At first I was a bit skeptical. Zappos falls squarely into the latter category. To ensure that agents have the power to deliver stellar service and support, all new hires are immersed in a four-week customer care and culture training program prior to handling any contacts. This really shows how important our customers are, and how we strive to provide them the best service at all levels.
Share via Email Tony Hsieh, chief executive of Zappos. Zappos Company culture is something that many corporations take for granted, not realising how important it actually is to employee morale, work quality, and overall profits. In order to build a great company culture, the leaders of the organisation need to infuse it into all areas of the company.
In other words, culture is not just a sign on the wall or a bullet-point list on the company website telling us what they stand for.
Being very interested in his ideas on how he cultivated Zappos' company culture, I decided to read Hsieh's latest book, Delivering Happiness: A Path to Profits, Passion and Purpose. Now, I almost never finish business books; a chapter or two is usually all I can take.
But I eagerly read Hsieh's book from cover to cover. He provides advice and insight we rarely receive from our most successful business leaders. Hsieh's account of his transformation from a Harvard student entrepreneur through his years as a dot. But he deserves a lot of credit for building his first internet company LinkExchange in just over two and a half years and then selling it to Yahoo!
Then, as the tech boom burst and Hsieh confronted the dwindling pile of cash Zappos customer service over from the sale of LinkExchange, his story began to come alive.
One of his most promising startup investments was Zappos. Just as disaster struck the company, Hsieh stepped in. Recounting the stress of operating in survival mode, we get the inside story of how he revived the company, from the deliberations behind liquidating his assets to fund the company in its darkest days to the risky decision to seek out an 11th-hour loan.
Hsieh focuses on three critical areas that businesses typically fail even to consider in their strategic plan: Most business advice books focus on issues like maximising profitability, ROI, product innovation, operational efficiency, and beating the competition, so it is a breath of fresh air that Hsieh barely even acknowledges these topics.
Over time, Zappos' number-one priority, culture, became even more important than their commitment to customer service. The heart of their success story lies in the commitment the business made to consciously and intentionally build a culture that embraces the business's key values.
Culture is a tough topic. There are no road maps, and the path for one business is by definition unique to that particular company. Culture is a long-term investment. It cannot be regulated by a board of directors.
Zappos annually produces a "Culture Book" that's shared with anyone interested in its content — from employees to vendors and customers. If you were to visit the Zappos office, you're likely to find a nap room, a petting zoo, a makeshift bowling alley, employees doing karaoke, or a popcorn machine dressed up as a robot.
Zappos has what's called a "Face Game". When you log into the computer system, after you enter your password, a face pops up of a fellow employee and you're asked to enter the person's name.
Whether you answer correctly or not, you see a bio and profile — another way of getting to know your fellow workers and building culture.
Positive office culture assures you of passionate employees, outstanding performance and the ability to attract the best talent. At Zappos, customer service is how they market the brand. Zappos takes most of the money it could spend on advertising and invests it in customer service.
Treat people amazingly well and they'll tell their friends. Zappos lets it customers do the marketing. All new Zappos employees are greeted with a four-week training programme. The offer stands until the end of the fourth week. Zappos wants employees who really want to work for them and no one else.
Everyone is challenged to make at least one improvement, every week, that makes Zappos better reflect its core values. Both personal and professional growth is expected. Zappos doesn't hire very experienced workers.In the early days, Zappos was about providing the best selection of shoes online, which later evolved to providing the best possible customer service.
After receiving tons of customer feedback, we. On their website, Zappos states, “We are not an average company, our service is not average, and we don’t want our people to be average. We expect every employee to deliver WOW.” Customer delight starts with a business’ employees, for a customer will never love and trust a company unless the employees love it first.
“Zappos is a customer service company that just happens to sell shoes.” -Tony Hsieh If you hear anything about Zappos from a Zappos customer, chances are it will be positive. Customer Service Representative jobs. Customer Service Representative salaries ($25k) Email me jobs for: Your Job Alert was created!
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12 The Zappos Family jobs, including salaries, reviews, and other job information posted anonymously by The Zappos. CUSTOMER SERVICE What really makes the Zappos business model unique is the company’s focus on customer service.
The company has established a method of serving customers and handling their issues that is distinctive from the rest of the industry. Zappos believes great customer service is an opportunity to make the customer happy.
Firstly, Zappos mainly focus on customer service. For example, it provides a WOW experience; the loading speed is faster than other retailer company. Like Hsieh said, he regarded customer service as an investment, instead of an expense.
Therefore, it creates a bunch of.