Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Prize winner
Case
-
Reference no. M333
Subject category: Marketing
Originally published in: 2010
Version: 20 September 2010
Notes: This item is part of a free case collection. For terms & conditions go to www.thecasecentre.org/freecaseterms

Abstract

Tony Hsieh, originally an investor and advisor to the on-line footwear company, Zappos, joined the company in 2000, serving as the co-CEO. His partner, Nick Swinmurn, was intent on building the next Internet retailing powerhouse and satisfying customers' needs faster and more simply than ever before. Hsieh, on the other hand, was not focused solely on profits. He wanted to create a new universe, a company that was different from any other company he had known. His focus was on culture and employee happiness. Recalling his outlook on the new position, Hsieh explained, 'It was about: What kind of company can we create where we all want to be there, including me? How can we create such a great environment, where employees get so much out of it that they would do it for free?' What Hsieh did not know at the time was that he would move beyond a focus on creating enjoyment and fulfillment for employees towards delivering happiness to both customers and the greater public. This case is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).

About

Abstract

Tony Hsieh, originally an investor and advisor to the on-line footwear company, Zappos, joined the company in 2000, serving as the co-CEO. His partner, Nick Swinmurn, was intent on building the next Internet retailing powerhouse and satisfying customers' needs faster and more simply than ever before. Hsieh, on the other hand, was not focused solely on profits. He wanted to create a new universe, a company that was different from any other company he had known. His focus was on culture and employee happiness. Recalling his outlook on the new position, Hsieh explained, 'It was about: What kind of company can we create where we all want to be there, including me? How can we create such a great environment, where employees get so much out of it that they would do it for free?' What Hsieh did not know at the time was that he would move beyond a focus on creating enjoyment and fulfillment for employees towards delivering happiness to both customers and the greater public. This case is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).

Settings


Related