字幕表 動画を再生する 英語字幕をプリント FEMALE SPEAKER: Hello, everyone. Welcome, fellow Googlers and guests. I am delighted to introduce to you today an extremely inspiring, thoughtful, and genuine person, the chairman and CEO of The Container Store, and the author of "Uncontainable," Kip Tindell. Kip has been the helm of The Container Store since its stores opened in Dallas in 1978. This is the first store that was devoted solely to organizational and storage products. The Container Store has stores nationwide now and a thriving website. But for Kip, the goal has never been growth for growth's sakes, but rather to adhere to the company's value-based foundation principles, which center around an employee-first culture, superior customer service, and strict merchandising. In November 2013 under Kip's leadership, The Container Store became a public company. The primary reason again for this being to get more stock into the hands of employees, to maximize the autonomy for the company's culture and management team and to have a more visible stage to create a conscious company that inspires others to emulate. Kip is also very actively involved in the community, dedicating time and resources to the Salesmanship Club of Dallas, serving on the board of Whole Foods Market. He is also the first vice chairman of the board, chairman of finance committee, and treasurer of the National Retail Federation. And last, but certainly not least, he is passionately involved as a leader in Conscious Capitalism, Inc., which is a community of like-minded business thought and academic leaders who are working to elevate humanity through a conscious approach to business. And before Kip begins telling us about his book, we have a short video to watch. [VIDEO PLAYBACK] -How do you build a business where everyone can thrive? By simultaneously creating value for everyone involved. For us, that starts with our employees. -Everything that I do and don't do matters and affects someone around me. And when you feel that kind of responsibility, going to work is exciting. I can't wait to get up and get my day started. That's what I love about working at The Container Store. I don't just sell products. I solve problems by helping our customers get organized, which I know can improve their lives. I can really focus on helping them, because I get the communication, training, and support I need from the company, my managers and team, I absolutely love-- -Walking into the store. No matter what my day's been like, I can always find a little bit of calm to take home. The employees are so happy and helpful, you can't help but smile. -And let me tell you, my kids notice when I'm less stressed. When I can find what I'm looking for, I have more energy and I can get everyone out the door on time. -The Container Store is more like a-- - --friend than a company. I'm not just a vendor to them. We're partners in success. They looked beyond the fact that I was just starting my business and they saw the potential in my product and in me. Because of our partnership, my business has grown tremendously. We've hired more people, developed new products, and even taken on a new factory. Together-- - --we've impacted so many lives. Our unique partnership over the years has impacted the way thousands of people think about their minds-- increasing creativity, organizing their minds, and increasing their capacity to think smarter. Our connection with The Container Store-- - --has helped us support many conscious businesses. Their commitment to their foundation principles, employee-first culture, and conscious capitalism is not just marketing spin. It's making a difference. The idea that you can make business decisions based on love and still be highly profitable is gaining momentum and credibility. And profits aren't a bad thing. They're what give businesses the ability to take better care of their employees and give more to their communities. It's not altruism. It's capitalism being done in a conscious way that ensures everyone-- - --All the customers-- - --the employees-- - --all the vendors-- - --the entire community-- - --and the shareholders-- - --can all thrive together. [END VIDEO PLAYBACK] FEMALE SPEAKER: Now if you can all help me in extending a warm welcome to Kip Tindell. [APPLAUSE] KIP TINDELL: Thank you. Thank you so much. Well, that's what we're trying to do at The Container Store is a create a business where everyone thrives. And we spend more time working than any other waking endeavor. And so I just think it's probably the best thing you can do with all those hours that you spend working, create a business where everyone thrives. And that means very much in the conscious capitalist stakeholder model, the employee thrives, the community thrives, the vendor thrives, the shareholder thrives. Everyone associated with the business thrives. How many of you have shopped at The Container Store? OK, that's pretty good. We have to work on you too. Well, we began in 1978 with one tiny little 1600-square-foot store in Dallas, Texas, with a whopping $35,000 in capital. And somehow we knew-- I don't know how, but somehow we knew that-- I mean, people think of The Container Store as saving space, getting you organized. But what I think we're really doing is giving our customers the gift of organization. You really have no choice but to be reasonably well-organized in your life if you're going to accomplish half of what you want to accomplish. Something as simple as getting two children ready for school in the morning is either a nightmare or a pleasure, depending upon how organized you are and they are. Traveling is so much simpler if you're reasonably well-organized. So I really do feel like we're giving the gift of an organized life to our customers. It was interesting starting the business. I mean, my dad, who's like, he's kind of a Texas oil man, right? He was like, you're going to open a store that sells empty boxes? I mean, he was really concerned about all that. But that's not really the target customer at all. So it all worked out. We run our company on seven foundation principles, which I won't be able to go into all in this little talk. But they're all available online at our blog, whatwestandfor.com. And these seven foundation principles are identical to the four tenants of conscious capitalism. And we've been operating that way since 1978. We just didn't know to call it conscious capitalism back then. And so they're simple, almost corny, "do unto others" type things that everybody agrees on. How many of you don't really agree with that "do unto others" thing? You think that's a bad idea? So see, everybody agrees with these simple things. One of them is Andrew Carnegie's statement. The great industrialist Andrew Carnegie was laying on his deathbed and attributed all his business success to the one credo, the one guiding light that fill the other guy's basket to the brim-- making money then becomes an easy proposition. Fill the other guy's basket to the brim-- making money then becomes an easy proposition. That's the exact opposite of what people are raised to believe, that business is somehow a zero sum game, where someone has to lose in order for you to win. And so that one foundation principle, fill the other guy's basket, has us creatively crafting mutually beneficial relationships with our vendors.