3) A Strong Canadian Image: Rona has a strong Canadian image that comes to its advantage. Most of the 70,000 different products that they carry come primarily from manufacturers or distributors located in Canada. Their Canadian image could also be due to its high involvement in its Canadian community that gives Rona this unique strength. 4) Customer Service and Customer Experience: Rona’s desire to satisfy each customer as if they were neighbors from the time Rona was just a co-op of small hardware stores has instilled
Leveraging WestJet's fun and friendly image and commitment to a great guest experience, this company is rated highest in guest satisfaction and loyalty among the most used tour operators in Canada. Offering a great flight schedule and a wide variety of hotel and resort options, WestJet Vacations is dedicated to making your travel experience fun and memorable from the moment you book to the moment you return home. "Familiarity, quality and consideration are the foundations of a strong and profitable brand” as explained by Richard Cooper. The survey was conducted across Canada in June and July 2012. WestJet Vacations scored higher than the other vacation companies for overall satisfaction, likelihood to recommend and customer service.
As effective as its low-cost carrier business strategy may be, much of the company’s successes are attributed to its strong corporate culture, unique to the Canadian airline market. Not only are customers treated as valued guests, but emphasis is placed on the value of its employees, who identify themselves as ‘WestJetters’ in recognition of their connection to the company (Mark, 2001). The founders of WestJet have strived to create an environment that is youthful, fun, and relaxed; one where creativity and innovation are encouraged, and are recognized and rewarded (Mark, 2001). The company’s forthright cultural belief that trust in the decision making power of employees gives them an edge over the competition is believed to stimulate the WestJetters’ motivation and passion to succeed. The company has created a bottom-up management style with an egalitarian spirit (Mark, 2001).
Examine the culture of the organization. Zappos is all about happiness – happy employees and happy customers. It takes time and requires involvement at every level to ensure proper implementation. When asked how did the company grow so quickly and become so large, Tony Hsieh simply responded, “We’ve aligned the entire organization around one mission: To provide the best customer service possible. Internally, we call this our WOW philosophy”, (Zappos, 2013).
As the world’s economy is becoming more competitive, all companies and organizations have to find a way to conform flexibly and actively to survive and develop stably. Besides the traditional hierarchical form of team, another type of team which is now implemented popularly in many organizations in order to raise the efficacy is self-directed team (SDT). SDTs are teams with multi-functions and required to accomplish a whole piece of work which involves many related tasks. A special feature of this team is that it has a considerable autonomy which is proven to increase the productivity of organizations ( McShane, Olekalns and Travaglione 2010). As a result of Development Dimensions International’s survey, SDT’s have been implemented in organizations with the percentage of 25 U.S companies and the result is that those organizations’ productivity has improved by 50 percent or more (Felts, 1995).
Recently, It was also recognized as one of Canada’s 10 most admired corporate cultures. RIM was trying to cope with the increasing demand in the process of expansion and technology transfer. Since 2007, it had employed more than 2100 employees with different field of expertise in order to improve the performance of the blackberry device and develop new devices. R&D expense had increased significantly, but was less compared to the percentage of sales. According to Gassman and Zedtwitz (1999) the scarcity of resources in a technological firms home country lead them try to and locate their R&D activities at regions that excel in technology.
A reward system always be the reason for the company employees to boost up their energy. It has been proved that when there is a value added compliment for any worker they become loyal to the firm. Rewards promotes the image of company and it will eventually increase overall revenue productivity and so one. With all these benefits a company must use this reward strategy in an effective manner where it does not destroy its own capital. If a company fails to implement this strategy there the disaster happens.
While the Code provides guidance for a range of workplace situations, the high standards that characterize our work environment can be summarized in a few simple principles. Respect for our customers We listen to customers and strive for workplace excellence that enables us to meet their needs and exceed their expectations. Respect for our colleagues We develop highly motivated and effective team members by fostering a safe workplace that values diversity and teamwork. Respect for our company We are accountable for how our actions reflect on the company’s reputation and for the prudent use of company resources. Respect for our communities We support the communities where we do business and act as responsible global citizens.
Discuss how expanding globally changed the talent requirements at Whirlpool. Whirlpool, while investing in their acquision of Maytag, was also building their global market share. In order to be successful, Whirlpool realizes that they had to invest in their employee’s competences and strengths, and to offer their employees the tools and resources to be successful. In order for the company to succeed, they need to have in place a good talent management program that included features that will enable them to attract, retain and develop talent to achieve their strategic objectives. According to Goldsmith and Carter (2010), those features are “ (a defining the type of leadership needed to be successful, (b) accessing the company current leadership competencies and talent to determine if there are gaps, (c) developing the necessary internal leadership
The Williams-Sonoma commitment to being a world class leader is reinforced in its corporate Values as well... * "People First We work to create an environment that attracts great talent, and we seek to motivate, inspire and recognize high performance. * Customers Our customers inspire everything we do. Answering their needs is about more than business for us; it's a calling. * Quality We seek to make lasting quality the