Beruflich Dokumente
Kultur Dokumente
Culture
Scott Klein & Marlene Kanagusuku
Managers in Customer Loyalty Team
Special Guest: Kathy Koziatek
Confidential
Zappos at a Glance
Corporate Background
Founded in 1999
Best selection
Over 1200 brands, over 200,000 styles, over 900,000 unique UPCs.
4 million items in warehouse
100% of products inventoried (no drop ship).
Customers come
9.9M total purchasing customers (3.3% of US population)
4.1M have purchased in the last 12 months
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Power of repeat customers and word of mouth
$1,000
$800
Gross Sales $M's
$600
$400
$200
$0
2000 2001 2002 2003 2004 2005 2006 2007 2008
Gross Sales 1.6 8.6 32 70 184 370 597 841 1014
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Clothing: moving beyond shoesgreat selection
of clothing delivered with great service
100%
98%
96%
Gross Sales %
94%
92%
90%
88%
86%
84%
2005 2006 2007 2008
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Customer Service: the Zappos wayestablishing a
personal emotional connection with the customer
See Experience Feel
What customers first see on What customers experience after What we do to establish a personal
Zappos web site? their order? emotional connection?
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What is the Zappos
Culture?
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Culture: establish committable core values
Every employee is asked to live & breathe the core values
and inspire the culture in others.
1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and a Little Weirdness
4. Be Adventurous, Creative, and Open-Minded
5. Pursue Growth and Learning
6. Build Open and Honest Relationships With Communication
7. Build a Positive Team and Family Spirit
8. Do More with Less
9. Be Passionate and Determined
10. Be Humble
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Culture
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Hiring for Culture
The Application (Beyond the Basics)
If you entered a room and a theme song played, what would your
song be and why?
How lucky in life do you consider yourself to be on a scale from 1-
10?
The Tour
The Hiring Process
Managers interview for technical fit and department culture fit.
Human Resources interviews for culture fit.
Must pass both in order to be hired.
Give a $2000 offer to leave in New Hire Training
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Building Teams and
Relationships
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Teams and Relationships
Relationships
Socialize with co-workers
ZCN Clubs
Twitter
Managers Role:
Drive the culture, our Core Values should guide
decision making
Build their team (Team Building)
Inspire new ideas and creative thinking
Help employees find their calling, reach their peak
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Trust and
Transparency
Trust men and they will be true to you; treat them greatly,
and they will show themselves great.
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Seven Steps For Building
A Brand that Matters
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Step #1
DECIDE
If youre trying to build a long term sustainable brand?
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Step #2
VALUES &
CULTURE
Figure out values & culture sooner rather than later
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VALUES & CULTURE
Figure out values & culture sooner rather than later
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Step #3
COMMIT TO TRANSPARENCY
Be real and you have nothing to fear.
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Step #4
VISION
Whatever youre thinking, think bigger.
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VISION
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Question for ENTREPRENEURS:
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Question for EMPLOYEES:
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VISION
MOTIVATION
vs.
INSPIRATION
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Step #5
BUILD RELATIONSHIPS
(not networking)
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Step #6
BUILD YOUR TEAM
Hire slowly
Fire quickly
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Step #7
THINK LONG TERM
Repeat customers
Customer service
There is no get rich quick formula
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Put a little Zappos in your day
some links to check out
http://twitter.com/zappos
(Tony Hsieh - CEO)
http://twitter.zappos.com
(public mentions, employees)
http://blogs.zappos.com
(photos & videos of culture)
http://about.zappos.com
(more information about us & core values)
http://www.zapposinsights.com
video Q&A from different depts., book recommendations)
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Q and A
Email us: Scott Klein sklein@zappos.com
Marlene Kanagusuku mkanagusuku@zappos.com
Kathy Koziatek kkoziatek@zappos.com
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Thank You
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Legal and Financial Disclaimer
P.S. You might be wondering why we need to have a legal and financial disclaimer in this presentation, but you are still
reading, so our lawyers, auditors and accountants would really like to make sure we make the following clarifications.
Although an audit was underway and almost done, the financial information presented in this slide show was unaudited. We
made every effort to present the best information we had at the time.
Gross merchandise sales is a non-GAAP metric. We use it to express the total demand across all of our web sites and stores.
This number measures the dollar value of the orders placed in the year before accruing for certain items such as returns, and it
ignores certain timing cut-offs that are required by GAAP for revenue recognition purposes. If we were a public company, we
would have to reconcile gross merchandise sales to the nearest GAAP metric (net sales), but we are currently a private
company so the gross merchandise sales number should be viewed just as an interesting number that we want to share with
our friends.
This presentation contains forward-looking statements that involve risks and uncertainties, as well as assumptions that, if they
ever materialize or prove incorrect, could cause our results to differ materially from those expressed or implied by the
forward-looking statements and assumptions. These risks and uncertainties include, but are not limited to, the risk of
economic slowdown, the risk of over or underbuying, the risk of consumers not shopping online or at our web site at the rate
we expected, the risk of supplier shortages, the risk of new or growing competition, the risk of a natural or some other type of
disaster affecting our fulfillment operations or web servers, and the risk of the world generally coming to an end. All
statements other than statements of historical fact are statements that could be deemed forward-looking statements,
including statements of expectation or belief; and any statement of assumptions underlying any of the foregoing. Zappos.com
assumes no obligation and does not intend to update these forward-looking statements.
Congratulations on making it through all the fine print. If you enjoy fine print, look for openings on our legal and finance team
at jobs.zappos.com.
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