https://lnkd.in/guKyDZsf "And then you’d say, why is it that so called lack of focus strategy seems to be working for Amazon? And I think the fundamental underlying principle that he’s guiding his whole discussion of strategy is, he’s changed the rules of strategy. So the old rules of strategy were, the way you gained competitive advantage is by being better or cheaper. So if I am selling you a car, my car is better of cheaper. But the inherent assumption in that strategy statement is, I’m selling one product to one customer. And what Amazon is basically arguing is, the digital economy is all about connection. We have got to connect products and connect customers." "So connecting products, here the idea is, I can sell you, this is a classic razor and blade strategy. I can sell you a razor cheap in order to make money on the blade. So I can sell you Kindle cheap in order to make money on the ebooks. Now, at some level you might say, hey, razor and blade have been around forever. What’s so unique today? I think unique today is razor could be in one industry and blades could be in completely different industrys. So for example, if you look at Amazon’s portfolio of businesses, you sort of say, not only Amazon is an e-commerce player, but also is making movies and TV shows, its own studio. Well, why does it make sense for an e-commerce player, an online retailer to compete with Hollywood. Well, Walmart doesn’t make movies. Macy’s doesn’t make movies? So why does it make sense for Amazon to make movies?" And I think once you dig into it, the answer becomes clear that the purpose of the movies is to keep and gain the Prime customers. Two day free shipping is fine, but if you ask me to pay $99 or $119 for two day free shipping, I might start doing the math in my head, and say, OK, how many packages do I expect to get next year? And is the Prime membership worth it or not? But once you throw in, in addition to the two-day free shipping, you throw in some TV shows and movies that are uniquely found only on Amazon, I can’t do this math. And why is Prime customers important to Amazon? Because Prime customers are more loyal. They buy three or four times more than the non-Prime customers, and they’re also less price sensitive. And in fact, Jeff Bezos has said publicly that every time we win a Golden Globe Award for one of our shows, we sell more shoes."
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Hi, guys! And this July is becoming special for us and we are sharing great news: we have launched the podcast “Amazon Podcast | Seller Assistant Talks with Oleg Kuzmenkov” on our channel. The host of the podcast is Oleg Kuzmenkov, the founder of Seller Assistant, who was an Amazon seller for many years but got tired of the routine and created an extension for easy product research and analysis, and now we are lucky to have Seller Assistant, which simplifies the life of Amazon sellers around the world. First podcast topic: Why is Amazon Bookkeeping Essential for eCommerce Business? Amazon Tips from Nathan Hirsch The guest of the first episode is Nathan Hirsch from EcomBalance. ⭐️Former Amazon Seller (25m in sales) 👀Scaled FreeeUp from 5k to $12M ARR in 4 yrs (w/ Exit) 🔥 💥Currently scaling my 4+ B2B companies in the same way (sharing everything he learnt along the way) 🚀Daily advice for entrepreneurs. Nathan Hirsch has been an entrepreneur for over 15 years, specializing in essential business aspects like hiring, finance, and SEO. He was 20 when he started his first business from his college dorm, learning through trial and error. Over time, he successfully scaled and sold an 8-figure business, FreeUp, which operated without a physical office or US-based employees. Now Nathan is a seasoned entrepreneur and a well-known figure in the Amazon seller community. Nathan founded Ecombalance.com, a monthly bookkeeping service for Ecommerce Sellers/agencies, and OutsourceSchool.com, where he shares his knowledge about hiring processes. In this video, you will find out an interesting new method of finding your competitors' keywords and optimizing your listing on Amazon. Discover why the traditional approach to SEO no longer works and what you should do instead. What are the time-saving hacks for optimizing listings? How can you find unconventional and foreign language keywords, and sometimes even entire niches? Unveil the secrets to improving your Amazon listing visibility – what key parameters should you consider when filtering competitors during analysis? Watch about this in our new video → https://lnkd.in/dzbzuqS6 🔔 Subscribe to our channel not to miss the release of new videos → https://saa.ink/YouTubeENG Don't miss the opportunity to grow your business with Seller Assistant! Activate a 14-day free trial period using the link https://lnkd.in/dk6AeRNm
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Amazon.com. Spend less. Smile more.
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Lessons from Amazon’s Early Growth Strategy
Lessons from Amazon’s Early Growth Strategy
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⏰ The Time-Lag Effect [why you don't see results in business] 💸 When someone first starts out a business, they feel so motivated, because it's so fun at the start. This is exactly what I call beginner's enthusiasm. It's in this period where you don't know what you're doing, but you're willing to learn and grow. But them as time passes on, the beginner's enthusiasm wears off, and you become less patient with the business. It's more of a grind as you move forward as you're doing the same tasks day in day out. Worst of all, you see absolutely no progress with all the hard work that you're putting in. But let me tell you something. Time simply takes time. You may know as Amazon as the leader in the e-commerce space. Now even branching over to the video streaming market and competing with companies such as Netflix and Disney. But before all this. Amazon was basically an online bookstore. And Amazon didn't see a dime of profit until 9 years after being founder. Before that... It was just burning money. But listen closely. Amazon wouldn't be where it is right now if it wasn't for the rocky start. So listen... If you feel that your efforts are going to waste. Or that you're getting on sales calls but the outcome is always a "no" Don't get discouraged so easily. What you're doing is building the skills and shaping your identify to become the person who deserves all these things. The results are just lagging. They will catch up later down the lime. Hope this helps. Muhammad.
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Jeff Bezos taught us to cannibalize our own businesses before someone else does. This is how I was hired to build Amazon Prime Video, which competed with our large VHS, DVD, and Blu-Ray businesses. Many businesses fall into "The Innovator's Dilemma" (see the book by Clayton Christensen) and will not risk their current cash cow to stay ahead of what is coming. When I launched Amazon's online video service the revenue for a month was less than the DVD business made in a day. I am sure that this is the same for ebooks versus print books and MP3s versus CDs as they launched. Incumbents are in constant danger of adapting slowly. They need to stay ahead of the competition while balancing existing priorities. If you can help them do that, you will be in high demand (and be highly compensated). Being part of a new Go To Market (GTM) initiative in a global organization is like being part of a startup, but with a lot more red-tape and a lot more stakeholders. Sure, the potential to unlock resources is there, but you have to fight tooth and nail to get them. You have to convince senior leaders that what you are working on has the power to meaningfully shift the trajectory of a massive, well-established corporation. And, you have to influence large webs of people to support your project at a speed that keeps up with competition. Worst of all, the owners of the existing business may actively oppose you. Those leaders often have a goal to maximize their revenue and you are an internal competitor. In short, you have to push hard without breaking the things that are already in place. I saw this type of situation constantly at Amazon, but today I want to share someone else’s experience with this kind of challenge. Jamie A. Lee experienced this dynamic at Walmart as a leader responsible for scaling their Online Grocery initiative. Jamie grew the team from 10 people to 100+ while solidifying online grocery as a top 3 priority for Walmart in under two years. She grew her team into an essential piece of Walmart’s wider business model by relying on 3 key strategies: 1. Aligning with Executive Objectives 2. Engaging Divisional Leaders 3. Winning Over Peers and Direct Reports To find out exactly how she did it, read her guest post in today’s newsletter: https://lnkd.in/gYg_uxkh Readers- Have you had experience pushing a large organization to be ahead of the curve? Share your experience with others in the comments.
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In case you missed it, here’s your chance to dive into how Amazon can transform your business! Join in on a free webinar presented by Amazon and the Lower Hudson Valley SBDC on August 7, from 1 PM to 2 PM EST. Discover how to leverage Amazon’s vast resources for building a brand, self-publishing with Kindle Direct Publishing, and exploring delivery opportunities. Don’t miss out on these valuable insights and tips! Registration 🔗: https://lnkd.in/eXBk-JnR If you have any questions, email: [email protected] #Amazon #SmallBusiness #Entrepreneurship #Webinar #BusinessGrowth #KindleDirectPublishing #LowerHudsonValleySBDC #HudsonValleyNY
Building a Business with Amazon
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Never be afraid to cannibalize your own business. Another example is Amazon adding third party sellers to our platform back in the days. At the time, it was a hotly debated choice, as it felt crazy to offer our platform to make it easier for anybody in the world to essentially "compete" with us. But it turned out to be one of the best business decisions in history, and it significantly improved customer experience (if you're curious, check the "Sold By" field to see if it's coming from Amazon or from a third party seller). The third party seller business makes billions every year and improves selection therefore customer experience. On the other hand, back in the late nineties, Microsoft's profits were mostly coming from Office and Windows, so it felt crazy to shift resources to "this internet search thing". While Microsoft had great Search way before Google, it never really put much effort into it because we perceived it to cannibalize resources from our two big cash cows. While we were sleeping, Google came along and dominated the world. Microsoft has poured billions into Bing since without much success. One more example: Google actually had technology ("borg") to do cloud computing way before Amazon or Microsoft. But Search was their cash cow so they simply did not invest in external cloud computing until it was too late. Amazon was pragmatic and AWS made history. Google has had to pour billions into GCP for it to be a third player in the space. I didn't even use GCP when I worked in the GCP organization.
Jeff Bezos taught us to cannibalize our own businesses before someone else does. This is how I was hired to build Amazon Prime Video, which competed with our large VHS, DVD, and Blu-Ray businesses. Many businesses fall into "The Innovator's Dilemma" (see the book by Clayton Christensen) and will not risk their current cash cow to stay ahead of what is coming. When I launched Amazon's online video service the revenue for a month was less than the DVD business made in a day. I am sure that this is the same for ebooks versus print books and MP3s versus CDs as they launched. Incumbents are in constant danger of adapting slowly. They need to stay ahead of the competition while balancing existing priorities. If you can help them do that, you will be in high demand (and be highly compensated). Being part of a new Go To Market (GTM) initiative in a global organization is like being part of a startup, but with a lot more red-tape and a lot more stakeholders. Sure, the potential to unlock resources is there, but you have to fight tooth and nail to get them. You have to convince senior leaders that what you are working on has the power to meaningfully shift the trajectory of a massive, well-established corporation. And, you have to influence large webs of people to support your project at a speed that keeps up with competition. Worst of all, the owners of the existing business may actively oppose you. Those leaders often have a goal to maximize their revenue and you are an internal competitor. In short, you have to push hard without breaking the things that are already in place. I saw this type of situation constantly at Amazon, but today I want to share someone else’s experience with this kind of challenge. Jamie A. Lee experienced this dynamic at Walmart as a leader responsible for scaling their Online Grocery initiative. Jamie grew the team from 10 people to 100+ while solidifying online grocery as a top 3 priority for Walmart in under two years. She grew her team into an essential piece of Walmart’s wider business model by relying on 3 key strategies: 1. Aligning with Executive Objectives 2. Engaging Divisional Leaders 3. Winning Over Peers and Direct Reports To find out exactly how she did it, read her guest post in today’s newsletter: https://lnkd.in/gYg_uxkh Readers- Have you had experience pushing a large organization to be ahead of the curve? Share your experience with others in the comments.
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HUMPDAY HEADWAY Episode 6: BEZO-NOMICS - How Amazon is changing our lives and what the world's best companies are learning from it 📚 Love him or hate him, Jeff Bezos is one of the most successful businessmen to ever live. In this book, Brian Dumaine explores how Bezos created a trillion-dollar company. 🔑 Key Point 1: Treat your company as a small business that faces daily threats Jeff Bezos, Founder of Amazon, adopts a 'Day One' approach. Every day must be as intense as day one of opening a business. Focusing on customers is key and those that are more concerned with their competition often fall away over time. Bezo's encourages his employees to constantly create new products and technology to simplify consumer's lives, if they don't someone else will. 🔑 Key Point 2: Bezos's business approach lets him dominate any market Amazon products such as online shopping, Alexa, Amazon GO stores and Prime seamlessly integrate into daily life to make routine tasks effortless. Despite scrutiny about working conditions and income taxes, Amazon is considered an institution, but why? Internet addiction does not start and end with Social Media, each purchase is a dopamine hit, pair that with same-day delivery and it is game over for thousands of smaller businesses. Although fundamentally Bezo doesn't encourage focusing on competition, that doesn't mean he hasn't been ruthless when necessary. When a startup with competing products appeared, Amazon threatened to slash its prices down to ZERO until they agreed to a takeover deal. Later, Bezo allowed 3rd party businesses to sell on Amazon, which accounts for over 50% of products sold. "Amazon is becoming an operating system for your life" - Brian Dumaine 🔑 Key Point 3: Amazon's Gold Mine Amazon's flywheel approach represents perpetual movement. Its structure includes lowering customer costs and optimizing service, which lures 3rd party sellers. Acquiring new 3rd party sellers creates more profit, which allows them to reduce costs further and attract more customers, and this goes on and on. Innovation moves the flywheel faster, ML and AI allow Amazon to stay on top of its growth and ensure its customer experience does not suffer as a result of growth. While AI pushed the flywheel, Prime is responsible for most of Amazon's growth. Prime was extremely controversial and risky when launched, as offering free delivery meant that if a customer made more than 8 purchases in a year, Amazon would lose money. Regardless, Bezos was confident that Prime would not simply be a free delivery service, but would change customer's shopping habits forever. People got addicted to Prime and purchased more than regular consumers. Prime isn't just delivery, customers are also integrated into the Amazon ecosystem, offering music, video streaming, and an AI assistant in Alexa. ✨Conclusion ✔ Adopt a 'Day One' approach to your business ✔ Focus on customers, not competitors ✔ Constantly innovate to fuel growth
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