加拿大代写哪家好:服务的组织价值

加拿大代写哪家好:服务的组织价值
Zappos公司在2006年开始盈利。他们没有最大化利润的目标。他们想要投资公司的发展。该公司希望实现31%的毛利率。这是在运输和退货后完成的。这个百分比在一段时间内保持不变,尽管回报水平上升,并且交付时间减少,但这一比例仍然保持不变。到2008年,Zappos公司拥有约900万客户(Szymaniec-Mlicka,2014)。在这3%的美国人口中,人口已经有了足够的发展空间。在这1500名员工被分成两份。一个部门用于呼叫中心,另一个中心用于肯塔基履行中心。

加拿大代写哪家好:服务的组织价值

该公司开始开发快速交付协议。使用VRIO框架,该公司能够在此过程中创造价值。这种消费者满意度的过程是一种可以模仿的做法(Kozlenkova,Samaha和Palmatier,2014)。在那段时间里,公司的这种做法很少见。其中一个独特的方面是公司的发展,为人们提供卓越的购物体验并创造价值。该公司希望客户减少与公司的任何互动。该公司希望根据服务交付产生组织价值(Rothaermel,2015)。向工作人员提供了细致入微的培训,以确保他们能够满足人民的需求。公司的员工和内部运营的发展有一个无法模仿的强大过程。

加拿大代写哪家好:服务的组织价值

Organizational Values for Service
Zappos Company had started to become profitable in 2006. They did not have the objective of maximizing the profit. They had wanted to invest in the growth of the company. The company wanted to achieve the gross margins by 31%. This was done after shipping and returns. This percentage had remained constant over time and it was done despite the increasing return levels and based on the decrease in the delivery times. By 2008, Zappos Company had about 9 million customers (Szymaniec-Mlicka, 2014). Of these 3% of the US, population had left for plenty of room for the growth of the people. In this, 1500 employees were divided into two. One sector was for the call centre and the other centre was for Kentucky fulfilment centre.

加拿大代写哪家好:服务的组织价值

The company started to develop rapid delivery protocols. Using the VRIO framework, the company was able to generate value in this process. This process of consumer satisfaction is a practice that can be imitated (Kozlenkova, Samaha and Palmatier, 2014). During that time, this practice of the company was considered to be rare. One of the inimitable aspects was the development of the company to provide the people with exceptional shopping experience and generate value. The company wanted the customers to reduce any interaction with the company. The company wanted to generate the organizational value based on the service delivery (Rothaermel, 2015). There was nuanced training that was provided to the personnel to ensure that they had been able to cater for the needs of the people. The employees and the internal operations of the company were developed to have a robust process that could not be imitable.