supply web, in which the same inventory
could be accessed through
many websites (Exhibit 3). In 2008, several companies sold
shoes through the Powered by
Zappos program.
Scheduling Product Delivery
One of the challenges facing Zappos was scheduling deliveries
from its suppliers to the
distribution center. In 2008, the company placed orders with
more than 1,400 different brands.
Orders typically involved multiple delivery dates. Zappos gave
suppliers delivery windows to
help schedule when products arrived at the distribution center,
and to try to smooth the receiving
schedule. Zappos received products five days a week, even
though the warehouse operated
around the clock, seven days a week for shipping products to
customers—the company’s primary
objective was getting products on a truck to go to UPS within
four hours of a customer order.
40. The large number of shipments from its vendors led to traffic
management difficulties for the
warehouse. One of the challenges Zappos faced was that it had
limited visibility into the
manufacturers’ supply chains, and there was a high degree of
uncertainty as to the actual day that
a shipment would arrive at the warehouse—while a
manufacturer might state availability on
August 1, and Zappos might specify a quantity to be delivered
from that availability, in practice,
the shipment might arrive any time in August. As a result, there
were days in which traffic at the
warehouse was backed up waiting to be unloaded, and other
days in which relatively few
shipments arrived.
This created inefficiencies within the warehouse operation, but
was an issue that was difficult for
Zappos to address. Lin observed: “[We want] to wow not just
our customers and our employees,
but also our partners. We give them a pretty wide window,
don’t ask them to change that, and
don’t hold them [to specific requirements].”
Dealing with Excess Inventory
Brick-and-mortar stores had to clear space to prepare for the
new products that arrived each
selling season. For instance, a store would have to clear shelf
space used for sandals by August
or September, in order to make space available for boots, which
would sell during the fall and
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winter season. To do that, the store would have to drop prices
starting in July until the end-of-
season inventory was depleted.
Zappos was not constrained by the need to clear space to make
room for each season’s incoming
new inventory. It did not need to begin trying to get rid of
stock until customers reduced
demand. For instance, it found that customers bought sandals
well into the fall. When
customers slowed their purchases, Zappos would reduce
prices—but the reductions were based
on customer behavior, not on the need to make room for the
next season’s products. Conversely,
if a model sold slowly, the price could be lowered well before
the end-of-season—again, these
decisions were based on customer demand. As Hill explained,
“When we make a decision to
mark something down, it’s because customers are telling us that
they’re no longer interested in
this product at that price, so we lower the price to a point at
which they say, ‘Hey, now I’m ready
to buy it again.’”
42. In Zappos’ early days, decisions to reduce price in order to
clear slow-moving stock were made
manually. If a shoe style was in stock for 60 days, and no sales
had been made, they would
lower the price. As the company grew, this process was
automated. The company assigned sell-
through percentages to each product. For instance, it might
expect a given style to sell-through
at 25 percent per month. For an initial period, such as the first
60 days, it would maintain the
price regardless of sales. After that, if the product did not
achieve its target sell-through, the
system would automatically mark down the price until it
achieved the sell-through plan. If sales
picked up to the point where they exceeded the plan, the price
might be adjusted back up.
Zappos did not want its success to be based on discounting,
however. The basic operating
principle of the company was to deliver the very best service.
Thus, with respect to disposing of
excess inventory, the primary focus was on the buying decision.
Zappos wanted to have the right
products, in the right quantities, at the right time. To the extent
that it made these decisions
correctly, it would have less slow-moving inventory to deal
with.
However, it was inevitable that there be some excess inventory,
and the company adopted a
number of approaches to address the issue. It would only
discount to a limited degree on the
Zappos.com website—as a full-service site, with free shipping
and returns, there was not enough
margin to support deep discounts. Furthermore, deep discounts
on the site would dilute the
43. Zappos brand and inhibit sales of new models. For instance, if
a runner needed new shoes, and
the site had both this year’s model and last year’s model, it
would be difficult to sell the new
model if the old one was heavily discounted.
To supplement the automated discounting program for selling
excess inventory, Zappos opened
several outlet stores. The first, adjacent to the company’s
Kentucky warehouse, opened in 2004.
Beginning in 2006, the company opened stand-alone outlet
stores in four other locations. In
2007, Zappos bought the online shoe company 6pm, a
discounter that sold surplus or end-of-
season shoes to a different customer base. Zappos customers
typically viewed service as very
important, and were extremely loyal, while 6pm customers were
looking for the best price, thus
tended to shop around for the best deals. With the 6pm
purchase, Zappos now had an online
outlet for slow-moving inventory—it could move these products
to the 6pm site, where they
could be discounted as much as necessary without damaging the
Zappos brand. 6pm customers
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44. p. 17
also paid for shipping (both for delivery and returns). Thus,
Zappos could be preserved as a full-
service, full-margin operation, while prices on the 6pm site
could be discounted as required to
move inventory.
After 6pm was integrated into the Zappos operation, all the
inventory was held at the Zappos
warehouse in Shepherdsville. Orders from the Zappos.com and
6pm.com sites were handled
identically at the warehouse, except that Zappos orders shipped
in Zappos-branded boxes, and
6pm orders were shipped in ordinary brown corrugated boxes.
In 2008, Zappos also initiated a relationship with Overstock, an
online discount retailer, as a way
to liquidate excess inventory. In this arrangement, Zappos
drop-shipped from its Shepherdsville
distribution center to Overstock’s customers.
Opportunities for Improvement
Hsieh realized that the supply chain still contained
inefficiencies. One, as discussed earlier, was
the problem of inbound freight, which was difficult to
coordinate and resulted in uneven
deliveries. There was also inefficiency in the overall supply
chain reaching back to the shoe
production. Most shoes were manufactured in China, then sent
to the shoe companies in the
U.S., where they were stored. The shoes were then sent to
Zappos in Kentucky. Shipping some
or all of those shoes destined for Zappos directly to the Zappos
45. Kentucky distribution center
would increase overall supply chain efficiency.
Many of the deliveries to Zappos also were made with partial
truckloads (“less than truckload”
or LTL). These LTL shipments came from the warehouses of
individual suppliers, resulting in a
larger-than-necessary number of trucks arriving at the Zappos
distribution center (creating traffic
problems), as well as the economic inefficiency of transporting
partially full trucks. At some
volume, it might be more efficient for Zappos to have its own
truck fleet that could make pickups
from supplier warehouses and optimize cargo capacity. There
was a high concentration of
supplier warehouses in southern California, particularly in the
areas around Ontario and Long
Beach, as well as in a few locations on the East Coast.
There were also possibilities for increasing the efficiency of
outbound freight, even if the
overnight objective was still retained. Many customers could
receive shipments within one day,
using UPS Ground. Even more of the country could be served
overnight by less expensive
ground shipment over weekends, where “overnight” was
considered to be the next business day.
THE QUESTION OF INTERNATIONAL EXPANSION
Zappos had a passionate customer base in Canada. Initially the
company shipped to a freight
forwarder in the U.S., who would then ship to Canada.
Eventually, Zappos set up a Canadian
website, which handled only Canadian orders and simplified the
customs issues for customers.
46. Many brands had sold Canadian distribution rights to other
partners, so Zappos could not sell
these brands on its Canadian site. With an existing customer
base, it was possible for the
company to establish a Canadian call center and distribution
center, but to achieve substantial
volume would require negotiating Canadian distribution
agreements with many brands.
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p. 18
The company periodically considered further international
expansion, but the opportunities in the
U.S., and the costs of moving into other countries, had never
favored expansion outside North
America. Lin explained:
The debate has always been, ‘Can we be consistent to our brand,
providing great
service in the other country without having a distribution center
or call center?’
The answer is, ‘No.’ If you’re going to go to another country
47. and establish [a
distribution center and call center], not only do you have to put
in a bunch of
money, but you also have to understand the culture there. [An
equivalent size
market to the U.S.] is to serve all of Europe. Europe is
fragmented with different
layout issues and different cultural issues, and different levels
of understanding of
the desire for service.
With substantial opportunities still to be tapped in the U.S., and
significant challenges and costs
required to replicate the company’s success in foreign markets,
Zappos had rejected major
international expansion each time it had been considered. The
company did sell footwear and
bags to international customers, but charged for shipping and
returns, and required that
customers take care of taxes and duties themselves. Orders
from customers outside the U.S. and
Canada were accepted only by phone, not on the Zappos.com
website.
THE ECONOMIC CHALLENGES OF 2008
As of November 2008, Zappos had not yet seen a major impact
from the financial market
collapse and economic slowdown. The company had recorded
significant revenue increases
through the first three quarters of the year. While high-end
brick-and-mortar retailers reported
double-digit sales decreases in September and October, Zappos
continued to grow, albeit at a
somewhat slower rate.
48. Margins were decreasing, however. In addition to the
immediate impact, this brought into
question an issue that would eventually need to be considered
even in good economic times—
scalability. Some of the “wow” factor important to the
customers and to the company resulted
from labor-intensive activities which might eventually become
unwieldy or unaffordable as the
company grew. Would Zappos have to make process and
organizational changes in order to
successfully grow to $2 billion, or $20 billion in sales? (See
Exhibit 4 for 2007 sales of the top
ten Internet retailers. See Exhibit 5 for financial results of
Zappos and other retailers.)
Customer behavior also seemed to be changing. Traditionally,
customers came to the
Zappos.com site and purchased directly. However, as the
economy struggled, Zappos noticed
that customers came to the site many times, through multiple
channels, before finally placing
orders. They might view the site directly, come through
affiliate sites, through comparison
shopping engines, through a Google ad, and then finally buy.
The changing economy posed challenges on many fronts. In
looking at how best to prepare for
difficult economic times, the company looked at all aspects of
its business for improvements and
efficiencies, including its supply chain.
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49. Global Supply Chains 2018 Fall taught by CANAN GUNES
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GS-65
p. 19
STUDY QUESTIONS
1. What are Zappos’ core competencies and sources of
competitive advantage? How
sustainable are they? What role does corporate culture play in
these questions?
2. How important is next day air shipment to the customer
experience? Is it worth the cost?
How might you change it in the cost-conscious environment
facing the company in late
2008?
3. How would you expand the business? Would you add more
products, more geographies,
or by selling private labels? As you expand the business, how
can the company become
more profitable, particularly in light of the costs associated with
the focus on service?
4. How would you expect the environment of a more cost-
conscious consumer to affect
Zappos’ business? What can Zappos do in such an environment
to maintain sales
growth?
50. For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
p. 20
Appendix
Zappos Culture and Values
Step into the lobby of Zappos’ headquarters outside Las Vegas,
and you know you are visiting a
company with a unique culture. The room feels like a well used
(but well cared for) college
dorm activity room. The lights are low and the aroma of
popcorn wafts from a popper sitting on
the receptionist’s desk. There is a large video dance game,
“Dance Dance Revolution” awaiting
both visitors and employees. You wait on a comfortable sofa.
There are bookshelves filled with
many copies of popular business and motivational books. The
rules for this library are simple:
you can take any book you want, you do not need to return it,
but you must read it.
51. The unique nature of the company culture does not end at the
lobby. Each work area in the
building is highly decorated. Employees work in an open office
environment, but not in
conventional, discrete cubicles. Instead, aisles are denoted by
low (four foot) modular walls.
Divisions between adjacent employee workspaces are low.
There is no dividing wall between
workspaces on one side of the aisle and those on the other. The
company’s senior executives,
including Hsieh, Lin, Mossler, and Hill, are located in the
middle of such an aisle,
indistinguishable from any other employee. In short, the
working environment reinforces a
belief that employees do not operate as individuals, but are part
of a team, and teams are part of a
larger organization—everyone involved plays an important role,
and everyone contributes
together.
As a visitor tours the offices, the employees in each aisle give a
warm welcome—sometimes by
giving a big smile and waving, sometimes by other forms of
recognition. In one case, one
employee starts a recording of music, at the end of which the
entire group rings cow bells.
Clearly, these people are happy to be where they are, doing
what they are doing, and working
with their colleagues.17
Like many start-up companies, Zappos culture and values began
to develop at the company’s
formative stage. There were relatively few employees, and
many of them were involved with
each new hire. As companies grow, the culture generally
evolves to be more formal, losing the
52. highly collaborative, family atmosphere. Hsieh and Lin had
seen this at Link Exchange, where
the company had been a financial success, but had ceased to be
a fun place for employees to
work and spend their time.
Following the Link Exchange experience, Hsieh and Lin
believed that it was just as important to
grow the culture every year as it was to grow revenues and
other business metrics. In 2004,
Hsieh sent an e-mail to all employees asking “What does the
culture mean to you?” The
responses were then distilled down to 10 values:
1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and a Little Weirdness
17 Zappos provides tours to anyone who requests them. For
information, contact [email protected] To see a
video of the Zappos environment, including interviews with
Tony Hsieh, see an ABC Nightline segment available at
the bottom of the Zappos.com homepage (November 24, 2008).
For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
53. p. 21
4. Be Adventurous, Creative, and Open Minded
5. Pursue Growth and Learning
6. Build Open and Honest Relationships with Communication
7. Build a Positive Team and Family Spirit
8. Do More with Less
9. Be Passionate and Determined
10. Be Humble
These values played an important role in new employee hiring
decisions, in training, and were
reinforced by everyday actions throughout the organization. In
the recruiting process, potential
employees were interviewed in a traditional fashion regarding
their ability to do the work. The
human resources department then intensively interviewed them
to ensure that they were
compatible with the company values. Take, for instance, the
value “Be Humble.” When
interviewing experts for senior positions, if the recruit exhibited
excessive ego or arrogance, that
person would not be hired. For this reason, the company
preferred to train employees to take
higher-level positions than to bring in experienced outsiders.
Another value was “Create Fun and a Little Weirdness.”
Potential employees might be asked to
rate how “weird” they were on a scale of 1-10. Hsieh observed,
“If they say ‘one,’ we won’t hire
them…. If they’re a 10, they’re probably too psychotic for us.
We like 7s or 8s.”18 One example
of “fun and a little weirdness” was the weekly practice of a
54. department (varying from week to
week) dressing in costumes and parading through the office.
Hsieh described the Zappos culture as follows:
To me, the Zappos culture embodies many different elements.
It’s about always
looking for new ways to WOW everyone we come in contact
with. It’s about
building relationships where we treat each other like family.
It’s about teamwork
and having fun and not taking ourselves too seriously. It’s
about growth, both
personal and professional. It’s about achieving the impossible
with fewer people.
It’s about openness, taking risks, and not being afraid to make
mistakes. But most
of all, it’s about having faith that if we do the right thing, then
in the long run we
will succeed and build something great.19
One might expect that the exuberance of the workforce, and the
strong, cohesive, fun-loving
culture emanated from a rowdy, boisterous, over-the-top, leader.
Nothing could be further,
however, from Hsieh’s personal style, or that of the other senior
leadership. Hsieh was quiet,
humble, and extremely soft spoken. The other senior leaders
were mature, calm, and
professional. The specific culture was not dictated from the
top, but rather grew from the
employees. The role of the leaders was to cultivate it, reinforce
it, and ensure that those
attributes that fostered passion and joy among the employees
55. were not casualties of the
company’s success and continued growth.
18 Helen Coster, “A Step Ahead,” Forbes, June 12, 2008, pp.
80.
19 Zappos.com 2008 Culture Book, p. 12.
For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
p. 22
Lin described what the executives told new employees during
their initial training:
We tell all the employees, ‘This cannot be just me, or Tony
[Hsieh], or Fred
[Mossler], or Steve [Hill], or anybody else who’s on the
management team’s
culture. It’s everybody’s culture here and it’s important that
you live, breath,
inspire the culture, and build upon it. All this is user generated.
We don’t ask
people to do any of this stuff, it just builds upon itself. If
56. you’re passionate about
it, please build upon it.’
Mossler observed that the Zappos culture fostered excellence:
Everyone’s focused on just being the very best at whatever
particular department
they are in. I’d say that’s definitely a thread that runs
throughout the company.
It’s a lifestyle…. They’re always living, breathing, and thinking
about the
company. After work, people don’t go home and forget about
what happened at
Zappos. They go out with other Zappos employees, and they
have fun, they bond
and build relationships, but they’re always talking about, ‘How
can we move the
business forward? How can we innovate? How can we make it
better?’
Every new employee, whether entry level or senior manager,
went through the same four-week
training program. Midway through the training, Hsieh offered
the new hires a bonus, plus pay
for the time they have been with the company, to quit. The size
of the bonus had increased over
time, and in 2008, was $2,000. The objective was to ensure that
any new employee who stayed
was passionate about the company and its values, and to
identify those who were not as soon as
possible. Throughout the company’s history, the acceptance
rate for these bonuses was just 2-3
percent. Since the call center turnover rate was higher than 2-3
57. percent, Hsieh commented that,
“To me, it says that the offer is not high enough.” Either the
hiring process was not matching the
company and employee properly, or “We didn’t do a good
enough job of training them on an
ongoing basis after the initial couple of weeks. Or sometimes
other stuff happens in their lives
that makes them less focused on work.” Employees who stayed
more than 90 days, however,
generally stayed for the long term.
At the end of the training, all Las Vegas new hires, regardless
of the job they were hired for,
worked for at least two weeks as call center operators,
interacting with customers. At some point
in their first year, they would also spend at least a week
working at the Shepherdsville
warehouse, learning how orders were fulfilled. Zappos believed
it was important that all
employees have a full understanding of the business. Many
employees hired at Shepherdsville,
particularly those at supervisory or higher levels, went to Las
Vegas to participate in the new hire
training, if possible during their first year with the company.
Each year, Hsieh sent an e-mail asking each employee, as well
as the company’s affiliates and
business partners, to write a few lines describing what the
Zappos culture meant to them. They
were not to discuss this with their colleagues. If they had been
employees the previous year,
they were not to look at what they had written before until they
had made their new submission.
These were put into a book, which was published. The 2008
edition was about 475 pages long.
While no entry could be characterized as “typical,” there was
58. definitely a common feeling
For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
p. 23
among them as contributors told stories of the importance of
Zappos in their lives, and what the
company culture meant to them. The following comment by one
employee is representative of
the sentiment expressed by many:
I am truly grateful each day I walk through the doors that I can
be challenged,
encouraged, and grow; I can laugh and play. I am able to spend
my days in an
environment that operates with and supports the same beliefs I
hold close to my
heart. There is really no place like zome.20
Company partners were also asked to contribute. One
commented on the relationship between
culture and company success:
59. From the moment that I first researched Zappos I knew there
was something
special happening within the company. I wanted to know how a
company could
successfully grow as quickly as Zappos. I found the answer to
my question as
soon as I walked in the door of the Zappos campus. I felt
welcomed and the
campus was buzzing with friendly people. As I toured the
campus, almost
everyone introduced themselves by name and gave me a brief
description of their
job. I could tell everyone was proud of their careers and
enjoyed being part of the
Zappos team. I believe that the positive energy that’s being
unleashed by the
Zappos team is the key to Zappos’ success.21
20 Quote from Kelly D., Merchandising Department, in “2008
Culture Book,” Zappos.com, p. 221.
21 Quote from Leslie W., of Zappos.com partner Fleur’t, in
“2008 Culture Book,” Zappos.com, p. 457.
For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
60. p. 24
Exhibit 1
Zappos Gross Revenue Growth
0
200
400
600
800
1000
1200
$Million 1.6 8.6 32 70 184 370 597 840 1000
2000 2001 2002 2003 2004 2005 2006 2007
2008
(est)
Zappos growth in gross revenues, 2000-2008. Returns typically
ran in the range of 35-37
percent of gross revenues.
61. Source: “2008 Culture Book,” Zappos.com, p. 9.
For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
p. 25
Exhibit 2
Zappos Distribution Center, Shepherdsville, Kentucky
Shepherdsville Distribution Center Static Shelving
Carousel Robots (and operator)
with shelves at work station.
Robotic inventory area.
62. Source: Zappos.com (with permission).
For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
p. 26
Exhibit 3
Zappos Supply Web
SupplierA.com, etc. are “Powered by Zappos” sites.
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This document is authorized for use only by Zhaohui Liu in
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63. Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
p. 27
Exhibit 4
Top Internet Retail Businesses in 2007
The top ten Internet retail companies in 2007, according to
Internet Retailer, were:
Rank Company Web Sales Volume
($ billion)
1 Amazon.com 14.8
2 Staples Inc. 5.6
3 Office Depot Inc. 4.9
4 Dell Inc. 4.2
5 HP Home and Home Office
Store (Hewlett-Packard Co.)
3.4
6 OfficeMax Inc. 3.2
7 Apple Inc. 2.7
8 Sears Holding Corp. 2.6
9 CDW Corp. 2.4
10 Newegg.com 1.9
64. Source: “America’s Top Ten Retail Businesses,” Internet
Retailer Top 500 Guide, 2008 Edition, online summary
(http://www.internetretailer.com/top500/list.asp, accessed
January 23, 2009).
For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
Zappos.com: Developing a Supply Chain to Deliver WOW!:
GS-65
p. 28
Exhibit 5
Income Statement Data for Zappos, Amazon, and Nordstrom
Zappos
2008
65. Amazon
2008
Amazon
2009
Nordstrom
YE 1/31/2009
Nordstrom
YE 1/31/2010
Revenue $635M $19B $24.5B $8.6B $8.6B
Gross Margin % 35% 22% 23% 37% 38%
Operating Income % 3.4% 4.4% 4.6% 9% 10%
Annual Revenue Growth 20% 29% 28% (6%) 1%
Market Capitalization n/a $22B $59B $2.9B $8.3B
Sources: Zappos data from Amazon.com Amendment Number 1
to SEC Form S-4 Registration, dated September
14, 2009, p. D-3. Amazon and Nordstrom data from company
annual reports. Stock prices (for market
capitalization) from BigCharts historical quotes
(http://bigcharts.marketwatch.com).
For the exclusive use of Z. Liu, 2018.
This document is authorized for use only by Zhaohui Liu in
Global Supply Chains 2018 Fall taught by CANAN GUNES
CORLU, Boston University from Sep 2018 to Dec 2018.
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This case study illustrates the management of a service supply
chain. When reading this case, pay close attention to supply
chain issues and the questions below. It is an interesting case
because it concerns an enterprise that is provider of both goods
and services (with both being very important to their
competitiveness).
Be sure to follow APA guidelines included on the course
Blackboard site.
Address the following questions (in at least one case, find an
article that supports your statements):
Q:List and discuss two threats to the long term sustainability
of the Zappos approach.
2 pages and at least 2 references , The case material in another
PDF I’ve upload, please follow above requirement to complete
and on time!!!