Zappos and the New Model for Customer Service

In a corporate landscape littered with customer-service models based on quick sales and minimal human contact, some consumers are beginning to feel alienated. This phenomenon creates a tear in customer loyalty that is sure to eat into the profits of any business. Enter Zappos, just after the turn of the century. Since its humble beginnings, Zappos' customer service has constantly revolutionized the way a company and its customers interact with one another, attracting new customers every year without turning its back on old ones.

According to a Nexxt article by Melissa Kennedy, Zappos was founded in 2001 as an online shoe retailer and quickly grew into a multi-million and subsequent billion-dollar enterprise with an inventory that encompasses much more than shoes. The store even launched its own line of high-end shoes, Zappos Couture. It's weathered tough economic conditions like champs and continues to expand in success and scope. Every time Tony Hsieh, founding investor of Zappos, is asked how the company grew so rapidly, he always responds with the same answer: Zappos provides the best customer service possible.

Zappos customer service is famous in a good way. Reports of customer-support calls lasting eight to ten hours have made headlines on major new stations and cast Zappos in a customer-friendly light that has eluded other retail businesses. By all respects, its employees are always willing to go the extra mile for Zappos' customers.

According to Hsieh in a recent article at CNN, the best customer service doesn't just start and stop with employee training. It also extends to treatment and inclusion. Hsieh says the Zappos customer-service brand can be summed up in the "3 C's": clothing, customer service, and company culture. He believes that providing a quality product and customer-service model is intrinsically linked to a healthy and positive company culture, the store's number one priority and core business strategy. Company culture is more than the customer's perception; it also reflects how employees perceive and interact with Zappos.

Initially, new hires undergo an extensive Zappos customer-service training program. At the end of the program, they're given the option of $2,000 to leave for good. Ninety-seven percent of all trainees refuse to take the $2,000.

Employees are welcomed into the Zappos family, a congenial unit that's persisted since its very first sale. Employees feel connected to one another, their employers, and especially the customer. Free lunches, a company library, and nap room are just a few examples of the company's on-the-job-perks. Employees even receive comprehensive health care without paying a dime, and managers are encouraged to spend time casually mingling with employees. Furthermore, Zappos promotes individuality while maintaining a strong, supportive internal community. Hsieh also believes that participation in the local community is vital for maintaining company culture and, by extension, Zappos' customer service.

Zappos thinks about their employees in much the same way they do their customers—as partners for the long haul. In the end, the Zappos customer-service secret is pretty simple: Treat your employees well, and they'll treat your customers the same.

Photo courtesy of freedigitalphotos.net