Presentation on Zappos competitive advantage using Twitter and other social media tools to reach out to their target consumer and generate active interest in their business
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Zappos is an online retailer founded in 1999 that specializes in shoes, clothing and accessories. It grew rapidly due to its superior customer service culture and emphasis on fast shipping, free returns and friendly customer support. In 2009, Amazon acquired Zappos for $1.2 billion but allows it to operate independently. Zappos continues to focus on customer satisfaction through its unique company culture and wide product selection. It remains a leader in online shoe and apparel sales.
Zappos is an online retailer known for its excellent customer service and strong company culture. It started as an online shoe store in 1999 and has since expanded into other product categories. Zappos emphasizes customer happiness and uses its culture as a reason to hire and fire employees. It provides services like free shipping and returns to create a competitive advantage. While this strategy has led to financial success, Zappos faces challenges from increased costs and competition from other online retailers. The document discusses Zappos' supply chain management and recommendations to address issues like uneven inbound deliveries and long shipping distances by opening a new fulfillment center or consolidating shipments.
The document provides an overview of strategic analysis for a company including a PESTEL analysis, Porter's Five Forces analysis, value chain analysis, SWOT analysis, and growth share matrix. The PESTEL analysis examines the macroenvironmental factors of politics, economics, society, technology, environment, and law. The Porter's Five Forces analysis evaluates the microenvironment including entry barriers, supplier power, buyer power, substitution threats, and industry rivalry. The value chain analysis outlines the primary and supporting activities. The SWOT analysis identifies strengths, weaknesses, opportunities, and threats. The growth share matrix examines expansion strategies.
Zappos started as an online shoe retailer in 1999 and has since emphasized outstanding customer service through its corporate culture and business model. CEO Tony Hsieh grew annual sales to $1 billion by prioritizing culture and hiring employees that fit the company's 10 core values including delivering "wow" customer service. Zappos culture is reinforced through a rigorous hiring and training process. The company also focuses on transparency with all stakeholders and on fulfilling its brand promise of fast, free shipping through investments in inventory and distribution infrastructure. This holistic focus on culture, customers, and supply chain has allowed Zappos to become a top online retailer and differentiated brand, selling to Amazon for $1.2 billion in 2009 while maintaining its
Zappos is an online shoe and clothing retailer that was purchased by Amazon in 2009. It has over 3866 employees and $2 billion in annual revenue. Zappos leverages information technology to provide a great customer experience through free shipping, 365-day returns, and 24/7 customer service. They use social media like Twitter and should expand to other sites like Pinterest. The recommendations are for Zappos to continue its leadership on Twitter and to replicate this success on Pinterest to market products.
This presentation analyzes Zappos' transition to a holacracy structure. It provides background on Zappos, discusses issues with the transition like a 15% employee loss, and analyzes performance gaps. Recommendations include checking in with employees, expanding internationally, and enhanced marketing. While Zappos profits are up significantly, transitioning fully to holacracy will be a long and difficult path.
Zappos is a leading online shoe and clothing retailer known for its excellent customer service and unique company culture. It was founded in 1999 and has grown to become a Fortune 500 company. Some key aspects of Zappos' business model include free shipping both ways, a 365-day return policy, a 24/7 customer service approach, and a culture focused on its 10 core values. Both Zappos' strong culture and customer-centric approach have helped it achieve significant growth and brand loyalty over the years.
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Zappos is an online retailer founded in 1999 that specializes in shoes, clothing and accessories. It grew rapidly due to its superior customer service culture and emphasis on fast shipping, free returns and friendly customer support. In 2009, Amazon acquired Zappos for $1.2 billion but allows it to operate independently. Zappos continues to focus on customer satisfaction through its unique company culture and wide product selection. It remains a leader in online shoe and apparel sales.
Zappos is an online retailer known for its excellent customer service and strong company culture. It started as an online shoe store in 1999 and has since expanded into other product categories. Zappos emphasizes customer happiness and uses its culture as a reason to hire and fire employees. It provides services like free shipping and returns to create a competitive advantage. While this strategy has led to financial success, Zappos faces challenges from increased costs and competition from other online retailers. The document discusses Zappos' supply chain management and recommendations to address issues like uneven inbound deliveries and long shipping distances by opening a new fulfillment center or consolidating shipments.
The document provides an overview of strategic analysis for a company including a PESTEL analysis, Porter's Five Forces analysis, value chain analysis, SWOT analysis, and growth share matrix. The PESTEL analysis examines the macroenvironmental factors of politics, economics, society, technology, environment, and law. The Porter's Five Forces analysis evaluates the microenvironment including entry barriers, supplier power, buyer power, substitution threats, and industry rivalry. The value chain analysis outlines the primary and supporting activities. The SWOT analysis identifies strengths, weaknesses, opportunities, and threats. The growth share matrix examines expansion strategies.
Zappos started as an online shoe retailer in 1999 and has since emphasized outstanding customer service through its corporate culture and business model. CEO Tony Hsieh grew annual sales to $1 billion by prioritizing culture and hiring employees that fit the company's 10 core values including delivering "wow" customer service. Zappos culture is reinforced through a rigorous hiring and training process. The company also focuses on transparency with all stakeholders and on fulfilling its brand promise of fast, free shipping through investments in inventory and distribution infrastructure. This holistic focus on culture, customers, and supply chain has allowed Zappos to become a top online retailer and differentiated brand, selling to Amazon for $1.2 billion in 2009 while maintaining its
Zappos is an online shoe and clothing retailer that was purchased by Amazon in 2009. It has over 3866 employees and $2 billion in annual revenue. Zappos leverages information technology to provide a great customer experience through free shipping, 365-day returns, and 24/7 customer service. They use social media like Twitter and should expand to other sites like Pinterest. The recommendations are for Zappos to continue its leadership on Twitter and to replicate this success on Pinterest to market products.
This presentation analyzes Zappos' transition to a holacracy structure. It provides background on Zappos, discusses issues with the transition like a 15% employee loss, and analyzes performance gaps. Recommendations include checking in with employees, expanding internationally, and enhanced marketing. While Zappos profits are up significantly, transitioning fully to holacracy will be a long and difficult path.
Zappos is a leading online shoe and clothing retailer known for its excellent customer service and unique company culture. It was founded in 1999 and has grown to become a Fortune 500 company. Some key aspects of Zappos' business model include free shipping both ways, a 365-day return policy, a 24/7 customer service approach, and a culture focused on its 10 core values. Both Zappos' strong culture and customer-centric approach have helped it achieve significant growth and brand loyalty over the years.
Tony Hsieh is the CEO of Zappos.com. Zappos started in 1999 and has grown to 1600 employees across its headquarters in Las Vegas and fulfillment center in Kentucky. Zappos prides itself on providing excellent customer service through fast shipping, easy returns, and friendly customer support. It has over 8.5 million customers and repeat customers make up over 75% of sales and order more frequently and at higher values than new customers. Hsieh outlines four things needed to build a strong brand: having a meaningful vision, focusing on repeat customers through great service or low prices, being transparent, and having a committed culture with core values.
Zappos began as an online shoe retailer in 1999 and grew significantly through focus on customer service and positive company culture. It developed core values like delivering "WOW" through service and adopted unique hiring and training practices. By 2008, Zappos had over $1 billion in annual sales across multiple product categories through its fulfillment centers and emphasis on happiness for employees and customers.
Zara is a clothing brand known for fast fashion. It was founded in 1963 in Spain and opened its first store in 1975. Since then, Zara has expanded globally and now has over 2,000 stores in 96 countries. Zara's success is largely due to its ability to design and produce clothing in only two weeks in order to quickly respond to the latest fashion trends. It focuses on rapid production in small quantities, frequent store replenishments, and using its stores as a way to get customer feedback. Zara's core competencies include its vertical integration of design, production, and sales as well as its ability to quickly recreate fashion.
This document provides a case study on Shouldice Hospital, a specialized hospital for abdominal wall hernia repairs located in Ontario, Canada. It discusses the hospital's history, operations, unique service concept, and financial performance. While Shouldice Hospital has been very successful with its specialized focus on hernia repairs, it is now facing capacity constraints and limited ability to meet growing demand due to its specialized workforce and operating model. Some alternatives proposed to address this include adding Saturday operations, expanding the facility, or establishing a new hernia-focused facility.
Buckmeister's proposal of using on-site customer feedback cards is recommended. Feedback cards can provide real-time customer preferences cost-effectively. Descriptive research techniques will be used, including quantitative observation methods like an NPS survey. Primary data sources are interviews, surveys, and social media monitoring. The expected outcomes are insights into customer preferences, purchasing decisions, and behaviors to identify areas for menu, marketing, and promotional improvements.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Organization 2005 was P&G's structure implemented in the 1990s that focused on cost savings through job cuts and standardized global processes. However, it failed to fully resolve tensions between regional and product management. It also resulted in a risk-averse culture with little tolerance for failure. Given P&G's profit warning and falling stock price since Organization 2005, the document recommends Lafley dismantle the structure and develop a new global framework after carefully analyzing previous structures and Organization 2005's negative effects.
Zappos is an online shoe and clothing retailer founded in 1999 that pioneered exceptional customer service. In 2010, Amazon acquired Zappos but allowed it to operate independently. Zappos emphasizes its core values like delivering "WOW" customer service through a fun work culture, generous return policies, and social mission. While past issues included layoffs and a security breach, Zappos maintains transparency and focuses on stakeholders through ethical risk management and competitive advantages like free shipping.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
The document discusses Walmart's efforts to compete with Amazon in online retail. It provides an overview of Walmart and Amazon's business models, Porter's five forces analysis, strategic acquisitions timeline, SWOT analysis, value chains, change processes, modular architecture, multi-sided platforms, and financial analysis. It analyzes how Walmart can leverage its strengths in grocery retail and supply chain to grow its online business and diversify beyond grocery to maintain competitive advantage against Amazon.
In response to a huge crisis in 2000, the new CEO of Procter & Gamble has to decide whether to continue with an unusual organizational design or to revert to the old matrix organization. Describes all the organizational designs used by Procter & Gamble from the 1920s onward, including geographic, product, and matrix architectures. Market development organizations, global business units, and global business services unit, each of which is heavily interdependent with the others and none of which has a clear decision-making advantage, comprise the unusual organizational design. Examination of the different organizational designs, trade-offs associated with each organizational architecture as well as the accompanying implementation problems
AIC Systems is a Taiwanese electronics manufacturer that began producing printed circuit boards and has expanded into consumer electronics. They were facing problems with low productivity on their netbook assembly lines due to inconsistent operations, bottlenecks, and a spike in production demands. To address this, they implemented several solutions including adopting a batch manufacturing process with gravity feed shelves to reduce re-stocking times, assigning dedicated floaters to each line, and improving material, machine, and capital productivity metrics to better utilize existing resources and boost output.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
SaleSoft, Inc was founded in 1993 to develop software that drives efficiencies in sales, marketing, and customer service processes. Their flagship product is PROCEED, a comprehensive sales automation system (CSAS). PROCEED automates the entire sales cycle from lead generation to post-sales support. SaleSoft is considering launching a new product called Trojan Horse, focused only on sales automation. Trojan Horse would offer quick entry into new customer accounts but could distract from PROCEED and cannibalize its sales. After analyzing the products, market, and financial projections, the recommendation is for SaleSoft to continue focusing on PROCEED due to its strategic alignment and greater long-term returns.
Starbucks is a global coffee company and coffeehouse chain headquartered in the US. It generates over $14 billion in annual revenue with over 200,000 employees. Porter's Five Forces analysis indicates rivalry is high in the coffee industry, but the threat of new entrants is low due to market saturation. Starbucks' value chain consists of primary activities like procurement, roasting, and customer service that directly create value, as well as support activities like training and technology that enhance value creation. Starbucks relies on high quality products and excellent customer service for marketing rather than large advertising budgets.
Yushan Bicycles, a Taiwanese bicycle manufacturer, established subsidiaries in Asia, Europe, and Australia as part of its international expansion plan. Yushan Australia (YA) was experiencing quarterly losses due to issues with hiring staff, warehouse space, and delayed deliveries compared to other subsidiaries. The document identifies problems with YA's sales and supply chain strategies and lack of trust between YA and headquarters. It provides recommendations for YA to target new customer segments in Australia, improve communication between subsidiaries, and give Hamilton more time to implement his strategies to prove effectiveness.
Progressive Insurance was founded in 1937 and pioneered innovations in the auto insurance industry, such as offering policies to high-risk drivers and 24/7 claims services. In the 1990s, Progressive launched further innovations like providing competitor quotes over the phone and using immediate response vehicles to quickly settle claims on-site. One major innovation was Autograph, launched in 2000, which used GPS technology to track vehicle usage and offer lower rates to drivers with good behavior. While innovations increased efficiency and customer service, they also increased costs and raised privacy concerns, so recommendations were made to expand technologies slowly and focus on research and larger cities first.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
The document discusses Aqualisa's Quartz shower valve which was intended to improve on existing shower technologies but struggled initially. It provides details on the UK shower market, Aqualisa's distribution channels, and the development of the Quartz valve. While the Quartz valve had technological advantages, plumbers were wary of innovation and it was priced too high. As a result, few units sold in the first few months through trade shops and showrooms.
The document discusses third party logistics (3PL) providers. It begins by defining 1PL, 2PL, 3PL and 4PL providers and their roles in the supply chain. It then covers the evolution of 3PL, services provided, benefits of using 3PL, types of 3PL providers including transportation-based, warehouse/distribution-based and more. New technologies in 3PL and relationship management are also discussed. The document concludes with a case study on selecting a 3PL using multi-criteria decision making.
Zappos.com is the world's largest online shoe and clothing retailer, generating $1 billion in annual sales. Its core competencies are delivering outstanding customer service and a delightful customer experience through its highly trained call center agents, next-day delivery, generous return policy, and strong corporate culture. However, in a more cost-conscious environment, Zappos will need to reduce expenses like surprise delivery upgrades while maintaining its focus on customer service to continue its sales growth.
Tony Hsieh is the CEO of Zappos.com. Zappos started in 1999 and has grown to 1600 employees across its headquarters in Las Vegas and fulfillment center in Kentucky. Zappos prides itself on providing excellent customer service through fast shipping, easy returns, and friendly customer support. It has over 8.5 million customers and repeat customers make up over 75% of sales and order more frequently and at higher values than new customers. Hsieh outlines four things needed to build a strong brand: having a meaningful vision, focusing on repeat customers through great service or low prices, being transparent, and having a committed culture with core values.
Zappos began as an online shoe retailer in 1999 and grew significantly through focus on customer service and positive company culture. It developed core values like delivering "WOW" through service and adopted unique hiring and training practices. By 2008, Zappos had over $1 billion in annual sales across multiple product categories through its fulfillment centers and emphasis on happiness for employees and customers.
Zara is a clothing brand known for fast fashion. It was founded in 1963 in Spain and opened its first store in 1975. Since then, Zara has expanded globally and now has over 2,000 stores in 96 countries. Zara's success is largely due to its ability to design and produce clothing in only two weeks in order to quickly respond to the latest fashion trends. It focuses on rapid production in small quantities, frequent store replenishments, and using its stores as a way to get customer feedback. Zara's core competencies include its vertical integration of design, production, and sales as well as its ability to quickly recreate fashion.
This document provides a case study on Shouldice Hospital, a specialized hospital for abdominal wall hernia repairs located in Ontario, Canada. It discusses the hospital's history, operations, unique service concept, and financial performance. While Shouldice Hospital has been very successful with its specialized focus on hernia repairs, it is now facing capacity constraints and limited ability to meet growing demand due to its specialized workforce and operating model. Some alternatives proposed to address this include adding Saturday operations, expanding the facility, or establishing a new hernia-focused facility.
Buckmeister's proposal of using on-site customer feedback cards is recommended. Feedback cards can provide real-time customer preferences cost-effectively. Descriptive research techniques will be used, including quantitative observation methods like an NPS survey. Primary data sources are interviews, surveys, and social media monitoring. The expected outcomes are insights into customer preferences, purchasing decisions, and behaviors to identify areas for menu, marketing, and promotional improvements.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Organization 2005 was P&G's structure implemented in the 1990s that focused on cost savings through job cuts and standardized global processes. However, it failed to fully resolve tensions between regional and product management. It also resulted in a risk-averse culture with little tolerance for failure. Given P&G's profit warning and falling stock price since Organization 2005, the document recommends Lafley dismantle the structure and develop a new global framework after carefully analyzing previous structures and Organization 2005's negative effects.
Zappos is an online shoe and clothing retailer founded in 1999 that pioneered exceptional customer service. In 2010, Amazon acquired Zappos but allowed it to operate independently. Zappos emphasizes its core values like delivering "WOW" customer service through a fun work culture, generous return policies, and social mission. While past issues included layoffs and a security breach, Zappos maintains transparency and focuses on stakeholders through ethical risk management and competitive advantages like free shipping.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
The document discusses Walmart's efforts to compete with Amazon in online retail. It provides an overview of Walmart and Amazon's business models, Porter's five forces analysis, strategic acquisitions timeline, SWOT analysis, value chains, change processes, modular architecture, multi-sided platforms, and financial analysis. It analyzes how Walmart can leverage its strengths in grocery retail and supply chain to grow its online business and diversify beyond grocery to maintain competitive advantage against Amazon.
In response to a huge crisis in 2000, the new CEO of Procter & Gamble has to decide whether to continue with an unusual organizational design or to revert to the old matrix organization. Describes all the organizational designs used by Procter & Gamble from the 1920s onward, including geographic, product, and matrix architectures. Market development organizations, global business units, and global business services unit, each of which is heavily interdependent with the others and none of which has a clear decision-making advantage, comprise the unusual organizational design. Examination of the different organizational designs, trade-offs associated with each organizational architecture as well as the accompanying implementation problems
AIC Systems is a Taiwanese electronics manufacturer that began producing printed circuit boards and has expanded into consumer electronics. They were facing problems with low productivity on their netbook assembly lines due to inconsistent operations, bottlenecks, and a spike in production demands. To address this, they implemented several solutions including adopting a batch manufacturing process with gravity feed shelves to reduce re-stocking times, assigning dedicated floaters to each line, and improving material, machine, and capital productivity metrics to better utilize existing resources and boost output.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
SaleSoft, Inc was founded in 1993 to develop software that drives efficiencies in sales, marketing, and customer service processes. Their flagship product is PROCEED, a comprehensive sales automation system (CSAS). PROCEED automates the entire sales cycle from lead generation to post-sales support. SaleSoft is considering launching a new product called Trojan Horse, focused only on sales automation. Trojan Horse would offer quick entry into new customer accounts but could distract from PROCEED and cannibalize its sales. After analyzing the products, market, and financial projections, the recommendation is for SaleSoft to continue focusing on PROCEED due to its strategic alignment and greater long-term returns.
Starbucks is a global coffee company and coffeehouse chain headquartered in the US. It generates over $14 billion in annual revenue with over 200,000 employees. Porter's Five Forces analysis indicates rivalry is high in the coffee industry, but the threat of new entrants is low due to market saturation. Starbucks' value chain consists of primary activities like procurement, roasting, and customer service that directly create value, as well as support activities like training and technology that enhance value creation. Starbucks relies on high quality products and excellent customer service for marketing rather than large advertising budgets.
Yushan Bicycles, a Taiwanese bicycle manufacturer, established subsidiaries in Asia, Europe, and Australia as part of its international expansion plan. Yushan Australia (YA) was experiencing quarterly losses due to issues with hiring staff, warehouse space, and delayed deliveries compared to other subsidiaries. The document identifies problems with YA's sales and supply chain strategies and lack of trust between YA and headquarters. It provides recommendations for YA to target new customer segments in Australia, improve communication between subsidiaries, and give Hamilton more time to implement his strategies to prove effectiveness.
Progressive Insurance was founded in 1937 and pioneered innovations in the auto insurance industry, such as offering policies to high-risk drivers and 24/7 claims services. In the 1990s, Progressive launched further innovations like providing competitor quotes over the phone and using immediate response vehicles to quickly settle claims on-site. One major innovation was Autograph, launched in 2000, which used GPS technology to track vehicle usage and offer lower rates to drivers with good behavior. While innovations increased efficiency and customer service, they also increased costs and raised privacy concerns, so recommendations were made to expand technologies slowly and focus on research and larger cities first.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
The document discusses Aqualisa's Quartz shower valve which was intended to improve on existing shower technologies but struggled initially. It provides details on the UK shower market, Aqualisa's distribution channels, and the development of the Quartz valve. While the Quartz valve had technological advantages, plumbers were wary of innovation and it was priced too high. As a result, few units sold in the first few months through trade shops and showrooms.
The document discusses third party logistics (3PL) providers. It begins by defining 1PL, 2PL, 3PL and 4PL providers and their roles in the supply chain. It then covers the evolution of 3PL, services provided, benefits of using 3PL, types of 3PL providers including transportation-based, warehouse/distribution-based and more. New technologies in 3PL and relationship management are also discussed. The document concludes with a case study on selecting a 3PL using multi-criteria decision making.
Zappos.com is the world's largest online shoe and clothing retailer, generating $1 billion in annual sales. Its core competencies are delivering outstanding customer service and a delightful customer experience through its highly trained call center agents, next-day delivery, generous return policy, and strong corporate culture. However, in a more cost-conscious environment, Zappos will need to reduce expenses like surprise delivery upgrades while maintaining its focus on customer service to continue its sales growth.
Zappos was founded in 1999 as an online shoe store. It is now headquartered in Las Vegas and Kentucky and employs over 1400 people. Zappos has expanded beyond shoes to also sell clothing, handbags, accessories, and more. Zappos prides itself on outstanding customer service, which is one of its core values. The company focuses on hiring people who fit into its positive, fun culture and offers new employees $2000 to quit during their first week.
How Zappos Built a Billion Dollar Company Through a Customer Focused CultureParature, from Microsoft
Zappos built a billion dollar company through a customer-focused culture that prioritized customer service and relationships. They hire based on cultural fit rather than just skills and base performance reviews partly on living the company values. This creates a fun, transparent culture where employees are passionate about the customer's experience.
Zappos ETail Europe - Top 10 Lessons Learned in eCommercezappos
Zappos is an online shoe and clothing retailer founded in 1999 that has experienced rapid growth through a focus on exceptional customer service. Some key points:
- Zappos has over 8 million customers and 75% of purchases are from repeat customers who spend more on average than new customers.
- They prioritize fast, free shipping and easy returns to provide the best shopping experience for customers.
- Word-of-mouth from satisfied customers has been the main driver of growth, with little spent on traditional advertising.
Le magasin du futur - Keynote Zappos E-Commerce Paris 2013 par Dominique Piot...Petit Web
Qui ? Dominique Piotet, Pdg de Rebellion Lab et architecte du magasin du futur pour Zappos, qui ouvrira ses portes en janvier 2015 à Las Vegas.
Quoi ? Un keynote lors du salon E-commerce Paris 2013, qui donne un avant gout du premier magasin physique du leader américain de la vente de chaussures, filiale d'Amazon.
CEO Blog at http://blogs.zappos.com/blogs/ceo-blog/2008/03/03/all-hands-meetings-and-employee-bonus
Public version of Zappos 2-29-08 (Vegas) and 3-1-08 (Kentucky) all hands meeting presentation, including announcement of bonus payment for employees
Analysis regarding three issues (Website, Audience, and Media) and two recommendations (Improved Website and Blogger Partnership) that will drive traffic to Zappos.com.
Zappos, Social Media, and the Cult of WowAdam Audette
A presentation I did for the WebCAM conference in Bend, Oregon on ways Zappos has successfully used social media to connect with customers, brand itself, relate its unique culture, and help create a sense of Wow.
Zappos Content Strategy Case study by Two PensCynthia Hartwig
Two Pens reverse-engineered Zappos's very successful content strategy based on public information available. This presentation was presented at Content Strategy Seattle's meetup on June 17, 2013. Our guess is that prior to Amazon's purchase of Zappos in 2009, Tony Hsieh would have freely given this information but Amazon loves to make a secret of their success. If you know more than we do, weigh in with your take in the comments.
consulted for Zappos Shoes on creating better consumer marketing ROI via effective and measured social, traditional, online, and mobile branded campaings
The document provides an overview of Tony Hsieh and Zappos. It discusses Tony's background and how he became involved with and eventually became the CEO of Zappos. It then summarizes key details about Zappos, including its growth, focus on customer service, core values and culture. The document advocates focusing on developing a strong culture and purpose beyond just profits in order to build a sustainable brand that creates happiness for both customers and employees.
Zappos lessons: Building a Customer-Focused CultureThor
Zappos is committed to providing excellent customer service. They aim to wow customers at every step, from fast shipping and easy returns to friendly, helpful customer service. This focus on customer service has led to strong customer loyalty, with 75% of purchases coming from repeat customers who spend more on average than new customers. Word of mouth has significantly boosted Zappos' marketing, with over 40% of new customers coming from personal referrals. To build this customer-focused culture, Zappos commits to customer service in its mission, establishes core values centered on service, and actively manages culture company-wide with training, storytelling, and performance reviews based partly on living those values.
We have rounded up the Top 10 inspiring Zappos customer support stories that will challenge businesses how to become better at offering first-rate customer service experience. Read more about these stories here: http://goo.gl/PPY7Or
The document discusses outsourcing and provides examples of common business functions that are outsourced such as IT services, email hosting, database management, and network support. It notes that companies outsource to reduce costs, access new technologies, and focus on core competencies. The benefits and potential problems of outsourcing are also summarized.
Zappos built a billion dollar company through a customer-focused culture. They prioritize delivering "WOW" customer service through their 10 core values which guide decision making. Zappos also emphasizes building relationships and transparency to develop trust with customers and employees. Their vision is to provide the best online shopping experience through fast shipping, easy returns, and friendly customer service representatives.
Customer centric at its best with Zappos & Paraturembullen
Zappos built a billion dollar company through a customer-focused culture. They prioritize delivering "WOW" customer service through their 10 core values which guide decision making. Zappos also focuses on building strong relationships internally through transparency, trust and teamwork to deliver happiness to both customers and employees. Their long term vision is to be the best place to buy shoes and other items while providing the best customer experience.
This document analyzes the strategic management of Apple Inc. It discusses Apple's history and transformation into a consumer electronics company. It outlines Apple's products and services, and objectives to analyze its strategic management, internal/external factors, SWOT analysis, and competitive advantages. Apple has maintained success through understanding consumer wants, innovative design, and brand recognition. However, it faces threats from technology changes and competition from companies like Google and Microsoft. Its sustainable competitive advantages include its digital business strategy, intellectual capital, and focus on innovation.
[Mintigo Webinar] How DocuSign Built A World-Class Lead Nurturing ProgramMintigo1
TO WATCH THE RECORDING OF THIS WEBINAR, GO TO:
http://www.mintigo.com/how-docusign-built-a-world-class-lead-nurturing-program/
In 2012, DocuSign doubled its pipeline and far exceeded its sales targets. The company achieved these results because of the commitment and partnership of its marketing and sales team, led by VP of Demand Generation Meagen Eisenberg, to build out a world class lead nurturing and demand generation program. With over a dozen personas to target, 80,000 engaged leads to process each quarter, and more than 50 different nurture tracks, the DocuSign team is clearly doing something right.
Hear the secrets behind the success of DocuSign’s lead nurturing program in this must-attend webinar. Both marketing automation novices and veterans will walk away from this session amazed and inspired by the best practices for accelerating your leads through the funnel.
In this webinar, you will learn how to:
- Focus on the right Personas based on interests
- Create a lead scoring system that works
- Map content according to Persona interests, buying stage & lead score
- Measure success & optimize
Guest Speaker: Meagen Eisenberg
VP of Demand Generation at DocuSign
Meagen has spent over 18 years in high-tech. In 2012 she received the SuperNova Award in Matrix Commerce and in 2011 the Marketing Visionary Markie award within the marketing automation field. Before joining DocuSign, she was Director of WW Demand Generation at ArcSight, an HP Company, and prior to that she led worldwide programs and events at TRIRIGA (acquired by IBM) for integrated workplace management systems. She has an MBA from Yale School of Management, and a Bachelor of Science degree in MIS with a minor in CSC from Cal Poly – San Luis Obispo.
About Mintigo
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Mitigating Ethical RiskReview Case 8 in the text book on del.docxhoundsomeminda
Mitigating Ethical Risk
Review
Case 8
in the text book on delivering customer satisfaction at Zappos. While the case examines Zappos’ focus on stakeholder happiness and its contribution to success, the company is not without ethical challenges. Based on the case, how do you believe Zappos managed ethical risk? Are there any possible ethical risks in the future? Please explain.
Must be at least one page, work cited and no plagiarism
CASE 8
Zappos: Delivering Customer Satisfaction
*
INTRODUCTION
Can a company focused on happiness be successful? Zappos, an online retailer, is proving it can. The company’s revenue grew from $ 1.6 million in 2000 to $ 1.64 billion a decade later. Tony Hsieh, Zappos’ CEO says, “It’s a brand about happiness, whether to customers or employees or even vendors.” Zappos’ zany corporate culture and focus on customer satisfaction has made it both successful and a model for other companies.
This case examines how Zappos’ focus on stakeholder happiness contributed to its success. First, we examine the history of Zappos, its core values, and unique business model. Next, we analyze the company’s corporate culture and how it influences its relationships with employees, customers, the environment, and communities. We then look at some of the challenges the company faced and how it plans to move into the future.
HISTORY
Nick Swinmurn founded Zappos in 1999 after a fruitless day spent shopping for shoes in San Francisco. After looking online, Swinmurn decided to quit his job and start a shoe website that offered the best selection and best service. Originally called
ShoeSite.com
, the company started as a middleman, transferring orders between customers and suppliers but not holding any inventory (a “drop ship” strategy). The website was soon renamed Zappos, after the Spanish word for shoes (zapatos).
In 2000, entrepreneur Tony Hsieh became the company’s CEO. Hsieh, 26 at the time, was an early investor in Zappos, having made $ 265 million selling his startup company to Microsoft in 1998. Hsieh was not initially sold on the idea of an Internet shoe store, but he could not help but become involved. After becoming CEO, Hsieh made an unconventional decision to keep Zappos going, even selling his San Francisco loft to pay for a new warehouse and once setting his salary at just $ 24.
Zappos struggled for its first few years, making sales but not generating a profit. The dotcom crash forced Zappos to lay off half its staff, but the company recovered. By the end of 2002, Zappos had sales of $ 32 million but was still not profitable. In 2003, the company decided in order to offer the best customer service, it had to control the whole value chain—from order to fulfillment to delivery—and began holding its entire inventory. Zappos moved to Las Vegas in 2004 to take advantage of a larger pool of experienced call center employees. The company generated its first profit in 2007 after reaching $ 840 million in annual sales. Zapp ...
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3) The document provides a checklist for successfully commissioning apps, including having a clear goal, choosing an appropriate business model, controlling costs through partnerships, reserving budget for analytics and optimization, and treating the app as an ongoing product rather than a one-time project.
4 Ways You Could Be Winning New Property Owners Right NowAppFolio
New property owners need more than a flashy sales pitch to trust that your company is the right fit...they need real help managing their investments. Are you providing a compelling case for why property owners should trust you? Or is your pitch just smoke and mirrors?
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1. Information Technology Management
ZAPPOS CASE ANALYSIS
`
Fenway Cohort, TEAM 9
Ashish Tandon, Belinda Nyakowa, Jorge Armida, Ki Ho Song, Marcelo Rivera, Teresa Carmo Rita
2. Zappos key facts
Agenda
• Key Facts
• Product and Services
• Core values
• Business Model `
• Industry and Key Competitors
• Situation
• Recommendations
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
3. Zappos key facts
• Launched in 1999 as an online store offering foot wear at bargain prices by Nick Swinmurn.
• Rapid growth since inception- average sales growth of 100% YOY.
• Purchased by Amazon for 1.2 billion $ in 2009.
• Over 3866 employees.
`
• Revenue of 2 billion $ in 2011, 24 million customers, 75% repeat buyers.
• Recognized by FORTUNE as one of the “Best 100 companies to work for” in 2009, 2010, 2011.
• Highest ranking debutant in FORTUNE list of top 100 in 2009.
•TONY HSEIH , CEO since 2000.
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
4. Zappos- Products and Services
Primary product- shoes 80% Men’s and Women apparel Eyewear
`
Handbags Watches Kids wear
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
5. Zappos- Core Value!
Philosophy and Value Proposition
“Deliver the Wow”
Product Variety
`
1250 brands and 2,800,000 products
Promises
Free shipping, 365-day return policy, 24/7
Customer service.
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
6. Zappos business model
There are 2 ways to see Zappos Business Model
How Zappos see it How we see it
• # of Suppliers
• Passion • Delivery
• Purpose • Customer service
• Happiness ` • Culture
• Emotional connection • Core Values
• Return policy
• Word of mouth
• 75% Repeat Customers
The only tangible asset of
an E-Commerce
People will never forget how you make them feel – Customer Service
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
7. Industry and Key Competitors
Online Footwear Industry
Competitors
• $3 billion dollar industry Bluefly J C Penny Shoe Buy Piperlime
• Demand is driven by fashion and
demographics
• Profitability: attractive footwear
and customer consciousness.
• Rapidly changing customer taste’s
• Efficient inventory management is
critical. `
Eastbay DSW Endless 6PM
• Strong brand recognition .
• Fast growing industry
(17.4%p.a)room for more entrants
• Zappos is the No.1 footwear
retailer in this industry
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
8. Zappos- Situation
Zappos has a consistent history of leveraging the inherent strengths in information
technology to its advantage and create customer value at the same time.
Implementation of SAP in 2010 created co-value for Zappos as well as the customer
• Faster closing of financial statements , because of faster matching of invoices ,
leading to faster response rate from Zappos.
• Effective management of back end operations , leading to effective service
`
level in the front-end.
• Effective tracking of customer orders and returns, leading to effective account
reconciliation.
Consistently used non traditional platforms to communicate and connect with its
audience , including , viral videos, blogs and micro-blogs (Twitter)
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
9. Recommendations
• Zappos has been very successful using Twitter to leverage their sales, they should
continue this but keep in mind the following things:
•Leadership. The leaderboard that Zappos uses to measure every employee’s
followers has always been led by its CEO with over 2.2M.
•Transparent Brand. Zappos has never filtered the Twitter posts they show on their
webpage. Both good and bad reviews are accepted and every bad review is seen as
an opportunity to improve
•Celebrate your fans. Zappos created special tracking pages for their favorite outside
`
fans. This is a way the company says thanks to its best Twitter fans.
•After their success in Twitter, Zappos should try to replicate this formula in other sites
such as Pinterest.
•Pinterest has recently become the third biggest social media site.
•The site’s structure would be perfect for marketing Zappo’s products
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
10. THANK YOU!
`
Information Technology Management, Zappos Case, Fenway Cohort, Team 9
11. References
1. http://www.ibisworld.com/industry/online-shoe-sales.html
2. http://www.valueline.com/Stocks/Industry_Report.aspx?id=7259
3. http://en.wikipedia.org/wiki/Zappos.com
4. http://www.zappos.com
5. Cegielski and Rainer. Wiley Plus. 3rd Edition. Introduction to Information Systems.
`
Information Technology Management, Zappos Case, Fenway Cohort, Team 9