Case Study Of Zappos

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The Case of 2009:Clothing, Consumer Service and Company Culture, a privately-held online retailer of shoes, clothing and other soft line retail categories, learned that, a $19 billion multinational online retailer, was about to acquire it. Zappos started as a humble beginning in 1999, when less than even 1% of shoes were sold online. How did Zappos climbed the success ladder and become a company which Amazon would look to acquire allowing it to be independent subsidiary in Amazon is the case.The case evolves about the 3C’s that Zappos set for itself and that changes the story of Zappos in a span less than a decade. Inspired by the low service level and variety of a shoe mall at San Francisco, Nick Swinmurn, a 26-year-old marketing manager for an online car-buying service, started as Zappos initially secured inventory through independent shoe stores, but by October 1999, the company had begun creating direct relationships with footwear manufacturers. By the end of 2000, Zappos offered more than 100 brands and manufacturers agreed to ship orders directly to Zappos’ customers so the company could avoid carrying inventory. In 1999, there were more than 1,500 retailing sites on the Internet with footwear offerings, but online shoe sales were just under $48 million—less than one tenth of 1% of the $37 billion U.S. footwear market. By contrast, mail-order catalog sales were 6.4% of U.S. footwear sales. In contrast to this

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