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Professional comments on three pairs of shoes
If you are thinking about how to create an excellent customer experience for your service company, you will find that this is definitely a book with a lot of "dry goods".

Since about 2009, learning from Zappos to improve the customer experience has attracted my attention. Huang is a young man who just graduated from Communication University of China. He started a business with several classmates and made a website "Tomato Tree" to sell shoes. This website had some influence in the electric business circle at that time, but it was later stopped. In a blink of an eye, B2C became hot at 20 10. I keep hearing the founders of e-commerce companies talking about Zappos, including the founder of Vancl who started selling shoes at this time.

Therefore, I paid special attention to the book Three Pairs of Shoes by Tony Hsieh, the founder of Zappos. In fact, many e-commerce entrepreneurs have been studying this book. At that time, there was only an English version of Passing Happiness: The Road to Profit, Passivity and Goal. Some entrepreneurs even regard this book as a good employee training manual.

Why is this book so popular in the e-commerce entrepreneurial circle? In fact, from a purely commercial or financial point of view, Zappos is not the most successful-it is not listed independently, but merged into Amazon, and its founder did not pay attention to ringing the bell and cashing in his personal wealth immediately. These may be a pity for Tony Hsieh, but for many entrepreneurs, it is already a classic story worth learning. Because he started from 1999, he was a pioneer, and he took a different development path from Amazon, which proved to be effective.

"Dry Goods" Tested by Practice

In this way, the popularity of this book in the American and domestic e-commerce entrepreneurial circles mainly comes from the fact that it provides a brand-new concept, which was not given in previous business books, or was only partially involved but not verified by the business practice system:

"As the Internet connects people together, enterprises are becoming more and more transparent under force majeure. An unhappy customer or a disgruntled employee can write down a bad experience in this company on a blog, and then the story can spread like wildfire through e-mail or Weibo and other tools. The good news is that high-quality experiences can be spread in the same way and can be read by millions of people in an instant. The fundamental problem is that you can't foresee every contact point. And these contact points will affect others' understanding of your company brand. "

In fact, the above discussion constitutes the background of all Zappos' actions and strategies, which was actually summed up and analyzed by Tony Hsieh only six or seven years ago, and was later found to be correct. It's all experience, not textbooks, not logical reasoning. We can fully see the formation process of Zappos culture and values, and the gradual process of several young founders such as Tony Hsieh. This is a valuable part of this book.

For example, "In March, 2003, we pressed the switch, stopped the third-party delivery business, and removed all the products delivered by this mode from the website", because Tony Hsieh realized that the customer experience beyond his control could only reach 95% satisfaction, and 5% customers always left you with negative emotions. They won't leave messages or give feedback, but in the long run, it will damage the foundation of the business.

For example, how to make a decision to move the headquarters? In fact, it is to be consistent with words and deeds to customers. "We originally planned to build a satellite customer service center, but after careful consideration, we realized that if we did this, we would actually do something different. In order to establish the brand of Zappos by providing the best customer service, we need to ensure that customer service becomes the concept of the whole company, not just a department. We need to move our headquarters from San Francisco to the area where a customer service center will be established, and name this center "(Customer Loyalty Team) (CLT)."

We also saw how Zappos' culture was conceived-"We want to be as transparent as possible, so we decided that we would not delete or edit any articles except typos. Every edition of our culture book will contain both good and bad aspects of Zappos, so that people can have a more real and comprehensive feeling about the company culture when reading this book. Each new version is also a way to record the evolution of its own culture. " From here, I can see that culture is not a few slogans put forward by the boss, but a series of action principles under the correct concept. It is many times better to convey culture with the specific actions of employees and everyone's self-expression than to recite slogans.

New value equation

Tony Hsieh believes that Zappos can achieve the sales target of $65.438+00 billion, largely because they decided to invest time, funds and resources in three key areas: customer service (promoting brand building and good reputation), culture (forming 65.438+00 core values), and staff training and development (eventually leading to the emergence of training teams). Even today, Zappos' belief is still brand, culture and training (internally called "BCP"), which is the only competitive advantage in their long-term strategy. Everything else can be, and will eventually be copied by others.

In fact, there is a basis for Tony Hsieh to follow this order. He found that if an enterprise establishes a correct corporate culture, most other things, such as the best customer service, building a long-term brand, passionate employees and customers, will happen naturally. Zappos believes that the company's culture and brand are two sides of a coin. Brands may lag behind culture at first, but in the end, the two will keep pace. Tony Hsieh actually gave a new equation on which the energy or value of happiness was transmitted.

The old marketing thinking is that when estimating the return on investment, it is assumed that the life value of a customer is fixed. The new idea is to take the customer's life value as a moving goal, which can be improved with the more active emotional communication between our brand and each customer. Another mistake that many market developers often make is that they pay too much attention to how to attract customers' attention and neglect to build relationships and trust.

Tony Hsieh takes Zappos' pizza delivery as an example:

I remember attending a sales meeting of Skyjet Shoes Company in Santa Monica, California a few years ago. After going to several bars, a small group of us went to someone's hotel room to order food. A friend of mine who works in Skyjet wanted to order pepperoni pizza through room service, but he was very disappointed to find that the hotel stopped serving hot food after 1 1:00 in the afternoon, and we were a few hours late. In a drunken state, she was advised to call Zappos to order pizza. Encouraged by us, she bravely picked up the receiver, turned on the speaker and told the patient Zappos staff that she lived in a hotel in Santa Monica and wanted a pepperoni pizza, but the room service could not provide hot food. She wants to know if Zappos can help. Zappos employees were confused about this request at first, but she soon came to her senses. Let's wait a moment. Two minutes later, before returning to the phone, she listed five shops and telephones closest to Santa Monica that can also deliver pizza at this time.

Many people will wonder why, as an online company, Zappos only gets 5% sales by telephone, but attaches so much importance to telephone. In fact, most of the mobile phones in this 5% are still not sold. But Zappos found that every customer will call Zappos at least once in his life, and they want to use this opportunity to build a permanent memory for their customers.

Most phone calls don't bring orders right away. Sometimes, the customer calls just because it's his first time and he needs someone to guide him through the process. At other times, customers may just call to ask how to dress for the wedding. Sometimes customers call because they feel lonely and just want to talk to someone.

A random wow

In fact, Zappos' values and methods are not original, but through the practice of Tony Hsieh and his team. The management works supporting Zappos culture actually include Jim Collins's From Excellent to Excellent, Seth Godin's Purple Cow and Chip Conley's Peak. Tony Hsieh mentioned these authors in his book and paid tribute to them.

In the end, this company culture and customer experience will be implemented in every action of every employee through practice. We also see that this method will be paid more and more attention not only in the field of e-commerce, but also in all service economies. The following is a short story that employees spontaneously shared to surprise customers. Perhaps, after reading it, you will think of the domestic Haidilao hot pot:

Fast forward to a Tuesday morning in 2008. I just finished selecting a lot of goods from the shopping list at walgreen drugstore and walked to the cashier. Two people with few things are behind me, so naturally, I let them walk in front of me. When it was my turn, probably when the cashier cleaned up my 1/3 items, an old man joined the queue with two cans of peanuts, ointment and colorless lipstick in his hand.

I turned to him and asked him to give me everything. He asked me why with a puzzled expression. I wanted to say "this is a random act of kindness", but I blurted out "this is a random wow!" This sentence. Since working in Zappos, "Wow!" The word naturally replaced "kindness". I didn't correct it, just let it be. The cashier scanned the goods, put them in the bag and gave them to the old man.

He looked at me and said, "Tell me,' This is random!'" "What is this?" After hearing the story of me and the stranger in London, he thanked me deeply and left the shop. It was the cashier's turn to look at me with a puzzled face. He also wants to know, "This is random!" Everything. So I explained how I worked in Zappos and how I passed "Wow!" Giving customers is one of our core values.

When I left that shop, I had an indescribable feeling. Not just because I shared "Wow!" But I shared it with two people. More importantly, I hope they can pass it on one day.

A few days later, when I got off the night shift, on my way home from the company, I walked into the same walgreen pharmacy at 7 am. Hardly had I entered the shop when I heard someone say hello: "Hello, Martha." I realized that he was a cashier the other day.

I'm surprised. "I can't believe you remember my name." He replied, "I wrote down your name from your credit card receipt, because I don't want to forget to teach me to learn' Random Wow! And good deeds. I also told others about this! "

What's interesting is, to him, "Wow!" Kill me.

Whether you are thinking of Haidilao hot pot or other services that have surprised you before, this short story illustrates the following points: 1, it is not difficult to innovate services and customer experience; 2. The really difficult long-term task is to make customer experience innovation a daily thing, which needs to be managed from the height of company culture; 3. Once you reach the "transformation" or "floating" state of customer experience and innovation, you have a unique industrial chain from suppliers to final consumers, which is difficult for competitors to copy, and fans and media will follow you crazily. Reproducibility and non-replicability

-Who can be the Zappos of China?

In July 2009, Zappos, the largest shoe e-commerce website in the United States, reached a $1200 million share swap agreement with Amazon. From this so-called biggest M&A transaction in Amazon history, entrepreneurs saw the direction and capital saw the opportunity. A few months later, in China, far away from the other side of the ocean, an e-commerce company that also sells shoes online, Beijing Haolemai Information Technology Co., Ltd. (hereinafter referred to as Haolemai), won the investment of Sequoia Capital10000000 USD, and Sequoia's partners in the United States just benefited a lot from the transaction between Meijiebu and Amazon.

Meijie Shopping can be said to be the most successful case among startups in the field of e-commerce since the Internet bubble in 2000. It proves to the domestic restless and ignorant e-commerce market that selling shoes online is also a business. Driven by the example of Meijiebu, in China, footwear e-commerce has become the most concerned market for venture capitalists, but it is also the most competitive market after books, mother and baby, and 3C.

20 10 June, Letao Online Shoes City (hereinafter referred to as Letao), founded by Bi Sheng, the former marketing director of Baidu, received a million dollars investment from Detong Capital and Tiger Fund. Then 10 year 10, the first round of investment of Sequoia was obtained, and the second round of investment of Intel Capital, Defengjie and Sequoia Capital170,000 USD was obtained. Unlike JD.COM Mall, which stands out in 3C e-commerce market, the pattern of footwear e-commerce market, whether it is Haolebu or Letao Shoes City, is still unclear. However, "predators" have begun to enter this market. JD.COM Mall and Joyo Amazon have also begun to set foot in footwear sales, and brands such as Belle, Li Ning and Daphne have also tried water e-commerce. Selling shoes online has instantly become another "red sea" in the field of e-commerce.

The data from Taobao proves that footwear has become one of the most important categories on the online sales platform and is growing rapidly. In the first half of 20 10, the turnover of Taobao footwear was 6.987 billion yuan, up 95% from 3.575 billion yuan in the first half of 2009. Compared with the domestic footwear consumption market of hundreds of billions of yuan each year, there is still huge room for imagination in the sales created by footwear e-commerce.

The difficult-to-copy Meijiebu model

On the one hand, from a commercial point of view, China enterprises can't copy the Majstep model, which includes the following points:

(a) No price war.

1999 When the company was founded, the original intention was to facilitate the purchase of shoes in the United States. Cleaning cloths don't win at low prices. On its website, there is no "discount price" generally marked by domestic e-commerce websites. On the contrary, most of its products are sold at the original price. From the beginning, the weapon Agilent used to attack the traditional business field was not price, but better service than traditional business.

(2) Only the customer experience is dominant.

Meijiebu provides 7×24-hour shopping service and free two-way delivery service through the Internet, which makes the transaction as simple as possible and the customer does not bear any risks. In order to enable users to choose the right shoes, Meijiebu encourages customers to order three pairs of shoes, choose the most suitable pair after the goods arrive, and return the other two pairs. Moreover, Major offers customers a 365-day return policy. In order to provide fast delivery service, Meijiebu built its warehouse next to UPS World Port Hub in Kentucky, USA, which is almost the center of the United States. Through the ordinary transportation of UPS, 70% of customers can be delivered within 48 hours.

Such service standards have become the benchmark for e-commerce companies, and even Amazon with deep pockets cannot imitate and surpass them.

(C) regard word of mouth as life

In marketing, Meijiebu does not advertise, but spreads through repeat customers and word of mouth. As the CEO of Agilent, Tony Hsieh's philosophy is to use the money that should have been spent on advertising to improve customer service and experience, so that customers' word of mouth can promote Agilent. To this end, Meijiebu spared no expense to communicate directly with customers. For example, Meijerb's contact information is listed at the top of every page, which encourages customers to pick up the phone and communicate with Meijerb's staff, even if they ask the nearest pizza place.

(D) High cost pressure to optimize customer service

In Agilent, the customer service phone is placed in a very important position. Tony Hsieh believes that this is Agilent's core competitiveness and the best channel to build trust with customers. Therefore, Agilent has established a call center with hundreds of people. Moreover, the assessment method of call center employees is not based on the "average processing time" commonly used in the industry, that is, the number of calls handled. In Zappos, talk time is never calculated, and there is no preset line. They encourage employees to establish a trust relationship with customers through every communication. For example, if the shoes ordered by customers are sold out, Meijiebu encourages customer service personnel to look for relevant information on at least three other shoe sales websites and feed back the information to customers.

However, the high standard of customer experience of Eyelash Cloth also brings cost pressure. Although its products are almost sold at regular prices, the profit margin of Meijiebu is not high because of the huge cost brought by the pursuit of quality service. In China, although all the websites selling shoes say that it is Meijiebu, we all know that it is almost impossible to completely copy the model of Meijiebu in China.

(5) De-platformization of buyout supply.

At the beginning of Agilent's establishment, Tony Hsieh's initial idea was to use the advantages of the Internet to build a platform to share information with the brand, and use the brand's warehousing and logistics system to deliver goods-the so-called "third-party delivery", while Agilent was only responsible for placing orders. This is a typical "light company" model, and now it seems a little idealistic. In the practice of the following years, Tony Hsieh found that he had to take more agile steps. First of all, it is difficult to find a cooperative brand; However, brands willing to cooperate in this way often fail to provide the products needed by Maxtop in time.

Because the brand's systems and warehouses are all designed for wholesale logistics, they are generally "whole in and whole out", so it is difficult to arrange to send products from their warehouses to online shopping customers. And even those brands that are willing to be delivered by third parties usually sell their own best-selling products, and those products will not be given to Meijiebu. In order to cooperate with more brands, Meijie bought a retail store with multiple brand sales rights, disguised as an offline store, and finally stopped the third-party delivery business and completely purchased goods by itself. As a result, the financial risk of Meijiebu is greatly increased, and the inventory turnover days are as high as 147 days! This means that it can only sell things in the warehouse twice a year, and the turnover rate is only about 1/5 of Amazon's 34 days. This business model is really not easy to do in China.

On the other hand, the core values of Meijiebu's corporate culture cannot be copied:

In Tony Hsieh's view, the core values with strong personality are the foundation for a company to settle down. Let's take a look at the 10 value of Major Step:

1. amazing through service: wow!

2. Embrace and promote change

3. Make it fun and a little funny.

4. Be adventurous, innovative and open-minded.

5. Be proactive and keep learning.

6. Establish an open and frank relationship through communication.

7. Establish a positive team and shape the family spirit.

8. Get twice the result with half the effort

9. passion and determination

10. Open your mind.

On the surface, this value of 10 seems nothing novel. But this core value of 10 constructs the overall value of "sharing happiness" of Meijiebu, and this overall value is not just a slogan. In fact, the business ideas we saw above fully reflect their core values. So far, no Internet company in China has formed such a deep-rooted and widely circulated corporate value for users by relying on its own operations. The lack of values is the most fundamental gap. That's why Internet companies in China have so many seemingly infinite scenery and secretly "evil" overlord clauses and disputes.

From the simple and profound business philosophy revealed in the new book "Three Pairs of Shoes" by Tony Hsieh, president of Meijiebu, it can be said that China is beyond the reach of not only B2C enterprises, but also most Internet enterprises and even most service-oriented enterprises in China.

It seems that Meijiebu is a unique enterprise that others can't copy, but Tony Hsieh's new book "Three Pairs of Shoes" tells all entrepreneurs and operators that the culture of Meijiebu may not need to be learned by all enterprises, and each enterprise should shape its own corporate culture according to its own characteristics. However, this book provides a set of ideas on how to establish a corporate culture with its own genes. Tony Hsieh wants to use this book to encourage entrepreneurs who abandon old ideas and open up new paths. Remind everyone not to make many mistakes he has made and share his ways to find happiness in his career and life. I think this idea that can be replicated should be the standard for many domestic entrepreneurs and young entrepreneurs.

However, for Haolemai and Letao Shoes City, although they are both learning Mejerb, the genes of the founders of the two companies determine that they learn Mejerb from different angles. "Haolebu is selling shoes, and Letao is doing the Internet." An industry insider once commented on these two companies. In fact, it is impossible to completely copy the model of Meijie purchase in China, whether it is Haolebu or Letao. Letao, who is better at the internet, and Haolebu, who is an agent, have different genes, which determines their future direction.

Hu Yuan, the main author of Business Value, can be divided into two categories: customers who often shop online in the United States. The first kind of customers have never heard of ZAPPOS, and the other kind of customers are crazy about Zappos. To the delight of Tony Hsieh, CEO of China, the largest online shoe store in the United States, more and more Americans have joined the ranks of the second kind of customers.

Agilent's website displays more than 500 brands and 90,000 styles of shoes, with prices ranging from $20 to $2,000. Throughout 2009, Agilent sold more than 65,438+million pairs of shoes, with sales reaching $6,543.8+0.2 billion. It accounted for 34% of the total value of US$ 3.5 billion online footwear market in that year, and was called "Footwear Amazon". However, its business philosophy is different from Amazon's: Amazon is the leader of low price, and Meijiebu hopes to become the leader of service. This difference in business philosophy also determines the fundamental difference in their efforts. Today, the sales scope of Meijiebu has expanded from the earliest footwear to handbags and clothing. However, Tony Hsieh always believes that what Agilent has really sold over the years is actually the best customer experience.

Tony Hsieh's autobiographical new book "Three pairs of shoes: Tony Hsieh's self-report" elaborates in detail Tony Hsieh's personal entrepreneurial history, Major's business miracle and business values.

Ultimate customer experience

The miracle of turnover has made Meijiebu, but investors love and hate this company. Because it was not until 2007 that the turnover was as high as $840 million, Meijiebu began to make substantial profits. Prior to this, the company reinvested almost all the money it earned in various attempts to improve the customer experience. Perhaps it is also the main reason why Sequoia Capital is eager to sell Meijiebu to Amazon.

The biggest advantage of online stores is zero inventory, and many successful online stores also reduce risks and profits through zero inventory mode. Agilent's initial model is zero inventory: receiving orders online and then submitting them to suppliers for execution, with zero inventory and no need to be responsible for the packaging and transportation of goods. It is the so-called "light company" model that has always been respected. However, due to the lack of initial scale, few suppliers are willing to cooperate, and limited shoes are naturally difficult to attract consumers. Moreover, because the service is carried out by suppliers, the service level of different suppliers is uneven, because the process can't be controlled by Meijiebu. There is obviously no possibility of success in continuing this model. Based on this, Meijiebu decided to build its own inventory, which not only greatly improved the business risk of the enterprise, but also provided the possibility for business success. In fact, after establishing its own inventory, suppliers' willingness to cooperate has greatly increased, the types of goods have increased, the quality of service has improved, and the company has gradually gained the recognition of consumers.

In order to reduce customers' shopping obstacles, Meijiebu took eight product photos from different angles for each kind of shoes with different styles and colors, so that consumers can understand the products more clearly. There are as many as 60 thousand different styles of shoes in Meijiebu's warehouse. It is actually very difficult to provide such detailed commodity information. At the same time, detailed product text introduction and buyer's comments will help planned buyers understand the products.

In the early days of the company's establishment, Meijiebu adopted ground transportation. With the expansion of business scale and the improvement of profitability, Meijiebu continuously improves the distribution efficiency and is committed to achieving overnight delivery by air. For this reason, the warehouse in Majstep, Kentucky, is located near UPS's hub airport and is open 24 hours a day. From 3 days to 2 days, and then to overnight delivery, it greatly improves customer satisfaction, and its distribution cost reaches 20% of sales revenue.

Because the sales of shoes have high requirements for trying on, it has always hindered the online sales of shoes. Some people even think that it is difficult to rely solely on online mode for products that require high on-site experience, such as shoes. Therefore, Agilent initially introduced a 30-day free return system, and the freight was borne by Agilent. Later, the free return period was extended to 1 year, and the freight was still borne by Agilent. If only 1 year free return system is allowed, even crazier, when customers are not sure which size is more suitable for them, Meijiebu will recommend customers to buy three pairs of shoes at the same time, and then return the unsuitable shoes after trying them on.

All these regulations that induce customers to return goods have brought a return rate of 20-40% to Majeb. The higher the brand, the higher the return rate. Of course, Major won't blindly accommodate customers. If a customer keeps returning worn-out shoes, the company's customer service staff will call the customer or cancel his shopping account. But none of this has affected the company's persistent pursuit of a better customer experience.

Customer-centered corporate culture

In addition to the top customer experience, another thing Agilent is keen to create is the corporate culture of serving customers wholeheartedly. All new employees of the company, whether they are legal advisers or certified public accountants, need to attend a five-week intensive training. They spent a week answering customer service calls at Meggie's headquarters in Las Vegas, and then flew to the company logistics center in Kentucky to pack the shoes ordered and deliver them to the address designated by the customer.

The most unique scene in the training process of new employees of Meijiebu usually occurs one week after the start of the training program. On this day, the company needs all new employees to make a choice, whether to leave with 1 week salary plus $2,000 bonus, or stay to complete the training and become a full-time employee of the company.

$2,000 is enough for interns applying for company jobs to stay in a five-star hotel in Las Vegas for half a month and try their luck. In fact, only about 3% employees choose to leave at this time. Meijiebu bought the enthusiasm of new employees for customers and recognition of the company's value with real money. All new employees of Majeb, even those who are not in direct contact with customers, spend a week answering customer service calls at their headquarters in Las Vegas, and then fly to the logistics center in Kentucky to pack the shoes ordered and deliver them to the address designated by customers. A customer service staff member of the company once sent flowers to a cleaning cloth customer in memory of her mother who had just died. Another customer service staff member found that the company's warehouse didn't have the kind of shoes that customers wanted on the phone, so he went to the competitor's website to search and told the customers the relevant sales pages he found. Tony Hsieh's point of view is that better customer service is more important than increasing orders. Tony Hsieh, president of the company, commented that better customer service is more important than increasing orders.

The book also mentions the relocation of Agilent's headquarters. Agilent was originally headquartered in San Francisco. When implementing 24-hour customer service, they found it difficult to find such employees in San Francisco. June, 5438+October, 2004 10 By chance, Tony Hsieh heard that there were excellent customer service staff in Las Vegas, which could meet the company's 24-hour service requirements. On the same day, Tony Hsieh decided to move the company headquarters to Las Vegas. In March, most Agilent employees have been working in Las Vegas.

Innovation of customer experience

Guy kawasaki, a famous venture capitalist in Silicon Valley, has always believed that entrepreneurs should think more about how to improve existing products and services, rather than spend time on business model innovation. The reason here is simple. There are only a handful of successful business models selected from hundreds of years of human commercial activities; In real life, all kinds of businesses are very different. For most entrepreneurs, it is more feasible to be a successful enterprise than to discover a brand-new business model.

The significance of Meijiebu's success lies in providing us with an example of winning the market through customer experience innovation. And this kind of customer experience innovation based on mature business model is far from being comparable to those fancy user interfaces on Web 2.0 websites. The latter is usually based on an illusory business model, which brings users a temporary surprise at most, rather than real money in their pockets.

Companies like Agilent are doomed not to be favored by many venture capital institutions, because they don't want to get quick success and meet the timetable of capital inflow and outflow. From a commercial point of view, Maxtop's profitability does not seem to be excellent. In 2007, their operating profit margin was only 5%, far below the similar figures of retail giants such as Amazon. Of course, this is not because Agilent is poorly managed, but because the company has devoted almost all its resources to increasing customer value rather than shareholder value. In the eyes of investors, this is a world of difference.

Since the establishment of 1 1 years ago, the concepts of market share and competitors have rarely been mentioned in all the customer-centered major companies. In fact, today, they have defeated all their competitors and occupied the largest market share. All this perfectly explains the truth that "Kung Fu is beyond poetry".

In the eyes of many people, Maxtop's customer service is really in danger of going too far. For online shopping, even if it is delivered to customers within 2 days, it will still be satisfied; Even if customers are not allowed to buy two pairs of shoes at the same time, it will not reduce their goodwill towards the website; Even if it is a free return for 3 months, it has exceeded the psychological expectations of customers. Meggie's steps provide "excessive" value in these places where operating costs can be greatly reduced. In the eyes of businessmen or venture capitalists, these are obviously not desirable, and the long-term customer value obviously does not match their requirements for short-term returns. Tony Hsieh always said that cleaning cloth is actually a company that serves all kinds of customers' needs, but it just happens to sell shoes. In his view, Meijiebu is more like an ideal of sharing happiness than a profitable business. And sharing happiness is also the fundamental connotation of three pairs of shoes. Tony Hsieh is more like living in his own ideal world and building his own dream kingdom. In any case, perhaps only a powerful "business idealist" like Mr. Tony Hsieh can promote the progress of business practice! This is the business philosophy and ultimate mission that Sanshuang Shoes wants to share with readers.