...OM 2 Chapter 1: Goods, Services, and Operations Management Problems, Activities, and Discussions 1) Explain how operations management activities affect the customer experiences described in the anecdote at the beginning of this chapter. What “moments of truth” would a customer at Disney World encounter? Think about the total experience including lodging, food service, shopping, and transportation, as well as theme park attractions and operations. The anecdote of a Disney experience focuses on the role of goods, services, and processes in creating customer satisfaction. Students will have many great examples of their Disney or theme park experiences. Moments of truth might include (a) booking a Disney vacation and the associated service encounters with a call center and/or travel agency (b) parking at the Disney site and taking the shuttle, (c) asking Disney employees for directions, (d) waiting for a ride or attraction, (e) where to throw away trash (trash cans located at key points and about every 25 to 50 feet, (f) watching a Disney parade, and so on. Whatever the student describes make sure you lead them into a discussion of key lessons that focus on the role of OM such as (1) process design and customer flows, (2) service encounter design and Disney employee training, (3) integrating goods and services into a CBP, (4) the importance of service management skills, (5) how services differ from goods, (6) biztainment, and (7) a continuous improvement...
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...The right fit at Zappos (Priya de Langen. 05 Jan 2012) Not many companies can boast that they get tour visits to their offices, but Zappos Family of Companies can. The US online shoe retailer receives as many as 2,000 curious visitors per month at its warehouse and offices and rumour has it that some of these onlookers include celebrities and record producers. Founded in 1999 by Nick Swinmurn, the Zappos Family has come a long way from its humble beginnings to becoming a well-known name among American consumers. It all began with Swinmurn unsuccessfully trying to find a pair of shoes for himself, even online. The desire to find the right pair eventually led him to start an online shoe business, Zappos.com. By 2009, the organisation had grown and joined global online retailer, Amazon.com Inc. and last year the organisation was restructured into 10 companies under the Zappos Family of Companies unit. Zappos Family is fast gaining a reputation not only for having great customer service but particularly for being a good employer. Fitting into Zappos’ shoes Earning a reputation as a good employer is no mean feat and the organisation’s quirky and open culture has helped to achieve this. This culture took some time to develop but it has now become a part of everyday work practices for all Zappos Family employees. Hollie Delaney, director of HR at Zappos.com. says that the organisation needed to define itself and the people who would work for it, and this definition came in the...
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...The right fit at Zappos (Priya de Langen. 05 Jan 2012) Not many companies can boast that they get tour visits to their offices, but Zappos Family of Companies can. The US online shoe retailer receives as many as 2,000 curious visitors per month at its warehouse and offices and rumour has it that some of these onlookers include celebrities and record producers. Founded in 1999 by Nick Swinmurn, the Zappos Family has come a long way from its humble beginnings to becoming a well-known name among American consumers. It all began with Swinmurn unsuccessfully trying to find a pair of shoes for himself, even online. The desire to find the right pair eventually led him to start an online shoe business, Zappos.com. By 2009, the organisation had grown and joined global online retailer, Amazon.com Inc. and last year the organisation was restructured into 10 companies under the Zappos Family of Companies unit. Zappos Family is fast gaining a reputation not only for having great customer service but particularly for being a good employer. Fitting into Zappos’ shoes Earning a reputation as a good employer is no mean feat and the organisation’s quirky and open culture has helped to achieve this. This culture took some time to develop but it has now become a part of everyday work practices for all Zappos Family employees. Hollie Delaney, director of HR at Zappos.com. says that the organisation needed to define itself and the people who would work for it, and this definition came in the...
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... Term Paper Zappos by Daniel Silberberg – ID 329655716 Lior Stern – ID 201263910 Nimrod Stern – ID 302328992 February 23rd, 2014 Lecturer: Dr. Galit Dayan TA: Einat Brainin Organizational Behavior Part A. Introduction 1. We chose Zappos.com, an innovative and adaptive online shoe and clothing shop, due to its unique positive company culture, sky-high employee satisfaction and fascinating CEO, Tony Hsieh. Zappos is an organization that has committed itself to a fun, inspired and qualitative culture. The company CEO genuinely believes in delivering happiness to all employees, and working in an gratifying office environment. Tony Hsieh has built a remarkable reputation for himself by being an inventive leader unafraid to equip his staff with responsibility and control. 2. Zappos is one of the largest online shoe and clothing shops. Zappos offers approximately 50,000 types of shoes, providing a large variety of brands, sizes and colors. Their inventory also includes clothes, watches and kids’ merchandise. The concept is simple; it is a traditional eCommerce corporation. Orders are made online and transferred to their warehouse in Shepherdsville, Kentucky. The products are then packed and the order is updated with a tracking number and shipped to the customer. Zappos is especially known for their generous shipping policies. Indeed, the shipping and return costs are free, with a return policy of 365 days for every product. Zappos works closely with...
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...Introduction Founded in 1999, Zappos.com has quickly grown, increasing from almost nothing in gross merchandise sales in 1999 to over $1 billion in 2008. This fast growth is due to their focus on providing the absolute best service and the absolute best shopping experience. The Zappos family currently staffs over 2,050 people. Their fulfillment center stocks more than 3 million shoes from over 1,136 brands, and it is complemented by a 24/7 customer service center located at the headquarters in Henderson, Nevada. Zappos offers free shipping on both orders and returns and a 365-day return policy. Clearly, their customer-first approach is working, since 75% of their customers are repeat buyers. Zappos’s Background In 1999, Zappos founder Nick Swinmurn approached Tony Hsieh and Alfred Lin with the idea of selling shoes online. At that time, Tony Hsieh was running an investment company funded from selling his previous company, Link Exchange. Link Exchange was founded by Tony Hsieh and Sanjay Madan in 1996, one year after both graduated from Harvard. Microsoft acquired Link Exchange for $265 million in November 1998. After Link Exchange was sold to Microsoft, Tony Hsieh and his old friend from Harvard, Alfred Lin, founded the venture capital company Venture Frogs. Through Venture Frogs, located in San Francisco, they started 27 companies, which were offered space in Hsieh and Lin’s 15,000 square feet of rented office space. In 1999, Hsieh received a voice message from Nick...
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...GM 591: Leadership and Organizational Behavior Project Proposal Overview of Organization The Organization I will be researching is ZAPPOS. Zappos is an Internet based shoe company that has blossomed over the years since 1999. They have ventured on to more than just shoes, servicing the public with offering things like accessories, handbags, watches, clothing, and even home goods. If there was an award for the best company in the U.S., I believe ZAPPOS would receive this award. This company is not committed to gaining profit from its products, they would rather be known for their great service, and to “just so happen to sell shoes”. They go above and beyond for their consumers and employees. Offering great benefits and even gifts to their customers. Zappos has developed their own company culture and core values and it has in return made them one of the most successful businesses of our day and age. A man named Nick Swirnmurn went searching for a pair of brown air walks at the mall one day and was reluctant to find nothing. Out of frustration he called up one of his business partners with the idea of selling shoes online. Nick was interested in providing shoes for all walks of life in all styles, shapes, and sizes. He wanted to sell not just regular shoes, but also shoes that weren’t easy to find. He knew that in the US shoe sales totaled a profit of $40 billion dollars and 5 % of that came from shoes being sold in traditional catalogs. Nick pitched this business...
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...“open” ways of working that are fast, agile, and that succeed by pursuing their purpose, not following a dated implicit organizational plan. "The industrial age operating system is no longer compatible," said Traci Fenton, the founder and CEO of WorldBlu, which preaches the Freedom at Work method used by hundreds of companies worldwide, including Zappos before it adopted Holacracy. "You have to move into the new age to realize we've outgrown the clothes." (Greenfield – HolaWhat? 2015) When companies implement Holacracy, they learn to create new structures (circles) and ways of making decisions that empower the people who know the most about the type of work the organizations perform: the frontline (customer facing) workers. Some of the notable champions of Holacracy include Tony Hsieh, CEO of Zappos.com, Evan Williams, co-founder Medium, and David Allen, owner of the David Allen Companies and known for his revolutionary Getting Things Done (GTD) method. Holacracy has been most popular with smaller companies and startups, with Zappos.com (over 4,000 employees) being the largest company to implement the system so far. Although Zappos has had it’s challenges with fully adopting the system Mr. Hsieh recently reiterated his commitment to...
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...Introduction to Management Case Study 7 EMC1 Diego Estrada Marina Rillo Mia Taeza Vincent Zagala Introduction to Management Case Study 7: Zappos DISCUSSION QUESTIONS 1. What traits of effective leadership does Tony Hsieh demonstrates at Zappos? What aspects of his leadership can you criticize, if any? Is his approach transferable to other leaders and other organizations, or is it person and situation specific? For Tony Hsieh, the Zappos brand is less about a particular type of product and more about providing a good customer service. This means that he largely cares about the welfare of his employees and customers. An evidence of him being such an altruist leader was when the blog search engine Land called him “the poster child for how to connect with customers online”. Hsieh exhibits a servant leadership style because he is committed to the empowerment of his employees. This was evident when Zappos was included in the 15 best top companies to work for in Fortune before. Employees at Zappos have no-call times nor scripts for customer service representatives, have regular costume parties, parades, and decorations in each department. Also, Hsieh is a democratic leader because he is committed to both task and his employees. As stated earlier, his main objective with Zappos is to always provide a good customer service to others. This is evident in the company’s goal to always deliver ordered packages fast and maybe before the due time. He is always after...
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...S MAKING WAVES IN RURAL KENYA w 909A15 Sebastian Herrmann, Glenn Brophey and Denyse Lafrance-Horning wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2009, Ivey Management Services Version: (A) 2009-07-21 With the sun setting over the Rift Valley in Kenya, Sebastian Herrmann walked back to his tent with a head full of questions. He was at a loss as he wondered what kind of marketing campaign would ensure that every family that should use a WaterHarvester received one. If he could answer this question, he could see the potential to significantly improve the living conditions for many of the amazing people he had met over the last couple of weeks during his April 2007 visit. Just yesterday, the first prototype of the WaterHarvester...
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...Gene One Benchmarking University of Phoenix Abstract Organizational leadership relates to the elements/content of organizational culture. Through the process of group/team formation within the organization, leaders develop/apply varying leadership styles to enhance/ influence individual performance. Implementation strategies for managing the group process are identified to enhance group/team performance within all levels of the organization while examining the roles/interaction of its members. The purpose is to analyze efforts other organizations take and help Gene One formulate improvement initiatives/alternatives. The focus is to guide Gene One toward incorporating leadership styles that will transform the organization into a publicly held corporation while developing strategies to manage the group/team process through conflict resolution methods and appropriate role/interaction methodologies leading to transformational changes that will benefit all stakeholders. Organizations today must continually evolve, change, and enhance current ways of operating in order to maintain market penetration or grow. The most successful organizations are those who employ leaders capable of visualizing the transformational changes necessary to mitigate the threat of competition. These leaders are skilled at sharing their vision and engaging the workforce in a corporate culture where associates feel valued and empowered. Through this type of culture,...
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...Assessment of Employee Engagement in Organizations Word Count: 3005 Contents 1.0 Introduction 4 2.0 Employee engagement 4 3.0 Significance of employee engagement 5 4.0 Steps taken to enhance employee engagement 8 5.0 Steps to enhance employee engagement 10 6.0 Conclusion 13 7.0 References 14 List of figures Figure 1: Employee Engagement Model 4 Figure 2: Composition of Employee Engagement 5 Figure 3: Organizational Results of employee engagement 6 Introduction This report has been undertaken in order to discuss and assess the significance of employee engagement through various employee engagement models and the steps that can be taken in order to improve the employee engagement process in an organization. Various recommendations have also been provided in order to enhance the employee engagement in organizations at the end of the report. Significant company examples following appropriate employee engagement policies and their impact on employee satisfaction in the organizations have also been mentioned in detail. Employee engagement According to Albrecht (2010), Employee engagement is defined as the level to which the employees are loyal and motivated towards their work within a particular organization they work for. The level of pride they show while being a part of that organization and the extent of efforts they are willing to exert to achieve the organizational goals. Saks (2006) adds that employee engagement...
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...functional areas. The examples of functional areas of the organization are accounting and finance, human resource, administration and marketing, etc. However, today’s successful companies depend on marketing which is mainly focusing on creation and retention of customer value (Jobber 2010). For example, Zappos is one of the successful companies in today because of their powerful marketing strategy which mainly take good care of their customers in term of understanding what their customers’ wants and needs; then creating customer value in order to fulfil their customers’ satisfactions (Armstrong 2011). Therefore, here we are going to explain why the marketing strategy can become an important aspect to an organization’s success nowadays. In the old concept, marketing is defined as the task of creating, promoting and delivering goods and services to customers (Kolter 2003). In the new concept, marketing means managing profitable customers’ relationships then only building brand awareness and positioning the brand as customers’ best choice which is more related to the relationship marketing (Ambassador n.d.). Actually, marketing is more than just persuading consumers while it focus on how to attract new customers by promising superior value and also how to retain current customers by delivering higher satisfaction (Armstrong 2011). Besides, marketing is also the performance of activities that seek to accomplish an organization’s vision, mission and objectives by designing a perfect...
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...nimuscitiore di omnimodit quatum voluptas acerupit invenim inienimet volorecabo. Nam, ni omnis min res experio. Et omnimil lestruptate in est, ium volupis delest lique lab illoritatus. Henihit atiorestia dolor sit perspel endignis quo mod mincit quist fugit inci qui rehenis repero mo voles management in practice Riassi dentiumquam, officiis aligenihita nossimint. For Certificate IV BSB41013 and Diploma BSB50613 ly volorrum rehent officabo. Corio maiore ni ullore quis et quaecepremo et on Lisimaxi magnihicit esciendit que eratem. Non eos ipsam quo to maximagnam human resource management in practice e ese ped eveliquis il mi, ommolup tatinis etur sequiscienis autaque earibus. pl alitior estrund emquodiatur, occab ium volent ulpa dit landeliquia dolum Sa m doluptur? Qui ut rem voloruptatet quis et mo moloressiti utate ditam facestia human resource Tur? Ebit aut ipsa cus. Volest abor modi quidias simolla boritatur? Qui Noe Hollenbeck Gerhart Wright Steel McGill Dein website Noe / Hollenbeck / Gerhart / Wright / Steel / McGill / Dein Brief Contents PA RT 1 The...
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...environment are the major influences over employee performance. Performance is a function of the interaction between an individual’s motivation, ability, and environment. Motivation is one of the forces that lead to performance. Motivation is defined as the desire to achieve a goal or a certain performance level, leading to goal-directed behavior. When we refer to someone as being motivated, we mean that the person is trying hard to accomplish a certain task. Motivation is clearly important if someone is to perform well; however, it is not sufficient. Ability—or having the skills and knowledge required to perform the job—is also important and is sometimes the key determinant of effectiveness. Finally,environmental factors such as having the resources, information, and support one needs to perform well are critical to determine performance. At different times, one of these three factors may be the key to...
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...publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. Selection of report topics, treatment of issues, interpretation and other editorial decisions for the Effective Practice Guidelines series are handled by SHRM Foundation staff and...
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