- Hallmark was founded in 1910 by J.C. Hall as a picture postcard company and has since expanded into greeting cards, gifts, and publishing. - It is now a multibillion dollar company with over 40,000 retail stores worldwide and 31,800 employees producing over 10,000 new greeting card designs annually. - Hallmark believes that high quality, creative products and services can improve people's lives and that innovation is critical to its continued success.

1. HALLMARK ORGANIZATION
www.Hallmark.com
By:
LaPetra Ingersoll

2. Hallmark’s History
 1910 – 18 yr old Joyce Clyde Hall started marketing and wholesaling
picture postcards.
 1911 – J.C. brothers joined him in the business and they named the
company Hall Brothers.
 1915 – Fire destroyed their office and inventory. They took what was left in
the safe and moved forth with the company.
 1917 – Hall brothers invented modern gift wrap
 1928 – The work Hallmark appeared on the back of every card. Company
was the first in the industry to advertise nationally.
 1932 – Hallmark signed first licensing agreement with Walt Disney
 1944 – The slogan "When You Care Enough to Send the Very Best" was first
advertised
 1949 – Creation of Hallmark signature and crown logo
 1951 – J.C. Hall received an Emmy Award for sponsoring the original opera
“Amahl and the Night Visitors”
 1954 – Name officially changes to Hallmark Cards, Inc.

3. History cont.
 1956 – Company moves to Kansas City, MO.
 1966 – Hallmark International organized
 1982 – J.C. Hall passed, Don Hall became chairman
 1986 – Hallmark Gold Crown store program became
official
 1994 – Hallmark Gold Crown® card became the first
consumer reward program in the greeting card industry
 1996 – Corporate website launched: Hallmark.com
 2002 – Donald J. Hall Jr., grandson of founder J.C. Hall,
was named president and CEO of Hallmark

4. Hallmark’s Beliefs and Values
Beliefs:
 Goods and services must improve individuals lives
 The products and services creativity and quality are vital
to the company’s success
 Innovation is very critical in attaining and sustaining
leadership
 The People of Hallmark is the firm’s most valuable
resources
Values:
 Excellence
 Heightened principles of ethics and honesty

5. Hallmark’s Vision
 “We will be the company that creates a more
emotionally connected world by making a genuine
difference in every life, every day.
 “When You Care Enough to Send the Very Best”

6. Background
 Over 40,000 retail stores including 2,400 Hallmark Gold
Crown® stores
 $87.1 million total revenues for 1st quarter of 2014
 $3.9 billion annual revenues for 2013
 31,800 total employees includes full time and part time for
both Hallmark and subsidiaries
 Over 500 designers, artists, writers, stylist, editors,
photographers, and web designers
 Estimate of 10,000 new and redesigned greeting cards
annually
 Over 49,000 variety of products
 Publishes in 30 different languages and issue to over 100
countries

7. Some of Hallmark’s Competitive Advantage
 Hallmark has Gold Crown® Program
 Hall of Fame
 Hallmark Channel www.hallmarkchannel.com
 Crayola subsidiary that motivates children to be artist and creative
 Creative greeting cards that displays emotions of music, voices, or
hand made imagination
 E-Cards, Ornaments www.hallmarkecards.com
 New innovative products like recordable storybooks
 www.hallmark.com.recordable-storybooks/

8. Hallmark’s Culture
 Hallmark’s culture consist of their mission and goals.
The individual facilities at Hallmark focus on the
corporation goals and not individual goals.
 Company’s focus is about helping people make
emotional connections with others.
 Creativity and innovation is constantly built on the
evolving needs of the people

9. Leadership and Decision Making Ability
 Hallmark has different leadership styles
 Finance director and manager have an oppressive
style
 Leaders in this department has little trust in the staff
and excluded from decision making
 Staff members participate in the decision-making
process only by attending unit-based meetings
whereby their input is heard.
 Unit managers report to the administrative leader,
and in return the chief officers report to corporate
managers for their final say in making decisions.

10. Organization Criteria
 Communication from the management is, usually,
abrasive as well as degrading with a high employee
turnover ratio
 The autocratic leadership style has not been well
accepted by the staff who works in this company
 Many workers, usually, feel inferior and intimidated
to voice any concerns they may feel, like often
working understaffed in a high acuity environment

11. Diversity
 At Hallmark, diversity has been embraced from the
lowest level of employment to the highest
 The diverse group of employees generates a range of
ideas that, usually, result in better outcomes
 The average age of a worker in Hallmark is 46.8
years

12. Change Process
 The process of organizational change involved the
procedural review to purposely upgrade and improve
the workforce of the organization
 Process required skilled personnel mostly referred to
as the change leaders
 Change leaders have been considered to undergo
different difficulties with respect to the resistance
from some of the organizations bigwigs

13. Change Process cont.
 Resistance encountered during the change process was some top
managers could not submit some of the financial data of the
organization for analysis
 They feared being uprooted out of the organization due to
mismanagement of funds.
 The resistance slowed down the change process since without the
analysis of financial data it was hard implementing a change
 Resistance they encountered involved organizational hatred, lack of
adequate cooperation from the employees, lack of adequate means
of change communication, minimal access to organizational records
since most of the employees feared losing their jobs
 These resistances manifested throughout the organization and
negatively impacted on the change process

14. Change Process cont.
 After the implementation of the change, a strategy referred to as
post-implementation strategy was applied to institutionalize and
sustain the change
 Some of these post-implementation strategies included; using a
formal structural process issuing information to the staff and have
them display how they are faring with the change process
 Second strategy involved benchmarking, which involved making
phone calls, reading articles about the organization and meeting
with the employees to get information on the progress of the change
 Thirdly, involved communicating with the employees adequately,
though organization of meetings.
 With these post-implementation strategies, the institutionalization
process was successful

15. Conclusion
 Conclusively, the hybrid organizational structure at
Hallmark, as well as its commitment to maintaining its
intended purposes constitute to an placement of goals
across all the systems and subsystems.
 It needs communication to take place between
organizational divisions and departments (Hunter,
2007).
 The environment at Hallmark is restrictive in that it
does not allow frontline workers or staffs who are dealing
with the clients to make some rash decisions by
themselves. This might sometimes cost the company
dearly in case something of an emergency sort occurs.
 (for more information on Hallmark Incorporation please click on the
link www.hallmark.com)