According to Hsieh, the ultimate aim of the Zappos brand is to be the very best when it comes to customer service and consumer experience. "Our hope is in 10 years people won't even realize we started out selling shoes online," he explains, "we sell clothing and handbags, accessories - even electronics and house wares." He also points out that it doesn't necessarily need to be online. "20 - 30 years from now, I wouldn't rule out Zappos Airlines," he said.
Great customer service is not something offered by the majority of companies and Hsieh suspects a lot of people are frustrated by this. "In the long run, customer service is just good business," he says. "The problem, however, is that the payoff is usually two or three years down the line."
Given the company made over a billion dollars in gross merchandise sales in 2008 after starting with almost nothing in 1999, and that repeat customers and word of mouth were the main drivers of that growth, we can see how many businesses are trying to model themselves on the force that is Zappos.
So what is different about Zappos?
While the company has formalized the definition of its culture into ten core values and people are hired and fired based on those values, Hsieh believes the company culture is different because it is not driven by him, but the employees who themselves determine how they want the culture to evolve.
"We've actually passed on a lot of really talented people that we know would make an impact to our top or bottom line," says Hsieh, "but if you know they're not a culture fit we won't hire them. Similarly, he explains the company will fire people even if they're doing their job perfectly if they're bad for the culture.
The Culture Book, a book Zappos puts out every year, consists of thoughts from all Zappos employees about what the Zappos culture means to them. But for typos, it's unedited. Hsieh offers the book freely to anyone who wants a copy. You can find out more about the culture-book here; http://tinyurl.com/c75btk
