A Quote by Neil Blumenthal
At Warby Parker, we moved our focus to promotion only after we'd spent time creating our product, a user-friendly website, and an on-the-ball customer experience team.
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At Warby Parker, we say that we're customer focused but medium agnostic.
The entire customer or user experience - from raising awareness, to buying a product / taking action, to getting customer support - is going digital.
As Chief Product Officer, I lead our product team to create simple, intuitive user experiences.
The ultimate goal of a habit-forming product is to solve the user's pain by creating an association so that the user identifies the company's product or service as the source of relief.
Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.
One of my favorite products at Warby Parker also happens to be our worst-selling item: the monocle.
The most common way customer financing is done is you sell the customer on the product before you've built it or before you've finished it. The customer puts up the money to build the product or finish the product and becomes your first customer. Usually the customer simply wants the product and nothing more.
We sent our user research team out to sit with customers for periods of time and get some insight into how Slack is working. We also get tens of thousands of points of contact via Twitter and our customer support ticketing system every month and can synthesize those results.
Certainly our job as an offense to try to score points and that's running the ball, throwing the ball, whatever it is. Somehow, someway we've got to try to score points to help our team win. That's where the focus is and it's pretty easy just to focus on that.
I told our employees several times, 'Let's focus on the end user, let's focus on committing to society, and focus on the crisis and doing the right thing, show our corporate social responsibility.' Don't focus on marketing and sales. That's horrible culture.
When my three co-founders and I started Warby Parker in 2010, our primary intention was to sell good-looking, affordable eyewear online.
We grow by letting the customer tell us. So when the customer tells us that they're frustrated, that they just got their catalogue and we're already out of a product they wanted, then it tells me that we're not making enough. We let the customer tell us instead of creating an artificial demand for our products. Any time you're making products that people don't need, you're at the mercy of the economy, you're at the mercy of whatever is going on. So we tried to avoid that situation.
When we were creating Warby Parker, for us it was about having a positive impact on the world and having a strong social mission.
Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply.
Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.
At Warby Parker, we use the survey platform Culture Amp to take employee engagement surveys that help us become ultra-responsive to the needs of our teams.
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