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Book Study Guide The following is a list of key discussion topics presented in

Book Study Guide The following is a list of key discussion topics presented in The Zappos Experience. This information is presented in the book as the “Try These On for Size” sections and may serve as group conversation starters. Chapter 2: 1) Do you have explicit corporate values? If so, do they reflect a blend of founding principles and the evolving demands of the marketplace? Or are those values static and immutable? 2) What do your customers value? How do your corporate values match up with the wants, needs, and desires of your customers? 3) Since values can be both explicit (stated) and implicit (unstated), do your corporate actions align with stated values? If not, what do the major decisions of your business suggest about your company’s real values? 4) How willing are you to consider revising stated values to match your demonstrated actions or revising actions to match your stated values? What might those revisions look like? 5) What are your personal values? Have you taken the time to examine your values lately? If you ask people who know you well, what values would they ascribe to you? Would those values align with your self-perception? 6) From a business perspective, are you willing to ask your entire company to weigh in on your current and aspirational values? What percentage of your company would say that your current values meet the CRUD test of being Credible, Relevant, Unique and Durable? 7) How would you describe the values that currently define your company? 8) What values can you credibly aspire to in your business? What would it take to move those values from aspiration to reality? 9) How prominent are your values in the prospective applicant’s journey to your job posting? 10) Do you specifically direct applicants to review your core values? 11) Have you involved your employees in videos, or other creative vehicles that fit your business, to give a flavor for the role of values in your organization? 12) Do you give applicants options on how they present their application or cover letter so you can get a richer sense of them even before you look at their qualifications? Chapter 3: 1) Is your onboarding process the same for frontline workers and executives? If separate tracks exist, what does that suggest about your culture? 2) How many hours of your orientation process address policy, procedures, etc.? How many hours are dedicated toward culture? 3) Does your onboarding process immerse participants in your culture or does it simply preview it? 4) How effectively does your orientation process build empathy for the customer experience and create interdepartmental connections? 5) What do you think of Zappos paying new hires to leave? 6) If you had to guess, what percentage of new hires would leave under a similar offer in your business? 7) Would you ever consider paying people to exit your company if they sensed they were not a culture fit? Why or why not? 8) If given a similar offer after orientation, does your onboarding process sufficiently reflect your culture such that new hires could make a realistic assessment of their fit? Chapter 4: 1) How much do you know about your customers’ wants, needs and desires? 2) What have you done to design a customer experience that not only responds to customer needs but also anticipates them? 3) Have you mapped your customer journey across all contact points and do you understand the sequence of events your customers encounter as they seek to have their needs met? 4) What qualitative and quantitative methods are you using to track your customers’ journey with your business? 5) How are you using the voice of the customers to refine processes that will make their time with you as effortless as possible? 6) Are enhancing customer knowledge and accuracy of order processing important aspects of your service value proposition? 7) How do you help customers make objective, well-informed purchase decisions? 8) If order fulfillment is important to your brand, how well are you executing? 9) Losses for fulfillment error rates of 10-15% in the drive-through quick service restaurant sector are estimated at $8 billion. How much do you think your company could gain, by way of revenue and customer satisfaction, if you improved order fulfillment accuracy? 10) What opportunities exist in your company to innovate inventory strategies or to build redundant systems of accuracy checking? Chapter 5: 1) Are you focused on only the speed of your service? 2) What actions of leadership demonstrate a corporate commitment to service velocity? 3) What is the Internet chatter about your service speed and effectiveness? 4) Do service standards exist for service urgency across all channels of contact (phone, chat, web, face-to-face) with customers? Is your service being delivered consistently against those standards? 5) Are your customers aware of your service velocity standards? How would customers test your service against your standards or against your competition? What would they find? 6) From the standpoint of being a learning organization, is your business a place where people continually expand their capacity to create the results they truly desire? 7) Would your company be described as nurturing new and expansive patterns of thinking, and is it a place where collective aspirations are set free and where people are continually learning to see the whole together?” 8) What processes and training do you have in place to drive product and service knowledge? Is support for this training consistent or does it fluctuate with economic factors? 9) How effective is your service recovery? What are your customers saying about the effectiveness of your response to product or service breakdowns? 10) Does your leadership set the tone for the importance of the service recovery effort? Chapter 6: 1) What are the small and epic acts that lead to your service story? 2) What are people remembering about the way contact with your business made them feel? 3) If a brand is what people say about you when you are not around, what is your business and personal brand? 4) How are you capturing and retelling large and small wow’s delivered by your team? 5) What is your “way we serve statement?” 6) If a group of researchers traipsed across your corporate landscape asking how customers should feel doing business with you, what range of responses would they hear? 7) How would you characterize the balance your business has struck when it comes to service consistency and personalized customization? 8) When you look at your company policies, do they lead to both smoother business operations and enriched customer experiences? If not which ones might be eliminated or modified? 9) In what ways do your people act to serve customer needs, even when those needs don’t seem to serve the short term interests of the business? Would you ever send a customer to a competitor, if it was in the best interest of the customer? Chapter 7: 1) How are you helping your service talent develop greater “personal emotional connection” skills? 2) Are you assessing your service staff’s ability to build rapport and participate in relevant and engaging personal discussions or do your evaluations focus exclusively on things like “smiling,” “eye contact,” and “transaction accuracy?” 3) Is your service quality assurance program growth-oriented (goal-setting, honest feedback without ratings) or designed as a metric of performance? 4) How comprehensive are your service feedback mechanisms? Do employees have input as to the information solicited? Do you actively ask customers to share their side of what will likely turn out to be “wow” stories? 5) Are you using a variant of the Net Promoter Score (NPS)? Can you isolate data from NPS results and trace it back to individual service providers? Are you sharing the aggregate and individuals results of your NPS surveys as a tool to enhance emotional connections with customers? 6) Can you imagine asking your customers to rate your staff and offer comments in response to the following question: “If you had your own company that was focused upon service, how likely would you be to hire this person to work for you?” What do you suspect results would look like across your business? Would you also provide those results to your staff as a tool for enhancing service excellence? 7) Would you be willing to ask your staff how happy they are at work on a MONTHLY basis? What percentage of your team do you suspect would answer the survey each month? What do you think those results would reveal? 8) If you did survey your staff monthly, would you provide them all of the results of that study, including every comment provided? 9) How much does your customer trust your business? How much does your staff trust leadership? How do you know? Chapter 8: 1) What would happen if all leaders in an area of your business left tomorrow? Have you developed other staff that could seamlessly take over those leadership positions? 2) If you hire new employees straight out of high uploads/Geographie/ guide-zappo.pdf