Callie Walker

Michelli, Joseph A. The Zappos Experience: 5 Principles to Inspire, Engage, and Wow. New York: McGraw-Hill, 2012.

"The Zappos Experience"

Zappos is an online retailer that that has become famous for its innovation and unique approach to business. The company began in 1999 as an online shoe store, but quickly expanded its merchandise to include clothing, eyewear, accessories and much more. Throughout a 10-year period, Zappos grew from practically no sales to more than $1 billion in annual sales, despite minimal advertising. The company has even been listed in “Fortune” as one of the top 10 best places to work. In his book “The Zappos Experience,” Joseph Michelli examines the company’s approach to business and the unique management techniques that make Zappos one of the most successful online retailers of our time.

Though Zappos uses a variety of methods to achieve growth and success, Michelli divides the company’s business approach into five main principles. The first principle Michelli outlines is the company’s desire and ability to serve a perfect fit. Zappos seeks to find employees who share the same core values as the managers. When employees share the same values as their leaders, those values are more likely to be expressed through excellent customer service. The second principle of “The Zappos Experience” is to make business effortlessly swift. Reducing customer effort will undoubtedly increase customer loyalty. The third principle Michelli identifies in his book is the ability of Zappos to step into the personal. Zappos views its customers as more than just wallets with legs and creates service experiences that form life-long customer relationships. The fourth principle of “The Zappos Experience” is to stretch. Zappos stretches the talent of its staff by offering monthly classes and training. The fifth and final principle Michelli identifies is referred to as “play to win.” Zappos creates a fun work environment for long-term employee pleasure. Employees who have fun on the job tend to be more creative and productive.

“The Zappos Experience” offers an excellent approach to management and leadership. In fact, many of the management techniques Zappos uses reflect techniques we have discussed in class. For example, Zappos seeks input from each of its employees and takes action on various employee suggestions. According to Michelli, great leaders seek input regularly and act on what they hear. This management technique reflects Mary Parker Follett’s idea of Collaborative Management. Collaborative Management focuses on collective decision making rather than executive decision making. Zappos encourages communication throughout the entire organization instead of just having the top five percent of the company make all of the decisions.

Another management concept Zappos employs is the theory of Maslow’s Hierarchy of Needs, which can serve as a framework for understanding employee commitment. Self-actualization is listed at the top of the Maslow’s pyramid and refers to the human desire reach one’s full potential. Zappos understands the concept of self-actualization and actually helps its staff members grow and develop personally. The company has a “dream manager” who helps employees achieve personal, non-work-related goals. Zappos understands that some people are less motivated by compensation and more motivated by recognition and a genuine interest in their aspirations.

I would highly recommend “The Zappos Experience” to other public relations students for a variety of reasons. Although not all businesses are the same, the successful methods that Zappos employs can be replicated and perfected by a wide variety of other companies. In addition, the lessons taught in the book can also be applied to the personal and professional development of people. Professionals at every level can embrace the techniques outlined in “The Zappos Experience” to improve themselves and the companies they work for. Ultimately, the Zappos lessons will teach public relations students how to become better workers and even better leaders.