Transcript
iHeartRadio Host (0:00)
This is an iHeart podcast. Guaranteed Human.
Jim (0:04)
This is Jim.
iHeartRadio Host (0:05)
Hello.
Jim (0:06)
Jim started advertising with iHeartRadio way back in April, and now I have customers out the door. And this is Sarah.
Sarah (0:13)
Hi.
Jim (0:13)
She started putting a portion of her marketing dollars in podcasting back in June.
Sarah (0:17)
Business is booming. That's why I'm working on a Saturday.
Jim (0:21)
Wanna be like Jim and Sarah. It's easy. All you have to do is own or manage a business and reach out to iHeart. Get started today at iHeart or iHeartadvertising.com.
Sarah (0:33)
Hey, this is U.S. olympic gold medalist Tara Davis Woodhull.
Tim Harford (0:38)
And I'm U.S. paralympic gold medalist Hunter Woodhull.
Sarah (0:40)
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PennyMac Advertiser (0:53)
Learn more at pennymac.com PennyMac Loan Services, LLC equal housing lender NMLS ID 35953 licensed by Protection and Innovation under the California Residential Mortgage Lending Act. Conditions and restrictions may apply. Well, the holidays have come and gone once again, but if you've forgotten to get that special someone in your life a gift, well, Mint Mobile is extending their holiday offer of half off unlimited wireless. So here's the idea. You get it now. You call it an early present for next year. What do you have to lose? Give it a try@mintmobile.com switch limited time.
Sarah (1:25)
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Tim Harford (1:41)
Pushkin. A warning before we start this cautionary tale discusses death by suicide if you're suffering emotional distress or you're having suicidal thoughts. Support is available, for example, from the 988 Suicide and Crisis Lifeline in the US or the Samaritans in the UK. On 4 July 2020 in Park City, Utah, two friends are drinking beer on the porch of the Airbnb they've rented for the holidays. Happy 4th, they call out to a man walking past. On the sidewalk, the passerby stops to chat. They notice he's not wearing any shoes, his clothes are tattered and his eyes are glassy. Perhaps they shouldn't have attracted his attention. What do you do? The shoeless man asks them. The friends exchange a glance. Juan guardedly volunteers that he works in recruitment. Oh, says the shoeless man. I'm recruiting people to come and live here in Park City. I'm building a community. I can offer you a fee for everyone you bring in. Let me tell you my number. The friend politely takes down the number, then forgets all about it. The man seemed high and homeless. It obviously wasn't serious. The shoeless man might indeed have been high, but he wasn't homeless and he was deadly serious. He was billionaire Tony Hsieh. This is the second of two cautionary tales about Tony Hsieh, who made his fortune with the online shoe retailer Zappos. If you haven't heard part one, you might want to do that now. We heard how Tony wrote a best selling book about employee happiness, then imposed a management fad that many employees hated. Tony loved ideas, the kind that sound wise in a TED talk, but work in practice only if you really think the details through. In this episode we focus on one wise idea that Tony really didn't think through. Community. In his book, Tony links happiness to connectedness with others. He tried to build a community in Las Vegas. As we'll hear, that didn't go well. Now in Park City, he was trying again. He wanted to surround himself with people who'd make him feel connected and happy. Instead, his misjudgments led to his death. I'm Tim Harford and you're listening to cautionary tales. Philip Prentiss was delighted to be offered the job. The salary was over $100,000 a year. Pretty good for a newly qualified accountant in Las Vegas in October 2012. In today's terms that would be nearer 150,000. He'd get stock options too. Prentiss new employer was a start up called Ecomom. As the name suggests, it sold a variety of eco friendly parent related products. Diapers, baby food, clothes, toys. It was doing well, or so it seemed. Its revenues were growing quickly. Just a few months earlier, it had raised millions in financing. One of those investments came with strings attached. The investor wanted Ecomom to move from Los Angeles to Las Vegas. Something to do with building a community. Ecomom's founder, a 47 year old man called Jody Sherman, agreed to relocate and asked his staff to come with him. It was tough for Sherman. His wife had commitments in Los Angeles that she couldn't easily break. So Sherman had to leave her behind for now. Along with his network of friends. Philip Prentice describes what kind of person Jody Sherman was. A great guy. Outgoing, personable, enthusiastic, funny. I never heard him say a bad word to or about anyone. Prentiss Loved coming into work. Morale was high. The staff were treated well. Prentice was Ecomom's very first accountant. Up to now, Sherman had outsourced its payroll and invoices to an external provider. But the company had grown big enough to need someone full time in house. And something wasn't right. Sherman didn't know what wasn't right exactly, but somehow or other, the figure in Ecomom's bank account kept going down. Prentiss recalls that Sherman used to have heated discussions with his VP of marketing. What are you doing? Sherman would ask. Where's the money? Sales are great, the VP of marketing would reply. We're on track to hit all our targets, but where's the money? Sherman grew increasingly exasperated. I'm not seeing the money in our bank. Jody Sherman was a great guy, said Prentiss. But he was not a numbers guy. Whenever Prentiss tried to show him a sheet full of figures, he'd wave it away, saying, no one can understand this. He also approved everyone's spending requests. With barely a glance, Prentiss noticed. Could this be the root of the problem Prentiss investigated? Nope. All the employees were honest. There were no inflated expenses claims, no dodgy looking invoices. And yet, when Prentiss pulled together the figures for October, they showed ecomom had lost over half a million dollars. November would be better, right? The Black Friday sales were clearly going well. In the Ecomom office, someone rang a bell after every hundredth order. The bell rang more and more frequently. And yet, when Prentiss did the sums at the end of the month, he found that in November, Ecomom had lost nearly a million dollars. Higher sales, bigger losses. Prentiss saw the problem. Ecomom had issued so many discounts and voucher codes that every sale was losing them money. An average order brought in $60, but cost nearly $90 to fulfill. It's not unusual for a startup to sell with a negative margin at first, but it's generally a conscious decision as part of a wider strategy for becoming profitable somewhere down the line. As far as Philip Prentiss could see, Ecomom had no such strategy. Jody Sherman called a high powered management meeting and Prentice prepared an analysis. If Ecomom were to stop selling anything, he worked out and all the employees simply sat around and played ping pong all day, they'd have enough in the bank to pay themselves for two more years. But if sales kept growing, they'd run out of cash in just three months. The management meeting, recalls Prentiss, was surreal. Nobody asked him to present any of the figures he'd prepared. The only figure anyone presented was the year on year growth in sales, which looked amazing, as the VP of marketing had said they were hitting all their targets. Still, Jody Sherman made it clear they had to do something better. But what? The meeting discussed market strategies for selling the Ecomom lifestyle, Prentiss recalls. It discussed expanding our email and customer base. It discussed expanding our marketing team. I can't remember exactly what else was discussed, but I can tell you for sure. The word margin and the word profit were never mentioned. In December, sales continued to go well. The number in the bank account kept on getting lower, and Jody Sherman became even more frantic. Prentiss again tried to present his figures, and Sherman again waved them away. Phil, he said, just tell me how much we need to sell to break even. He did not understand margin, recalls Prentiss. He did not understand that he increased sales resulted in increased losses. Sherman tried desperately to raise more money from investors. He asked Prentiss how much longer the money in their bank account would last if he sacked half the staff, some of whom, he was all too aware, had uprooted their own lives in Los Angeles to follow him to Vegas. I feel terrible about this, he said. And those weren't empty words. Sherman was clearly feeling the pressure. He started saying things like, I'm too old to start over. He handed a document to his secretary. That's my will, he said. He sent an email to other company founders in Las Vegas to propose a get together. Oftentimes, he wrote, I find myself with no one to talk to about the challenges I might be facing, the frustrations, the stress. I thought, hey, I know a bunch of founders who probably find themselves in similar situations. I should hang with them. A meeting was arranged, but Jody didn't make it. Police found his body in his car in the mountains outside Las Vegas. Jody had taken his own life. The investor who had required Jody Sherman to move from Los Angeles to Las Vegas was, of course, Tony Hsieh. After Amazon bought Zappos and kept him on as CEO, Tony committed $350 million of his own money to the Downtown Project, or DTP. He moved Zappos from its office in the suburbs to the old City hall building in the heart of downtown. The area was seedy and run down, but Tony was going to change that by buying up real estate and investing in businesses. He wouldn't measure the project's success through roi, he explained. Return on investment. He'd measure it through roc. Return on community. He'd bring together entrepreneurs like Jody Sherman, and they'd form a community. He wanted to turn downtown Las Vegas into the most community focused large city in the world. And yet somehow what Jody Sherman had needed so desperately had been a sense of community. But it hadn't been there for him. Cautionary tales will be back after the break.
