This infographic can get you started. To build an effective page from scratch, you need to begin with the psychology of your customer. Receive the latest case studies and data on email, lead gen, and social media along with MarketingSherpa updates and promotions.
Contact Customer Service at customer. The views and opinions expressed in the articles of this website are strictly those of the author and do not necessarily reflect in any way the views of MarketingSherpa, its affiliates, or its employees.
August 07, RSS Free Newsletters. Discover the secrets for such phenomenal growth in our interview with their CEO. Perhaps most intriguingly, out of Zappos.
Happy Wednesday. Over on the Twitter customer service channel, the team replies efficiently and personally. I also love this interaction… LasVegasNerd Be yourself! Instagram Zappos does a much better job of engaging its community on Instagram. Zappos also posts some great videos here too. Leave a comment Cancel reply You must be logged in to post a comment. Zappos is not the only retailer that is realizing the possibilities of adding mobile to campaigns. Most recently, JCPenney began a campaign that used mobile bar codes to drive sales via a commerce-enabled site see story.
Vaccarino said. Topics covered: retail tech, e-commerce, in-store operations, marketing, and more. Search x. Some information, such as publication dates, may not have migrated over.
Check out our topic page for the latest mobile commerce news. Author Lauren Johnson. Vaccarino and Ms. What had started as just one of several dozen angel investments ended up as a job: By I had joined Zappos full-time. But for most of those years we had been short of cash and struggling to cope with growth. In early our biggest problem was customer service—specifically, finding the right employees to staff our call center.
We receive thousands of phone calls and e-mails every day, and we view each one as an opportunity to build the Zappos brand into being about the very best customer service. Our philosophy has been that most of the money we might ordinarily have spent on advertising should be invested in customer service, so that our customers will do the marketing for us through word of mouth.
But that requires the right staff members—and our inability to find enough dedicated, high-caliber customer service reps near our San Francisco headquarters was turning into a huge problem. We initially considered outsourcing it to India or the Philippines, and we met with a few outsourcing companies. We got the whole sales pitch and listened in on sample calls. You could tell on the ones from India that the people talking were from another country.
How would they be able to help a customer who asked, say, for shoes like the ones Julia Roberts wears in Eat, Pray, Love? That system never worked very well. So we stopped drop shipping and began buying inventory from manufacturers, but we outsourced the warehousing and shipping to a separate company in Kentucky.
As an e-commerce company, we should have considered warehousing to be our core competency from the beginning. Trusting that a third party would care about our customers as much as we did was one of our biggest mistakes. So we agreed that Zappos employees would staff the call center. But finding them in San Francisco remained a problem.
One option would have been to set up a satellite call center, staffed by Zappos employees who were operating someplace far away. If we were serious about building our brand around being the best in customer service, customer service had to be the whole company, not just a single department.
We decided we needed to move our entire headquarters from San Francisco to wherever we built the call center, whose staff we had recently named the Customer Loyalty Team, or CLT.
We talked about lower-cost cities where housing would be cheaper and there would be a bigger supply of workers who might think being a phone rep for a fun, growing company was a viable career choice. We did a lot of research into real estate, wages, and the cost of living in various cities, and we narrowed down the list of possibilities to Phoenix, Louisville, Portland Oregon , Des Moines, Sioux City, and Las Vegas.
Over lunch that afternoon at Chevys, we talked through our choices. Could the company afford the huge costs associated with moving its staff? How many of our employees would be willing to relocate to a new state?
Would the potential upside be worth the disruption to our young company? What would be the best decision for our culture?
0コメント