They founded BuildDirect, an ecommerce business predicated on a sophisticated technology platform that optimized the shipment of home improvement products. Since its founding in 1999, BuildDirect faced several near-passing strategic and economical challenges, like the fallout of 9/11 and the 2008 housing disaster. In prioritizing the corporate culture over the bottom line results in spite of those challenges, Banks and Booth never wavered.
Three core values of honesty, ethics, and respect for others was engrained into the company's DNA to guide behaviors and powerful worker activities. Rites for example daily "huddles" reinforced worker morale, increased emotional intelligence, and enhanced customer support. Business culture proved to be a major competitive advantage; employees felt empowered to see the home improvement purchase process as an enriching experience, rather than as a mere trade. Prospects looked bright. Headcount almost doubled in year 2013, and was predicted to be twice the amount in 2014. Customers loved savings of up to 80% of retail costs. Banks and Booth were concerned, however, that the culture that was so crucial to their own success would be threatened by continued rapid growth. The cofounders needed to discover the best way to keep this culture that was winning. What areas of the company's daily operations needed to be changed, and which ones safeguarded inevitably?
PUBLICATION DATE: June 09, 2014 PRODUCT #: E526-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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