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¶ … Loops
Deckers Outdoor Corporation describes its business as being "a premier lifestyle marketer that builds niche brands into global market leaders by designing and marketing innovative, functional and fashion footwear" (Deckers 2011 Annual Report). Feedback loops were outlined as being an important component of the Burke-Litwin Causal Model (Falletta, 2008). A feedback loops is a set of elements that is self-reinforcing. There are basically two types of feedback loops, balancing and reinforcing (MindTools.com, 2012). This paper will analyze the feedback loops present in Deckers to identify the opportunities for organizational learning.
Balancing Feedback Loop
A balancing feedback loop is one where the elements in the loop exist in a state of equilibrium. When an element falls out of equilibrium, the other elements change to rebalance the organization. This restoration of balance happens no matter which element falls out of equilibrium or oven if the organization is moving to a new equilibrium point. Indeed, organizations tend to be constantly moving to new equilibrium points. Even with an organization that is growing rapidly, as Deckers is, there can be balancing loops. One such loop links design, satisfaction and demand.
Deckers relies on high quality of design in order to differentiate its products in the market and to attract business. When the level of design is high, the level of customer satisfaction is high, because the footwear not only looks good but performs well. When customer satisfaction is high, this keeps demand levels high. An equilibrium point is established therefore at a high level of quality, satisfaction and demand. This works for any firm in the industry. Cheap footwear companies tend to struggle to attract customers, because they have poor demand and that leads to poor satisfaction. In footwear, people tend to wear the best they can afford, not just for style but for functionality as well. Thus, this loop has a balancing effect, where if design slips so too will satisfaction and demand. Because demand is only loosely related to design, the loop settles into a new equilibrium at the new design level, rather...
The first is that this loop defines the business. Each company in the footwear industry must choose where its equilibrium point will be, and Deckers has chosen a point at the high end of casual, where fashionable design and functionality come together. This makes Deckers a differentiated player, and helps it to compete in the marketplace. If Deckers loses its competency in demand, the company is going to slip in popularity and this will bring it to a new level of equilibrium. Therefore, maintaining the current level of success requires the company to maintain its level of competency in design.
Reinforcing Feedback Loops
Design is one key function, but it mostly contributes to a balancing feedback loop. Distribution, however, contributes to a reinforcing loop. With reinforcing loops, the different elements of the loop reinforce each other. This means that when one element changes, the company faces a shift in momentum. The elements of what is probably the most important reinforcing feedback loop are quality, distribution, and profit. High quality footwear is attractive to a large number of consumers. Because of this, having high quality footwear facilitates greater distribution. High quality footwear also facilitates premium pricing. With greater distribution because demand is high, and premium pricing, profits increase. As profits increase, the company can put more money into expanding its production capabilities and its distribution networks. Those investments allow it to ensure high quality, but more importantly with by opening new markets the company is able to generate increased profits. Those new profits in turn feed more new market entry, which creates more profits and more market entry. The loop reinforces itself, until it is broken. The loop could break if quality slips, if there are no more new markets or if the company is unable to reinvest in new capacity for any other reason.
This feedback loop is important to the company because it is how Deckers will expand. Remember that at present the company is basically in a niche…
Works Cited:
Deckers Outdoor Annual Report 2011. Retrieved May 9, 2012 from http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9MTM0NDY2fENoaWxkSUQ9LTF8VHlwZT0z&t=1
Falletta, S. (2008). Organizational diagnostic models. LeadershipSphere. Retrieved May 9, 2012 from http://leadersphere.com/img/OrgmodelsR2009.pdf
MindTools. (2012). Systems diagrams. MindTools.com. Retrieved May 9, 2012 from http://www.mindtools.com/pages/article/newTMC_04.htm
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