Hot Topic is almost unique in terms of employee experience and success as a business venture at the same time. The special atmosphere where each worker is valued and recognized is indeed the knowledge worth studying and disseminating. In this paper, the Hot Topic case study will be reviewed from the standpoint of elements that led the company to success so as to apprehend the lessons about managerial prowess.
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Elements of Success
Passion for their products seems to be a major part of Hot Topic’s success as a retail clothing store. By investing one’s soul in one job, owners and manufacturers create items that translate total inclusion and multicultural identity that is revered by customers. The second part of the chain’s success is the people who are making sales. Elevated levels of job satisfaction are reported to modulate higher motivation and performance (Pan, 2015). Apparently, customers who are approached by employees enjoying their job tend to be more responsive to these passionate ideas of diversity and involvement.
In Hot Topic, the workforce is apparently recognized as the critical element of success, as noted earlier, which produces the same degree of positive response from their side. Indeed, in the corporate culture where every individual is welcome and appreciated, the desire to perform seems to awaken naturally. Scholars often regard the value of human capital as one of the virtues of successful companies (Molloy & Barney, 2015). Hot Topic also provides a wide range of benefits, compensations, and incentives that contribute to employee retention and commitment. Flexible schedule, excellent corporate culture, competitive salary, bonuses, and other positive elements appear to make the company a desirable employment opportunity for many people.
Such success can be arguably sustained by the adoption of managerial succession planning. By identifying and training people internally to become new managers who preserve the corporate culture and translate it in the same sense in which they themselves learned it (Quinn, 2015). The first step, such as internal hiring, is already implemented in Hot Topic, so presently, the company needs to form it into a succession system and ultimately imbue it with their corporate culture, as well as legal documents.
Corporate Headquarters Design and Culture
Totally open-space headquarters seems to contribute immensely to the notion of transparency and inclusion that is cherished in the company. While walls by physically separating people’s offices may create a sense of power distance and seclusion, the absence of them, on the other hand, fosters friendly and horizontal-level relationships among all staff regardless of ranks. I myself would gladly appreciate the opportunity to become a part of the Hot Topic team. Notions of freedom of self-expression, the absence of discrimination, economic stability, and other pleasant benefits of the job attract me the most.
All in all, Hot Topic is an excellent employer and a splendid business venture. The reasons behind its success as a retailer are appropriate product philosophy and value for human capital. The latter also serves as the source of the company’s attractiveness for employees because it offers a variety of tangible and intangible benefits. Hot Topic may preserve and reinforce its excellence by introducing succession planning, the foundation of which already exists in the organization. No-wall headquarters design seems to contribute to the corporate values translated by the company through immersing staff into a low power distance environment. I wish I could work in a company such as Hot Topic.
Molloy, J. C., & Barney, J. B. (2015). Who captures the value created with human capital? A market-based view. Academy of Management Perspectives, 29(3), 309-325.
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Pan, F. C. (2015). Practical application of importance-performance analysis in determining critical job satisfaction factors of a tourist hotel. Tourism Management, 46, 84-91.
Quinn, D. (2015). Succession planning: who can follow on from you? British Journal of Neuroscience Nursing, 11(6), 286-289.