博士伦的动态

Product leaders are always facing the tradeoff between speed and flexibility. It’s always faster to ship a product that has tightly integrated components, because the team is optimizing for a small set of v1 use cases. However, that strategy flies in the face of the one certainty of any product plan:?Your product plan is wrong, the only question is to what degree.?If you believe that (trust me on this???), then you realize that taking the time to compose your product from a set of decoupled “primitives” will materially increase your ability to iterate based off of customer feedback after your initial launch. I appreciate that Andy Jassy outlined how Amazon thinks about primitives in his?2024 Shareholder Letter last week. He wrote about how Amazon’s logistics primitives like inbounding, warehousing, and delivery have unlocked new opportunities. And how Buy with Prime and Multi-Channel Fulfillment are examples of composing these primitives into powerful services for sellers. If you haven’t yet, I recommend you read our Shareholder Letter -- it's a good reminder that the possibilities are endless when you have the right primitives. https://lnkd.in/gGEkh8pV #amazon #buywithprime #multichannelfulfillment

Before joining Spreetail, I knew Amazon was competitive, but after being really in it for a couple of months, all I can say is.... geez. Seeing how we successfully navigate day-to-day, hour-to-hour the competition on pricing, promotions, advertising, and winning the Buy Box, among many other Amazon-specific challenges, has really opened my eyes to the struggles and opportunities brands have here. As an American based brand, to stay in competition with other brands you need to constantly grow and improve, and there are many layers of complexity that come with that, especially as other countries are increasingly dominating the space. It's energizing working at a company where we are building REAL solutions to problems like cross-marketplace shipping and fast fulfillment, optimized product listings and content at scale, efficient reverse logistics, and dynamic pricing. Complex problems and fierce competition sideline WAY too many great brands that should be winning on Amazon, Walmart, Target, etc. Getting these brands back in the game and winning is something I’m excited to share.?

The strategy flies in the face of the one certainty of any product plan:?Your product plan is wrong, the only question is to what degree.

Had the pleasure of meeting James Murray last week and hearing him talk about the mechanics of succeeding commercially with Amazon. Absolutely incredibly how much there is to things behind the scenes. But the result is a shopping experience that makes it so easy to spend your money. What strikes me as ironic is how much effort goes into making something feel frictionless for the shopper/consumer. The harder the work at the backend, the more automatic/effortless it is at the other side. Feels like there must be a direct correlation there. And that makes it hard to appreciate. We notice the stuff that fails/frustrates us far more. Stuff that just “works” should be celebrated as an achievement more because it’s almost certainly very thoughtful planning + very dedicated execution. An INCREDIBLE amount of work needs to happen just to get a box of cereal on a supermarket shelf. We often default to citing product innovations/differentiation as examples of where retailer A beats retailer B, but likely more impactful is who has a better mastery of the supply chain – of ordering, replenishment, and waste watchfulness. And this extends to pretty much every product/service in every sector. Some make it incredibly frictionless to part with your cash and then “consume”. I’ve made a mental note to try and spot where there is minimal or no friction in everyday life – whether that’s in retail, tech, or just stuff around the house. And to try and understand what must have gone into it to make it that way.

I had the enormous honour of opening?LIVE 2024 with Retail Week and The Grocer?this morning.?Let me share some of the things I said in the room. ? Since joining Amazon 13 years ago, a lot has changed. We’ve grown from 3,000 to over 75,000 employees to become one of the UK’s largest private sector employers. We’re supporting more small businesses than ever before with 100K+ SMEs selling on Amazon to reach customers. And research from our Cambridge development centre helped introduce more than 100 million voice assistants into homes around the world. ? Change is what attracted me to the retail industry, but I want recognise the importance of the things that don’t change. I think Amazon’s retail strategy is a great example of that. It’s been more or the less the same for the past 25 years. ? And it starts with customers. ? Customers want more choice, not less. Customers prefer lower prices over higher prices. Customers want a range of fast, convenient delivery options. ? These fundamentals are still at the heart of our business today – in what Jeff Bezos called the ‘flywheel’. ? The fun comes when we bring this strategy to life. Whether that’s in improving delivery speeds, developing world-leading AI capabilities, or drone deliveries, we remain focused on what customers want, while supporting our employees and the communities where we operate. As I look back on the last 18 years I have worked in retail, I can't help but feel hugely optimistic for what the industry will deliver in the next 18 years. ? Thanks to Retail Week for hosting such a fantastic event, and for having me! More: https://lnkd.in/eyR3AQ2x

Are you a grocery executive? Better listen up! According to Amazon CEO Andy Jassy's annual shareholder letter, the retail giant is still coming for the grocery industry. While Jassy talks a lot about the evolution of 'primitives,' which is very much worth a read, what grocery execs need to sit up and listen to is this: Amazon is a prime area for growth. An excerpt: "What if we used our same-day facilities to enable customers to easily add milk, eggs, or other perishable items to any Amazon order and get same day? It might change how people think of splitting up their weekly grocery shopping, and make perishable shopping as convenient as non-perishable shopping already is." Are you ready? Have you optimized your on shelf availability? Are you driving margin with lower waste numbers? Amazon is going there and if apparel, books, and hard lines are any indication, watch out. Remember when people said no one would buy apparel online? The goods news - you don't have to have cap ex intense solutions to tackle these problems, you can do it with your data today and solid science. https://lnkd.in/eEbYD4U5 Let's talk. Retail Insight #onshelfavailability #outofstocks #waste #foodwaste

Nearly ? of Amazon’s 2023 shareholder letter describes ?????????????????? ????????????????... You don't see a many companies put such HEAVY emphasis on being focused on the ‘basics’….yet from my experience it seems to be among the biggest causes of failure…. Focusing on the basics allows us to “innovate and experiment at the highest rate”. Amazon's new same-day fulfillment facilities have brought industry-leading fulfillment speeds. But it's just a building block for their other businesses. It’s allowed them to grow Amazon Pharmacy, by bringing people the meds they need with ?????????????? speed. And if they start shipping perishable foods at the same speed, their partnership with Whole Foods will be revolutionary. Even their future plans with AI have this primitive focus. They’ve already announced new AI training chips and have seen success with Amazon Bedrock. Both are building blocks for the GenAI applications they’re building across every Amazon consumer business. Creating the perfect customer experience... growing your business... truly innovating... it all ties back to primitives.

Here are some points from Andy Jassy's (CEO, Amazon) 2023 Letter to Shareholders that may interest you if you are an Amazon seller: *Being sharp on price is always important* As an Amazon seller, it's crucial to maintain a sharp pricing strategy. However, you might find it challenging to raise prices enough to offset recent additional costs, such as inbound placement, return processing, and low inventory fees. *we’re not done lowering our cost to serve.* *Our inbound fulfillment architecture and resulting inventory placement are areas of focus in 2024, and we have optimism there’s more upside for us.* Amazon Sellers be prepared for more new fees in coming days/months. *meaningful progress in our emerging geographies (e.g. India, Brazil, Australia, Mexico, Middle East, Africa, etc.) * For established sellers, consider expanding into emerging geographies to boost profits. New sellers have the opportunity to launch in their local territory, establishing a presence in relevant categories. Starting locally is relatively straightforward, paving the way for global growth in the future. Happy Selling ?? you can read the full letter here ----> https://lnkd.in/eWNfvV95 #Amazon

Amazon CEO Andy Jassy released a lengthy Letter to Shareholders in which he wrapped up the company’s 2023 results and outlined his goals for 2024 and beyond. Jassy covered a range of topics, but devoted a considerable amount of space to the potential of Artificial Intelligence. Below is a summary of the most important takeaways: 2023 HIGHLIGHTS - Amazon's total revenue grew 12% YoY from $514B to $575B - Amazon increased its operating margin from 2.4% to 6.4% - Amazon delivered at the fastest speeds ever to Prime members, with more than 7 billion items arriving same or next day - Amazon’s Advertising business grew 24% YoY from $38B to $47B GOALS FOR THE FUTURE - Develop Prime Video into large and profitable business through advertising and development of exclusive content - Increase same-day and next-day deliveries by investing in more strategically placed Amazon warehouses - Identify more cost-cutting efforts, including opportunities in inbound fulfillment architecture and inventory placement - Continue to invest in and develop Generative AI, which Jassy said could be the largest technology transformation since the cloud Jassy concluded the letter on a high note, promising to remain vigilant in the company’s efforts to make its long-term vision for Amazon a reality. #ChannelKeyLLC #AmazonAgency #AmazonNews #Amazon #Ecommerce #ArtificialIntelligence https://zurl.co/E3PZ

The attention of #Amazon to the working capital has risen during the last 3-4 months. Particularly noticeable for #brands is the new policy about the stock coverage of the e-commerce giant: it went from 9-12 weeks of beginning 2023, to the 6 in December to the current 3-4. This is bringing to a decrease, sometime severe, of the brands' revenues, while the sell-out looks still fine. Are you also experiencing this? #ecommerce #amazon #business #revenues