How Zappos Built a Billion Dollar Company Through a Customer Focused Culture
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Zappos built a billion dollar company through a customer-focused culture that prioritized customer service and relationships. They hire based on cultural fit rather than just skills and base performance reviews partly on living the company values. This creates a fun, transparent culture where employees are passionate about the customer's experience.
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How Zappos Built a Billion Dollar Company Through a Customer Focused Culture
- 1. How Zappos Built a Billion Dollar Company Through a Customer Focused Culture Rob Siefker, Senior Manager, Customer Loyalty Team Gary McNeil, Vice President of Marketing, Parature
- 2. The Collapse of Demand Although there may be signs of a recovery… … customers are buying less – demand is recovering slowly
- 4. The Shifting Focus: From Hunters to Farmers Falling Disproportionally on the Customer Support Function The focus has shifted to further monetizing the customer base… … placing new found responsibilities on the support function
- 5. The Changing Preferences of Your Customer If You Build it They Will Come The challenge isn’t driving customers to leverage self-service… … it’s keeping them there
- 6. The Implications of Getting it Wrong Costing you money now…and later
- 10. 800 Customers Across Industries & Market Segments Healthcare Associations Education Gaming and Digital Media Business Services Technology
- 11. How Zappos Built a Billion Dollar Company Through a Customer Focused Culture Rob Siefker Sr. Manager, Customer Loyalty Team
- 16. Power of repeat customers and word of mouth…
- 17. Clothing: moving beyond shoes…great selection of clothing delivered with great service
- 28. Seven Steps For Building A Brand that Matters
Hinweis der Redaktion
- Although there may be signs of a recovery Customer purchasing behaviors have changed – they’re simply buying less…and will be for the foreseeable future Transition – cs&s is changed
- They represent what’s most important Top-line revenue Recurring revenue Costs – if not managed correctly Critical information to better inform sales, mktg, pd, and finance Leading KPI’s (key performance indicators) RR Repeat purchase X-sell oppty’s Up-sell oppty’s Product feedback Advocacy - positive and negative
- Customer requirements are changing – in addition to becoming more web savvy overall preferences are migrating to web self-service models. While there’s an urgency premium associated with the phone, the reality is the customers marginally prefer the phone over web self-service Even in urgent situations, customers appear to trust the information they receive on-line and trust that ultimate resolution will occur Customer preference for the phone over self service occurs with end users 51+ years in age Web self service extends well beyond the X’ers and Millennial generations Net-net the challenge isn't getting your customers to the web – it’s keeping them there. Many CS&S functions find themselves in the loose-loose box – customers initially go to self-service channels, yet end up picking up the phone due to poor self-service experience. No tolerance for bad service They’re demanding a better customer experience: 24x7 support – (near real time response rates) Native language support Ease of use Consistency / familiarity Multi-channel support Web – KB Chat E-mail Discussion groups / forums Mobility Social media environments (cloud)
- Check education customer count Small to Medium size companies Companies from different industries and verticals We’ve developed best practices for many leading industries and that’s why companies choose us Building support portals for 6 years; we’re passionate about making the support experience easy to use for your end users
- Hire slowly Fire quickly