Responding: Our operations teams are tremendous internal advocates for our customers. No more high walls or siloed spaces – we’ve literally knocked down the barriers to our workplace to stay nimble and stay connected. We’ve taken that a step further by transforming the look and feel of our offices, starting at our headquarters in San Jose, so we can collaborate quickly and refine our products at the pace required to keep our customers satisfied. We challenge our employees to be brutal in feedback so we can truly understand what our customer wants and needs. We tested new products to get our coffee at the office café, we Order Ahead lunch at our company cafeteria and pay vendors using PayPal. We iterate quickly, when our people give us feedback. Proudly Use PayPal Every Day: Employees all over the company – from San Jose to Australia – use our products every day. We put new procedures in place, used every day by everyone at PayPal. Our teams in Risk Management, Customer Service, Legal and, of course, our Global Product and Technology teams banded together to help solve pain points no matter where you are in the world. We launched a set of initiatives to tackle known customer issues head on. Nothing gives us more delight than when a busy mom tells us she paid her sitter with PayPal because she didn’t have time to stop at the ATM. Nothing gives us more joy than when a merchant comes online and is able to accept payments and build a business within minutes because of the care we took to make it possible. We genuinely believe that our end-to-end product experience, from the first time you interact with us, to when you call us with a concern or question is who we are – it’s our community. The essence of this initiative is a combined effort across multiple functions in our business to stay focused more than ever on our core audiences of merchants, consumers, and developers, their needs and desires. We categorized known “pain points” so we could check them off and make a real difference in the lives of our customers.We used a true “mobile first” approach that shows off our ability to create cut-through UI design to make payments simple.We doubled down on creating beautiful products that leverage our technological leadership.We worked quickly to fix issues we knew of and could solve for, while at the same time: It was time to re-focus and commit in a new way, with a fresh perspective. We know how very, very important and very personal money is to our customers. We asked our friends, cousins and babysitters, suppliers and even strangers what we could do to make PayPal great.Īnd we never ever, ever lost sight of the fact that we look after people’s money – we have a great responsibility to keep funds safe and protected from the bad guys – no one does this at the scale we do, in the number of countries we operate in, dealing with the number of regulators we have. We watched and listened to the feedback we were getting and responded when we could. We spent hours on live calls with our customers at our Customer Service Centers, hearing their challenges and frustrations first-hand. The only way to do that with any effect, any impact, was to listen. My leadership team committed to making a difference as soon as possible, in the ways that mattered to our customers. Here’s what we’re doing at PayPal to get this stuff fixed: It was clear that something was broken, and it needed to get fixed. This was brought home to me in the following months as the media were quick in reacting to the mistakes we were making and we heard in real time from our customers about their issues directly through social media channels. Last year when I began to lead the team at PayPal, it was clear to me that although we were a strong and thriving company with great promise, our laser-focus on scaling the business, and keeping it compliant in the complex world of payments had taken precedence over our customers’ experiences for too long. 29, 2013.įeaturing David Marcus, President, PayPal. This story originally appeared on the PayPal Forward blog on Aug.
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