You know you’re hooked on a company when you swear by buying your textbooks from them rather than the campus bookstore. Better yet, when your professor recommends you purchase texts on the syllabus from that virtual company, that’s when you know the business is onto something. That’s the thing about Amazon. The company has grown to dominate an unparalleled market of goods while showing no sign of slowing down.

 

Spearheading Amazon’s efforts is founder Jeff Bezos, who advocates for an employee-sympathetic model. Employee attitudes and treatment matter to Bezos, who built Amazon’s new campus with energy-efficient buildings and food vendors who offer sustainable and local ingredients. Heck, Amazon even has a bring-your-dog-to-work policy. That’s the kind of workplace transparency that builds a positive, service-oriented environment. Bezos is no fool; the founder realizes how critical employee sanctification is to his company.

 

By thinking of his workers as brand ambassadors, Bezos expands Amazon’s service relations models to including his own team. Employees are more likely to positively endorse Amazon to their family and friends, building up a healthy public image along the way. If the company looks and sounds like a great place to work, then more individuals will seek ownership in the business. Happy employee, happy life.

 

It’s also the kind of relationship that produces high marks. Amazon recently received sky-high success ratings on the 2014 Harris Poll Reputation Quotient (RQ) study, “which surveys 18,000 Americans to measure the reputations of the 60 most visible companies in the country,” according to “Fast Company.” Sharing the spotlight with Amazon, included other corporate giants who do good by their employees, among them “Coca-Cola Bottling Company” and “Whole Foods.”

 

Of course we can’t forget about Amazon’s unmatched mix of product offerings. By deliberately choosing to offer multiple price options and similarly linked items, Amazon ultimately gains consumer trust. Doing right by your customers can lead to big results, just as Amazon’s case study rings true.

 

Our entrepreneurial editors at MUIPR believe in doing good by our followers and we recommend companies do more good by demonstrating this kind of flow in our corporate spotlight series. Amazon has figured it out and we think other companies can too. Starting with one’s employees could perhaps be the perfect place to start.

 

What do you think of Amazon’s employee-centric model? Would you commit to buying shares at such a fast-rising company? I’d love to hear what you think! Share your thoughts in the comments or tweet me @Kelseymbro