第三能力：开发“Powered by Zappos”
这是一个罕见的特征，不容易模仿的是“Zappo驱动”的概念。该公司没有简单的垂直整合来满足其供应链需求（Lin et al。，2012）。例如，在2007年，Zappos已经购买了一家网上折扣鞋零售商。该公司立即与Zappos的运营协议相结合。该公司似乎已经开发出了一种天生的能力，向在线客户出售产品，并为供应商的直接销售计划做出了宝贵的贡献。许多零售产品的制造商都有一个分销系统，该系统是围绕大量货物或零售店的发货而建立的。该公司能够利用互联网的力量发展成为向公众销售鞋子的可靠方式。该公司能够创建网站来销售产品并制定分销网络。这是为了将产品直接交付给客户。这些公司需要开发许多适合客户需求的领域。开发了“Powered by Zappos”的独特计划，并使公司的所有利益相关者都以类似的方式运作（Knott，2009）。在许多方面，公司的这一运营流程和“Powered by Zappos”的概念为品牌增添了价值。它还创造了这样一个人物角色，即这个特定的操作概念不可能被模仿，而且被其他竞争者效仿会很困难（Schiavone and Simoni，2011）。
This was to encourage the culture of transparency and accountability (Terziovski, 2010). Except some profane words, the company did not alter the content of the consumer reviews. The product range was unique this added to the fostering of the ideology of the consumer requirements. These lead to the overall growth of the product. These intangibles added to the consumer loyalty. The company was able to secure a large consumer base developed from this ideology. These added to the value and organizational capabilities of the product.
Third competence: Development of “Powered by Zappos”
This was a unique trait that was rare and not easily imitable was the notion of “powered by Zappo”. The company did not have a simple vertical integrated to meet its supply chain demands (Lin et al., 2012). For example, in the year 2007, Zappos had purchased a discount online shoe retailer. This company was immediately integrated with the operational protocols of Zappos. The company seemed to have developed an innate ability to sell to the online customers and make valuable contributions to the vendors’ direct sales initiatives. Many of the manufacturers of the retail products had a distribution system that was built around the shipments of larger number of goods or the retail stores. The company was able to harness the power of the Internet to develop as a credible way of selling shoes to the public. The company was able to create websites to sell the products and formulate the distribution networks. This was done to deliver the products to the customer directly. The companies needed to have developed many of the areas of competency to cater towards the needs of the client. The unique program of “Powered by Zappos” was developed and all the stakeholders of the company were made to function in a similar manner (Knott, 2009). In many ways, this process of operation of the company and the notion of “Powered by Zappos” added value to the brand. It also created the persona that this particular concept of operation could not be imitated and it would prove to be very difficult to emulate by the other competitors (Schiavone and Simoni, 2011).