A Quote by Tony Hsieh
Our customers call and e-mail us to say that's how it feels when a Zappos box arrives. And that's how we view this company.
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I think it is going to be very difficult to be a company in silos. I think the game has changed. We won't define our success by looking at the competitors but at how satisfied are our customers, how engaged are our internal stakeholders, and how good is our product pipeline.
The 'No.1 IT company' isn't by volume, it's in relation to business customers because those are my customers, not the consumer. Who do they view as their most important partner? That's my definition of the 'No.1 IT company.'
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.
Many companies operate from more of a command-and-control environment - they decide what's going to happen at headquarters and have the organization execute. That doesn't work here because it's the community of users who really have control.
So we enable, not direct. We think of our customers as people, not wallets. And that has implications for how we run the company. We partner with our customers and let them take the company where they think it's best utilized.
Giving feels good, but it's also good for the bottom line. Charity is a viable growth strategy for a lot of companies. Our customers get excited to be a part of what we're doing. If you ask anyone wearing Toms how they first heard about us, most won't mention an advertisement; they'll say a friend told them our story.
And what I've come to learn is that it's the manufacturer's handbook, is what I call it. It teaches us how to run our lives individually, how to run our families, how to run our churches. But it teaches us how to run all of public policy and everything in society. And that's the reason as your congressman I hold the Holy Bible as being the major directions to me of how I vote in Washington, D.C., and I'll continue to do that.
It's rare to find someone excited over jury duty. If they're out there, I've never met them. Not a one. When the summons for jury duty arrives in the mail, how many people scream, 'Yes!' and run to clear the calendar? None. Our first and only reaction is, 'Oh, no,' quickly followed by, 'How can I get out of this?'
How we view ourselves can often determine the perspective and degree in which we see others and the world around us. Each and every one of us has a view. Such a view, that it can shape the future of others and how they live, dream and look towards the future that we all hope is better and more fruitful than our past. This I believe is a common initiative.
I did a business in a box called College Pro Painters. They taught you how to paint houses, how to hire and fire, how to sell, how to deal with customers. You got a one-year franchise. It was the hardest year of my life in terms of hard work. I won manager of the year. It was very successful.
What we view in the media - and who presents it to us - does so much to determine how we think, how we feel about ourselves, and how we view the world.
To be honest, we donate to projects that we think are meaningful. How society views it or how we are viewed by history, well, we'll let them decide. How others view us is out of our control.
The future of communicating with customers rests in engaging with them through every possible channel: phone, e-mail, chat, Web, and social networks. Customers are discussing a company's products and brand in real time. Companies need to join the conversation.
I wrote most of 'Hello in There' in a relay box, which looks like a mail box, only bigger. Sometimes, it was so cold and windy on my mail route that I'd go inside the relay box and eat a sandwich, just to get away from the wind. I remember working on 'Hello in There' inside the relay box.
Each of us carries within us a worldview, a set of assumptions about how the world works - what some call a paradigm - that forms the very questions we allow ourselves to ask, and determines our view of future possibilities.
Obviously, like anything else, I have views on how we should play defense but I don't call the defensive plays. I have views on how I want us to run our offense but I don't call our offensive plays. It's in collaboration with Phil Snow, with Joe Brady, with all of our coaches.
It takes a while for executives to understand that every company is a spatial company, fundamentally: where are our assets, where are our customers, where are our sales. But when they get it, they light up and say, 'I want to get the geographic advantage.'
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