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Organisational Structure of Zappos.com

Organisational Structure of Zappos.com

Discuss Organisational Structure of Zappos.com within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Zappos.com is an online shoe and clothing shop. Currently based in Henderson, Nevada, United States,[4] the company warehouse is located ...

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Organisational Structure of Zappos.com
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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
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Organisational Structure of Zappos.com - February 7th, 2011

Zappos.com is an online shoe and clothing shop. Currently based in Henderson, Nevada, United States,[4] the company warehouse is located in Shepherdsville, Kentucky, along with an outlet store.
Since its founding in 1999, Zappos has grown to be the largest online shoe store.[5] Zappos did "almost nothing" in sales for 1999, but grossed over USD$800 million in merchandise sales in 2007 and grossed over $1 billion in 2009.[2] In July 2009, under pressure to deliver a return to Sequoia Capital and its other investors, the company announced it would be acquired by Amazon.com in an all-stock deal;[6] by the time the deal closed in early November, the deal was worth about $1.2 billion.[7][8][9]
The name Zappos is derived from the Spanish word zapatos, meaning shoes.

CEO

Philip Falcone
Director

Robert Leffler
Director

Lap Chan

Director

Lawrence Clark

Director

Thomas Hudgins

Director

Keith Hladek

COO

Peter Jenson
CFO

Francis McCarron
Finance

LD
Since technology is commonly connected with innovations, majority on the organisations invest on technological infrastructures so as to developed innovative products and services for the target market. Product differentiation relies on the ability of each organisation to deal with the needs and current demands of both the global market and its consumers.

Lastly, on the case of culture and power (control) STAR TV practices rational-legal authority where authority legitimated by virtue of supremacy of law and formal rules is used in conducting the organisation. On French and Raven power types, STAR uses legitimate power where formal standards, rules and laws are exercised. STAR reflected News Corp.’s culture of taking risks and swift decision-making with minimal formal structure. STAR projects the organisational culture of News Corp. by serving as powerful source of control and achieves Behavioural Consistency through a system of Shared Values and Meaning both in internal and external perspectives including the needs of the environment and strategic focus. Adaptability culture has penetrated deeply into key markets with mass appeal general entertainment channels, produced locally in local languages, by local talent. STAR also uses mission culture type as noted on its organisation’s purpose and on the attainment of goals, managers share organisation’s goals and future direction, rewards on high performance, and environmental relativity. For TaylorMade Adidas Golf Company, reward is legitimate as well as coercive in handling power or at times referent and expert. The type of control is market centred and also deemed towards technology concentration. TaylorMade Adidas Golf Company
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