When Leigh Perkins bought the Orvis Company in 1965, the
fly-fishing and bird-hunting outfitter was a sleepy business with
annual sales that had leveled off at $500,000. Over the next thirty
years Perkins built Orvis's annual sales to $100 million by
revolutionizing the catalog retail industry and reshaping the
company's tradition-bound culture. He achieved this by blending his
love of nature with his business acumen and bringing the
commonsense approach he learned in the streams and on his hunts to
his boardroom decision making. The basic principles he used to run
his business include: The Customer Is Always Right. . . Even When
You Know Damned Well He's Wrong: Perkins put such a high priority
on customer service that he would personally man the phones at the
height of the holiday season each year to keep in touch with his
customers. Product Excellence: Perkins made sure that everything
Orvis sold was of the highest quality--even if that meant he had to
fight the US government to get access to embargoed Chinese bamboo
for fly rods. Empower Your Employees: By promoting from within, and
by empowering his employees to solve problems without manager
involvement, Perkins built a loyal and talented team. Living the
outdoor life his catalog popularized, Perkins traveled all over the
world to fish and hunt, from Argentina to New Zealand, while
devoting his resources to conservation causes worldwide.
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