Lululemon's cult-culture is best described by freedom, authenticity, integrity, work/life balance, quality products, and even the fun. A cursory look at company's vision, mission, and leadership reveals its strong emphasis on the human capital. The whole process is turned upside down. Managers, here, don't make people work; rather, 'people bring themselves to work'. It encompasses high motivation, participation, and engagement for the workforce. The organization not only places its employees high but also delivers unparallel customer experience.
For Lululemon, 'fun is strategic' and employees apply this principle to daily work. The company invests in employees' growth. Goal-setting is not only in terms of organizational objectives, but also encapsulates an individual's health and personal growth. The company lives to its commitment and creates a strong and vibrant culture that it employees believe in. There are no separate lines dividing health, family, and work. As a result, employees enjoy every minute of working there.
The ebullient culture has developed gradually from humble aspirations. Chip Wilson's observance, experience, and passion have helped the organization to achieve a culture of inclusiveness. Benefits of a strong culture are apparent. Despite being open of the weirdest brand, its popularity is no less. Lululemon enjoys a loyal customer base; in fact, customers find the brand compelling and women relate its products to empowerment. Putting functional fashion in place and hiring local people for marketing, Lululemon puts the cart before the horse. Nonetheless, there is always a risk in the strategies Lululemon uses. Investments in human capital are high, and efforts in accommodating customers' feedback are cumbersome. Time and cost constraints may hinder the process. Still, the retailer has adjusted well to the odds and paved a 'new' way to the world stuffed by traditional approaches of Nike, Unilever, Adidas and others.
Elements of its culture worth imitating include knowing customers by name, encouraging the staff to 'dream,' listening to customers' feedbacks, and not just selling, rather educating the people about the products. These facets connect the company with employees as well as wins customers' loyalty. These facets help it stay cut above the rest.
References
Bell, J. R. (2014). Do Less Better: The Power of Strategic Sacrifice in a Complex World. Palgrave Macmillan.
Gabriel, J. V. (2014). Case Studies in Sustainability Management. Sheffield, UK: Greenleaf Publishing.
