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Strategic Global Amazon Analysis

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Amazon Case Study 2021
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Strategic Global Amazon Analysis

  1. 1. AMAZON GLOBAL ANALYSIS >> THE GOLIATH START-UP March 2018
  2. 2. / Understand Amazon and their market strategy and communication across all channels / Identify strategic plays and business philosophy that aid in their growth and success / A focus on relevant Chevrolet key markets – United States, Brazil, China and Mexico, in collaboration with Carat / Better understand these plays and take inspiration from their strengths UNDERSTAND THE AMAZON PLAYBOOK WHY ARE WE HERE? 2GM CONFIDENTIAL |
  3. 3. THE TRUTH ABOUT AMAZON AND WHY WE CHOSE TO STUDY THEM … 3GM CONFIDENTIAL |
  4. 4. WHO IS AMAZON? THE LARGEST ONLINE RETAILER IN THE WORLD.Measured by online sales/revenue. $94.7 billion in online sales - representing 70% of the company’s total revenue. Source: Wikipedia, Amazon.com Press Room
  5. 5. / ‘Cadabra’ began in a small Seattle office / Origins as an online bookstore / Bell-ringing sales / Expanded offerings, services, products, etc. Leading to … FROM HUMBLE BEGINNINGS AS A SIMPLE BOOKSTORE … Source: Amazon.com Press Room
  6. 6. TO A GLOBAL ‘EVERYTHING’ EMPIRE / 4th most valuable public company in the world / 8th largest employer in the United States / In 2017, they acquired Whole Foods Market for $13.4 billion - vastly increased their brick-and-mortar presence / Expanded their retail websites in the United States, the United Kingdom, Ireland, France, Canada, Germany, Italy, Spain, Netherlands, Australia, Brazil, Japan, China, India and Mexico as well as offered international shipping to certain other countries Source: Wikipedia, Amazon.com Press Room 6GM CONFIDENTIAL |
  7. 7. SHIPPING AND FULFILLMENT SERVICES QUICK ORDERING DASH BUTTONS DRONE DELIVERY SERVICES HUMANLESS GROCERY STORES BRICK-AND-MORTAR BOOKSTORES AMAZON RANGE OF PRODUCTS FRESH FOOD DELIVERY WEB-HOSTING SERVICES STREAMING VIDEO SERVICES PANTRY SERVICES AMAZON ECHO/ALEXA AMAZON FIRE AMAZON KINDLE
  8. 8. LEADING TO SKYROCKETING NET SALES 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Net Sales 511 15,746 147,758 609,99 1,639, 2,761, 3,122, 3,932, 5,264, 6,921, 8,490, 10,711 14,835 10,228 12,828 18,707 48,077 61,093 74,452 88,988 107,06 135,98 0 20 40 60 80 100 120 140 160 MILLIONS 8GM CONFIDENTIAL |
  9. 9. BECOMING TWICE AS VALUABLE AS WALMART Source: Fact Set, Recode $0 $50 $100 $150 $200 $250 $300 $350 $400 $450 $500 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 BILLIONS Amazon Walmart billion market cap 9GM CONFIDENTIAL |
  10. 10. MAKING UP 44% OF ALL U.S. ONLINE SALES / That's up from 33% in 2015 and 25% in 2012 / Amazon used to be a way to buy books online – and today, it’s the default buying site for just about everything, especially for those with Amazon Prime Source: Business Insider 10GM CONFIDENTIAL |
  11. 11. CONSISTENTLY MAKING HEADLINES, CAPTURING OUR IMAGINATIONS AND MARKET SHARE 11GM CONFIDENTIAL |
  12. 12. BUSINESS PLAYBOOK START-UP MINDSET CUSTOME R- OBSESSE D 12GM CONFIDENTIAL |
  13. 13. BUSINESS PLAY NO. 1 START-UP MINDSET 13GM CONFIDENTIAL |
  14. 14. 14GM CONFIDENTIAL |
  15. 15. “EVERY DAY IS ALWAYS DAY 1” / To be a start-up is to claim a freshness with a finger on the pulse of the future / Speed and adaptability are crucial factors / Be fluid and adapt to any challenges that come along Source: SEC, Merriam-Webster, Forbes ~Jeff Bezos, CEO of Amazon 15GM CONFIDENTIAL |
  16. 16. “You need to be making big, noticeable failures. The great thing is that, when you take this approach, a small number of winners pay for dozens, hundreds of failures, and so every single important thing we’ve done has taken a lot of risk, risk-taking, perseverance, guts, and some have worked out. Most of them have not. That has to happen at every scale level all the way down.” ~Jeff Bezos, CEO of Amazon HIGH-VELOCITY DECISION-MAKING COMES WITH FAILURE SOURCE: SEC, Amazon 16GM CONFIDENTIAL |
  17. 17. AMAZON DECISION- MAKING PARADIGMNot reversible, and you have to be very careful making them. Like walking through a door — if you don’t like the decision, you can always go back. TYPE 1 TYPE 2 Vs. SOURCE: SEC, Amazon 17GM CONFIDENTIAL |
  18. 18. AMAZON’S NEW GROCERY STORE PROVES THE $350 BILLION COMPANY ACTS MORE LIKE A GIANT STARTUP / Bezos considers Amazon Go a “Type 2” decision, in which he can go back and change things / By not making it a “Type 1” decision, Amazon can move fast and minimize the risk, preventing the company from wasting time and resources SOURCE: Business Insider 18GM CONFIDENTIAL |
  19. 19. BUSINESS PLAY NO. 2 CUSTOMER-OBSESSED 19GM CONFIDENTIAL |
  20. 20. CUSTOMER-OBSESSED SINCE THE BEGINNING / In the beginning, every email sent was signed by Jeff Bezos / Amazon.com employees spend two days every two years working at the customer service desk — even the CEO — to help all workers understand the customer service process “Our vision is to be earth’s most customer- centric company; to build a place where people can come to find and discover anything they might want to buy online.” ~ Jeff Bezos 20Source: Business Insider, Amazon, YouTube GM CONFIDENTIAL |
  21. 21. “WE’RE NOT COMPETITOR- OBSESSED, WE’RE CUSTOMER-OBSESSED. WE START WITH THE CUSTOMER AND WORK BACKWARDS.”~ Jeff Bezos 21GM CONFIDENTIAL |
  22. 22. 22GM CONFIDENTIAL | CONTINUOUS, STREAMLINED CUSTOMER JOURNEY SOURCE: Forbes / The classic Journey: An extended consideration and evaluation phase before entering a new round of consideration and evaluation that may lead to the subsequent purchase with a different retailer / The New Journey: Compressed consideration step and a shortened/eliminated evaluation step - Amazon excels at delivering and locking customers directly into the loyalty loop
  23. 23. THE AMAZON EFFECT / To offset the Amazon Effect, brands must get ahead of the expectations curve / 76% of consumers expect organizations to understand their individual needs – they take for granted that a company will know and understand their individual needs, search and ordering history SINGLEHANDEDLY RAISED THE BAR OF CUSTOMER EXPECTATIONS SOURCE: Forbes 23GM CONFIDENTIAL |
  24. 24. WINNING STRATEGIES GM CONFIDENTIAL | 24 BENEFIT- FOCUSED RETAIL CAPTIVATIN G IMAGINATIO NS RAPID PROTOTYPI NG OF THE FUTURE MOBILE FIRST
  25. 25. WINNING STRATEGY NO. 1 MOBILE FIRST 25GM CONFIDENTIAL |
  26. 26. / Mobile purchases are rapidly increasing - 25% increase in 2015 and 29% early 2016 / 70% of Amazon customers purchased items on mobile devices (Q4 2015) MOBILE-FIRST SALES LEADING A MOBILE- FIRST STRATEGY SOURCE: CPC Strategy 15.3 19.9 11.0 9.9 73.7 70.2 0% 50% 100% 2015 2016 ORDERS BY DEVICE Phone Tablet Desktop Total Mobile 26.3% 29.8% Share (%) of e-commerce orders by device 26GM CONFIDENTIAL |
  27. 27. SOURCE: CPC Strategy UNIQUE MOBILE VS. DESKTOP APPROACH DESKTOP / The desktop buyer experience is more conducive to the “shopping around” and research phases of a purchase / Advertisements are a more abundant on the desktop and slightly easier to identify / More detailed product descriptions and suggestions for users “shopping around” MOBILE / Quick purchase and suggestions aimed at providing a fast and simple “on the go” shopping experience / Advertisement is limited to subtle banners and internal marketing / Unique product descriptions and suggestions for users Vs. 27GM CONFIDENTIAL |
  28. 28. WINNING STRATEGY NO. 2 BENEFIT-FOCUSED RETAIL 28GM CONFIDENTIAL |
  29. 29. / A Human Truth Reflected In Their Communications: Customers will always want fast delivery, vast selection, low prices / A Range of Tones All Focused on the End User Benefit: Retail communications range from heartwarming to humorous, all with one thing in common – illustrating how can Amazon can benefit/enrich their lives USER BENEFIT. USER BENEFIT. USER BENEFIT. US JAPAN MEXICO CHINA BRAZIL BRAZIL 29GM CONFIDENTIAL |
  30. 30. WINNING STRATEGY NO. 3 CAPTIVATING IMAGINATIONS 30GM CONFIDENTIAL |
  31. 31. PAINT A VISION OF WHAT THE FUTURE COULD / Drone delivery, human-less grocery stores, Amazon services, etc. / Not a promise of the future — an amuse-bouche to whet our appetites and let us know that they care and see what the future of consumerism means / Amazon holds a wealth of data and information about its customers, giving them a unique perspective on what consumers want from their retail outlets for their homes, for their lives, etc., and they are able to use this data to help ideate on future initiatives WILL BE 31GM CONFIDENTIAL |
  32. 32. / Rethinking the workspace of the future — as an “alternative workspace” to boost collaboration and creativity / Help the retail giant attract, retain and enhance the productivity and well-being of its fast- growing workforce / Amazon has partnered with Toyota to answer the question of what the future of services, cities and … even festivals (Burning Man) may look like / Toyota’s e-Palette is a flexible mobile box — it can be a delivery unit, e-commerce vehicle, mobile hotel, ride share vehicle and more. Together they are painting a picture of what cities and infrastructure can look like NEW WAYS TO INSPIRE AND ATTRACT INNOVATION TRANSFORM MUSIC FESTIVALS WITH MOBILITY INNOVATIONS 32GM CONFIDENTIAL |
  33. 33. WINNING STRATEGY NO. 4 RAPID PROTOTYPING OF THE FUTURE 33GM CONFIDENTIAL |
  34. 34. / Investing its profits in expansion for decades / “Because of our emphasis on the long term, we may make decisions and weigh tradeoffs differently than some companies” LONG-TERM VISION OF CONTINUED IMPROVEMENT Mar '98 Sep '00 Mar '03 Sep '05 Mar '08 Sep '10 Mar '13 Sep '15 Mar '17 $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 BILLIONS Sales Net Income $35.71 $0.72 34GM CONFIDENTIAL |
  35. 35. / Amazon uses its excellent Prime service as a way to collect that valuable data - and increase the basket value of products that its Prime customers will buy over time / They also mine hundreds of business metrics to assess performance and determine what matters most to customers now and in the future DATA-DRIVEN OBSESSION AIMED AT IMPROVEMENT SOURCE: Forbes, News Online 35GM CONFIDENTIAL |
  36. 36. THE POWER OF VOICE TECHNOLOGY 36GM CONFIDENTIAL |SOURCE: Comscore, Mediapos, Activate, Technavio via Skyword 50% OF ALL SEARCHES WILL BE VOICE SEARCHES BY 2020 ABOUT 30% OF SEARCHES WILL BE DONE WITHOUT A SCREEN BY 2020 THERE WILL BE 21.4 MILLION SMART SPEAKERS IN THE U.S. BY 2020 BY 2019, THE VOICE RECOGNITION MARKET WILL BE A $601 MILLION INDUSTRY 40% OF ADULTS NOW USE VOICE SEARCH ONCE PER DAY
  37. 37. 37GM CONFIDENTIAL |
  38. 38. / Voice Technology Is Here To Stay: 30% of our interactions with technology happened through conversations with smart machines in 2017 / Amazon’s Alexa Goal: help Alexa break free of the Echo speaker so that it can become a platform all on its own. A new kind of operating system that we won’t see on a screen, but talk to / Alexa’s Growth Power Comes From Amazon Skills: Amazon opened its platform early to third-party developers to program “skills” — the equivalent of “apps” — just months after it launched. Today, Alexa has more than 5,000 skills – making the platform more enticing to users and brands alike ALEXA IS THE LEADER IN SMART VOICE TECHNOLOGY SOURCE: Wired, CES, Forbes 38GM CONFIDENTIAL |
  39. 39. 39GM CONFIDENTIAL |
  40. 40. 40GM CONFIDENTIAL | DEVELOPING THE SMART HOMES AND SMART SERVICES OF THE FUTURE/ Built on the Amazon trust and customer-obsessed business philosophy / Built on customer insight and data / Amazon recognizes what consumers fundamentally need/want – time
  41. 41. / The alliance between Amazon, Berkshire Hathaway and JPMorgan will focus on a non-profit solution for healthcare of their 1.1 million employees and their families. / “Our goal is to create solutions that benefit our U.S. employees, their families, and potentially, all Americans,” said JPMorgan Chase CEO Jamie Dimon. TACKLING HEALTHCARE
  42. 42. SUMMARY 42GM CONFIDENTIAL |
  43. 43. STAYING A START-UP REQUIRES YOU TO EXPERIMENT PATIENTLY, ACCEPT FAILURES, PLANT SEEDS, PROTECT SAPLINGS, AND DOUBLE DOWN WHEN YOU SEE CUSTOMER DELIGHT. A CUSTOMER-OBSESSED CULTURE BEST CREATES THE CONDITIONS WHERE ALL OF THAT CAN HAPPEN. ~ Jeff Bezos 43GM CONFIDENTIAL |
  44. 44. BUSINESS PLAYBOOK / Start-Up Mindset: Every day is always day 1 / Customer Obsessed: Focus on the customer and not the competition to get ahead and stay ahead WINNING STRATEGIES: HOW THE PLAYBOOK COMES TO LIFE / Mobile First: Thinking mobile first means putting the customer at the center / Benefit-Focused Retail Communications: Focus on the end user and what they can get out of the product / Captivating the Imagination: Type 2 programs can captivate the imagination, even if they don’t come to fruition / Rapid Prototyping the Future: Act fast and smart – use data to guide and not control your decision UNDERSTANDING THE AMAZON PLAYBOOK 44GM CONFIDENTIAL |
  45. 45. / The mindset of a start-up is a powerful business philosophy that can harness creativity and innovation when lived earnestly / Putting the customer at the center of everything you do can shape a company / Being innovative and forward thinking should be celebrated and communicated with your target – inspire them and share your creativity 45GM CONFIDENTIAL | WHAT WE’VE LEARNED FROM AMAZON
  46. 46. APPENDIX 46GM CONFIDENTIAL |
  47. 47. “I KNEW THAT IF I FAILED I WOULDN’T REGRET THAT, BUT I KNEW THE ONE THING I MIGHT REGRET IS NOT TRYING.” ~ Jeff Bezos 47GM CONFIDENTIAL |
  48. 48. AMAZON IS TOP OF MIND FOR CORPORATIONS / Amazon is mentioned in more corporate conference calls than Google. Source: Fact Set, Recode (Data through Oct 11 – searched for Google or Alphabet and beyond) 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 2.0 2.2 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Thousands Amazon Google (transcriptsinwhichit’smentioned) GM CONFIDENTIAL | 48
  49. 49. 10 YEARS OF RAPID BUSINESS EXPANSION GM CONFIDENTIAL | 49
  50. 50. DRIVING THEM TO E- COMMERCE MARKET DOMINATION 21% 25% 27% 31% 32% 33% 34% 0% 5% 10% 15% 20% 25% 30% 35% 2010 2011 2012 2013 2014 2015 2016 Amazon U.S. e-commerce Market Share GM CONFIDENTIAL | 50
  51. 51. AMAZON SUCCESS PHILOSOPHIES#1 SET THE BAR HIGH IN HIRING / “This has been, and will continue to be, the single most important element of Amazon.com success. You can work long, hard, or smart, but at Amazon you can’t choose two out of three.” #2 TRUE CUSTOMER OBSESSION / “Staying a start-up requires you to experiment patiently, accept failures, plant seeds, protect saplings, and double down when you see customer delight. A customer-obsessed culture best creates the conditions where all of that can happen.” #3 PROACTIVITY TO CREATE TRUST / “When we’re at our best, we don’t wait for external pressures. We are internally driven to improve our services, adding benefits and features before we have to. We lower prices, increase value for customers and invent before we have to.” #4 RESIST PROXIES / “As companies get larger and more complex, they focus on doing the processes right instead of the outcomes. The process is not the thing. It’s always worth asking, do we own the process or does the process own us?” #5 EMBRACE EXTERNAL TRENDS / “If you fight trends, you’re probably fighting the future. If you embrace them, you will have a tailwind. We’re in the middle of an obvious one right now: machine learning and artificial intelligence.” #6 HIGH-VELOCITY DECISION MAKING / The team at Amazon keeps its decision-making velocity high. Speed matters in business – plus it’s a more fun environment. 1. Never use a one-size-fits-all decision-making process. 2. Make most decisions with ~70% of the info you wish you had. 3. Quickly recognize and correct bad decisions. 4. “Disagree and commit” if you trust the people but not the idea. 5. Recognize true misalignment early and escalate it immediately. GM CONFIDENTIAL | 51
  52. 52. A BRIEF HISTORY OF AMAZON / In 1994, Bezos left his employment as vice-president of D. E. Shaw & Co., a Wall Street firm, and moved to Seattle, Washington. He began to work on a business plan for what would eventually become Amazon.com. / On July 5, 1994, Bezos incorporated the company as Cadabra, Inc. Bezos changed the name to Amazon.com, Inc. a few months later, after a lawyer misheard its original name as “cadaver”. In September 1994, Bezos purchased the URL Relentless.com and briefly considered naming his online store Relentless, but friends told him the name sounded a bit sinister. The company went online as Amazon.com in 1995. / After reading a report about the future of the Internet that projected annual Web commerce growth at 2,300%, Bezos created a list of 20 products that could be marketed online. He narrowed the list to what he felt were the five most promising products, which included: compact discs, computer hardware, computer software, videos, and books. Bezos finally decided that his new business would sell books online, due to the large worldwide demand for literature, the low price points for books, along with the huge number of titles available in print. Amazon was founded in the garage of Bezos’ home in Bellevue, Washington. / In October 1995, the company announced itself to the public. In 1996, it was reincorporated in Delaware. Amazon issued its initial public offering of stock on May 15, 1997, trading under the NASDAQ stock exchange symbol AMZN, at a price of US$18.00 per share ($1.50 after three stock splits in the late 1990s). / In a move indicating that its aspirations extend to selling far more than books over the Internet, Amazon.com announced its purchase of Junglee Corporation in August 1998 – a service that lets people shop for everything from clothing to computers. Separately, Amazon.com also bought Planet All, which operates a vast Internet address service that allows people to stay in touch with their friends and associates. / Amazon.com hopes to sell books and its expanding variety of goods to Planet All’s 1.5 million members. Source: Amazon Press Room GM CONFIDENTIAL | 52
  53. 53. / Amazon has more than 300,000 employees worldwide, and 40,000 in Seattle alone. / As a portion of the city's working-age population — roughly 528,000 — that comes out to 7.5% of the city working at Amazon. / For perspective, if the same portion of New York City’s adults worked for one company, that company would have about 488,000 locals on staff. 7.5% OF SEATTLE’S WORKING-AGE POPULATION ARE AMAZON EMPLOYEES. Jason Redmond/Reuters GM CONFIDENTIAL | 53
  54. 54. / The sum total of those investments in infrastructure and supply chain management have made Amazon by far the most valuable retailer in the United States. / Amazon’s $356 billion valuation is so big, it’s larger than Walmart, Target, Best Buy, Macy’s, Kohl’s, JCPenney and Sears combined. / With the recent acquisition of Whole Foods, there are no signs the retailer has any plans to slow down. AMAZON IS MORE VALUABLE THAN ALL MAJOR BRICK-AND- MORTAR RETAILERS COMBINED Amazon GM CONFIDENTIAL | 54
  55. 55. THANK YOU

Hinweis der Redaktion

  • Better understand our competitor and market.
    Identify growth strategic and business philosophy & plays.
    How can we can learn from these plays and do it differently – better understand how these plays can help us coordinate greater offensive and defensive strategies around the world.
  • Amazon took the number-one spot with $94.7 billion in online sales
    which represents 70 percent of the company’s total revenue. 
    http://wwd.com/business-news/business-features/amazon-wal-mart-apple-biggest-e-commerce-retailers-10862796/
  • Expanded their offerings to consumer electronics—Kindle e-readers, Fire tablets, Fire TV, and Echo—and is the world's largest provider of cloud infrastructure services (IaaS and PaaS), and certain low-end products under its in-house brand AmazonBasics.


    In 2015, they surpassed Walmart as the most valuable retailer in the United States by market capitalization.
    Fourth most valuable public company in the world, the largest Internet company by revenue in the world
    The eighth largest employer in the United States.
    In 2017, they acquired Whole Foods Market for $13.4 billion, - vastly increased their brick-and-mortar presence.
    Retail websites for the United States, the United Kingdom and Ireland, France, Canada, Germany, Italy, Spain, Netherlands, Australia, Brazil, Japan, China, India, and Mexico.
    In 2016, Dutch, Polish, and Turkish language versions of the German Amazon website were also launched.
    Amazon also offers international shipping to certain other countries for some of its products.
  • Online & Brick and Mortar Bookstore
    Food Delivery & Brick and Mortar Grocery
    Streaming Video
    Voice & Smart Home Technology
    Products & Services
    Amazon Fulfillments
    Grocery Stores
    Web Hosting Services
    Drone Delivery
    Smart Security
    Services
  • +4.81% GLOBALLY

    Ahead of Honda is Toyota, VW, Ford, Nissan, Honda and Hyandai

    2010 - 2016 have been their best years every – seeing a 41.2% increase in sales over that period – with US, China and Japan leading the sales
  • According to Merriam-Webster, start-up means “the act or an instance of setting in operation or motion” or “a fledgling business enterprise.” The American Heritage Dictionary suggests it is “a business or undertaking that has recently begun operation.” Therein lies the rub – to be a startup, you must have set up shop recently.

    Example: http://www.businessinsider.com/amazon-go-grocery-store-shows-its-a-giant-startup-2016-12

    "One common pitfall for large organizations – one that hurts speed and inventiveness – is 'one-size-fits-all' decision making," Bezos writes in the letter.
    Shareholder letter: https://www.sec.gov/Archives/edgar/data/1018724/000119312517120198/d373368dex991.htm
  • A mindset of faster than fast thinking – High velocity thinking.
  • "As organizations get larger, there seems to be a tendency to use the heavy-weight Type 1 decision-making process on most decisions, including many Type 2 decisions. The end result of this is slowness, unthoughtful risk aversion, failure to experiment sufficiently, and consequently diminished invention. We'll have to figure out how to fight that tendency.”

    The opposite situation is less interesting and there is undoubtedly some survivorship bias. Any companies that habitually use the light-weight Type 2 decision-making process to make Type 1 decisions go extinct before they get large.

    https://www.amazon.com/p/feature/z6o9g6sysxur57t
  • https://www.cnbc.com/2018/01/22/amazon-go-grocery-store-opened-and-we-accidentally-stole-a-yogurt.html
    https://www.amazon.com/b?node=16008589011

    http://www.businessinsider.com/amazon-go-grocery-store-shows-its-a-giant-startup-2016-12


    Day 1 thinking: http://www.mydigitalstartup.net/2017/04/17/amazons-day-1-thinking/

  • In the beginning, every email sent was signed by Jeff Bezos.
    For years, Amazon sent customers simple text emails using Times Roman font, rather than stylized HTML emails, to retain the perception of a human touch. Jeff wanted our communications to look clunky and our voice as a brand was much more accessible and transparent than other brands of our caliber.
    Amazon.com employees spend two days every two years working at the customer service desk, even the CEO. This practice is to help all workers understand the customer service process.

  • Continuous, streamlined

    https://www.forbes.com/sites/stanphelps/2017/01/27/mind-the-customer-expectation-gap/#4194348b7cb7

    Their objective isn’t to meet expectations. Rather, their objective is to exceed customer expectations such that customer expectations increase by way of the service they provide.

    Amazon has raised the bar on customer expectations. To offset the Amazon Effect you must get ahead of the expectations curve. You don’t have to deliver Amazon-level service, but you must know that expectations are increasing and you have to stay one step ahead.

  • https://www.forbes.com/sites/stanphelps/2017/01/27/mind-the-customer-expectation-gap/#4194348b7cb7
    81% of consumers demand improved response time
    68% anticipate organizations will harmonize consumer experiences


    Their objective isn’t to meet expectations. Rather, their objective is to exceed customer expectations such that customer expectations increase by way of the service they provide.

    Amazon has raised the bar on customer expectations. To offset the Amazon Effect you must get ahead of the expectations curve. You don’t have to deliver Amazon-level service, but you must know that expectations are increasing and you have to stay one step ahead.


  • http://www.cpcstrategy.com/blog/2016/06/amazon-mobile-vs-desktop-product-visibility/

    Mobile:

    Desktop:
    One of the biggest advantages the desktop version offers is bullet-pointed information above the fold. 
    More detailed product Description
    we can see desktop offers everything up at-a-glance, which is useful for purchasers who want to get a little more information up front before buying. 

    Amazon Ads: Let’s talk Amazon desktop ads. “Advertisements in general stick out a little bit more in desktop—they’re a little bit easier to identify,” Cooley says. 
    The key words here? “A little bit easier.” The light gray “Sponsored” mark above the Pfloat Giant Inflatable Unicorn doesn’t stand out too much. Buyers might easily mistake this for an organic listing if they’re not paying attention.
  • http://www.cpcstrategy.com/blog/2016/06/amazon-mobile-vs-desktop-product-visibility/


    the majority of all ecommerce conversions are still made on desktop – still represents a significant portion of today’s sales.
    Mobile:

    Desktop:
    One of the biggest advantages the desktop version offers is bullet-pointed information above the fold. 
    More detailed product Description
    we can see desktop offers everything up at-a-glance, which is useful for purchasers who want to get a little more information up front before buying. 

    Amazon Ads: Let’s talk Amazon desktop ads. “Advertisements in general stick out a little bit more in desktop—they’re a little bit easier to identify,” Cooley says. 
    The key words here? “A little bit easier.” The light gray “Sponsored” mark above the Pfloat Giant Inflatable Unicorn doesn’t stand out too much. Buyers might easily mistake this for an organic listing if they’re not paying attention.
  • https://www.wired.com/story/toyota-self-driving-epalette-uber-amazon-pizza-hut/
  • https://www.sec.gov/Archives/edgar/data/1018724/000119312513151836/d511111dex991.htm
    ~Jeff Bezos in his 1997 letter to Amazon's shareholders
    Amazon quarterly revenue versus net income
  • https://www.newonline.org/news-insights/news/customer-obsession-key-amazons-success
    https://www.forbes.com/sites/stanphelps/2017/01/27/mind-the-customer-expectation-gap/#4194348b7cb7

    The company’s obsession with customer satisfaction is apparent in Bezos’ habit of reading customer emails, marking them with a single question mark, and passing them along many to Amazon team members to follow up. "Why task the CEO with sending out and reading detailed responses to many emails every day? Because we obsess over customers. Amazon is an incredibly data-driven company. Every week we review hundreds of metrics on our business to assess performance. But we have found that a single anecdote can be a very powerful tool to determine whether we are measuring the right things — the things that matter most to customers and how well those hundreds of metrics reflect the customer experience.

    https://www.youtube.com/watch?v=Zm4FeKGiL4I
  • https://www.engadget.com/2018/01/30/amazon-healthcare-warren-buffet-jpmorgan-chase/
    https://www.wired.com/2016/12/voice-is-the-next-big-platform-and-alexa-will-own-it/
    https://www.branded3.com/blog/google-voice-search-stats-growth-trends/
  • Does the thought of letting a stranger deliver a package directly inside your house make you a little uptight?
  • Free from the constraint of generating a profit, I believe the company is likely to create massive downward pressure on healthcare costs over time.

    GETS INTO HEALTHCARE: https://www.engadget.com/2018/01/30/amazon-healthcare-warren-buffet-jpmorgan-chase/

    https://www.engadget.com/2018/01/30/amazon-healthcare-warren-buffet-jpmorgan-chase/
  • Better understand our competitor and market.
    Identify growth strategic and business philosophy & plays.
    How can we can learn from these plays and do it differently – better understand how these plays can help us coordinate greater offensive and defensive strategies around the world.
  • https://www.recode.net/2017/10/11/16458490/amazon-google-alphabet-corporate-conference-call

    Amazon is mentioned on more corporate conference calls than Google

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