Zappos.com By: Stephanie DeSantis Rachel Stankis
Timeline Contents 1 Three Cs 2 Distribution 3 Financials 4 Opportunities & Challenges 5 Discussion & Questions 6
Zappos Mission Provide the best customer service possible. WOW philosophy Mission
Company History 1999-Nick Swinmurn launched shoesite.com End of 1999-offered free shipping & 100+ brands 2000-Zappos reached 50 brands & 400,000 shoes PC Data Online-ranked Zappos #1 online footwear retailer 2001-Tony Hsieh’s $1.1 Million put him as Co-CEO End of 2001-Zappos grew to $8.6 Million in gross sales 2002-Set goal to reach $1 Billion by 2010 2005-Received $35 Million & moved to Vegas 2006-Zappos was a $597 Million company 2008-Became a $1 Billion retailer 2009-Ranked #23 on "100 Best Companies to Work For“ July 17, 2009-Zappos merged with Amazon 2010 – Ranked #15 by Fortune Magazine 2011-Ranked #6 by Fortune Magazine
Three Cs Company Culture Customer Service Clothing
Company Culture Differentiator that gave them competitive advantage 2005 they debuted their core values Value # 7 – employees are encouraged to sped % of their free time socializing outside of work 2008 created culture book Started a pipeline 225 hours of core training 160 initial/new hire training Additional courses: effective communication, coaching, overcoming conflict, & managing stress 39 Opt hours: Inspiring Great Teams, Leadership Zappos Style, & Cultivating Culture
Core Values Deliver WOW through customer service Embrace & drive change Create fun & a little weirdness Be adventurous, creative, & open- minded Pursue growth & learning Build open & honest relationships Build a positive team & family spirit Do more with less Be passionate & determined Be humble
Application Process Personal theme song Rate themselves on a weirdness scale Assess how lucky they consider themselves Two interviews: skill based & culture based questions based on core values 4 weeks paid training focused on call center training, offered $2000 to leave
Application Process
Customer Service Believe rapid growth was due to customers’ loyalty CLT team receives an average of 5,100 calls Goal is to wow customers & establish personal connection Calls times are not measured Call center turnover in 2009 was only 7% whereas industry average was 150% Help customers find shoes regardless if Zappos carries them or not Strive to beat customer expectations
Customer Service
Fulfillment Center Located in foreign trade zone so vendors can ship directly, bypassing customs License Plate Codes & 100% Random Three storage areas Static racks – Freestanding shelving units Carousels – Ferris wheel type shelving system Kiva – Automated storage & retrieval system using inventory pods Do not implement a pay-per-performance or reward system Computers set up in internet café Karaoke, Wii guitar hero & rock band, free drinks, lunch & vending machines Employees know the job itself isn’t great but all the perks really make a difference
Fulfillment Center
Kiva System
Distribution Originally conducted drop shipping Brought inventory in house in 2000 Purchased shoe store in Willows, Ca Purchase abandoned building across the street & used as distribution center Tried third party fulfillment center Within 6-8 weeks, developed their own fulfillment center % of orders shipped from fulfillment center Cut 25% of its business in short term, but provided to be the best decision
Clothing 2006 – pursued additional lines of business U.S. clothing market was four times larger than footwear market Within 1 year Zappos had 130 different apparel brands 2007 clothing reached 5% of Zappos sales 2008 Zappos sold $31 Million in apparel Challenge was to get customers to see Zappos as more than just a shoe retailer
Shopping Experience Most sales online but offers toll free telephone support Average call is answer within 20 seconds Free shipping & returns 365 days Online experience as close to retail store as possible Print shoe sizing template Live chat sessions with product experts Product photographs were from nine different angles More detailed descriptions of style, fit, & materials Customers purchase several pair for fit Returns about 35% of gross sales
Financials Less than $10 Million invested in first 5 years Lacked adequate funding in beginning Focused on operating efficiency Avoided excess Went months without paychecks Secured $1.1 Million in V.C. funding Sequoia eventually invested $54 Million Percentage of repeat customers grew Became profitable in 2006 Late 2008 reached 9million customers
Gross Sales in Millions
Market Value in Millions
Other Services Offered 6pm.com Offers discontinued & past season merchandise Powered by Zappos Designs, hosts, and fulfills a partners web site Zappos Insights Subscription based online resource center
Opportunities Supply chain inefficiencies Shoe production in China Direct shipping from manufacturer to distribution center Deliveries – partial truck loads Should have own fleet of trucks to organize shipments International expansion
Challenges 2008 had to lay off 8% of workforce Margins were decreasing Customer behavior changed Increase growth rate for apparel lines Reduce capital expenditures & improve cash flow Be seen as service provider rather than just a shoe retailer
Multiple Choice Questions What type of distribution model did Zappos originally use? A.Third Party Fulfillment Center B.Drop Ship C.In House Fulfillment D.Brick and Mortar When did Zappos become a $1 Billion retailer? A.2007 B.2008 C.2009 D.2010
Topics for Discussion How long can Zappos survive relying sole on company culture? Company culture is so ingrained, how will they be able to create the same environment if they expand internationally? Will future growth mean more involvement from Amazon? How will Zappos handle competition with aggressive advertising campaigns? How will they handle an increase in transportation costs with the increase of gas prices? Should Zappos grow their Kiva system even though static shelves & carousels were built to last years? How should Zappos address the challenge of being seen as more than just a shoe retailer?
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