Jeff Bezos explains Amazon's Competitive Advantage (2010)

00:06:54
https://www.youtube.com/watch?v=psPf-tx9OwY

Resumen

TLDRDans cette discussion, Jeff Bezos explique comment Amazon a réussi à se distinguer dans un environnement concurrentiel dominé par Walmart. Il souligne l'importance de l'obsession pour le client, mettant en avant une approche centrée sur une vaste sélection de produits, des prix compétitifs, et une livraison rapide et fiable. Bezos note que le modèle opérationnel d'Amazon offre des avantages structurels, permettant souvent des prix plus bas que ceux des magasins physiques. Il exprime que le succès d'Amazon ne dépend pas de l'échec de ses concurrents, comme Walmart, car le marché est assez grand pour plusieurs acteurs. Au lieu de se concentrer sur la concurrence, Amazon se focalise sur le service client et l'innovation continue. Bezos mentionne aussi l'expansion rapide des services cloud d'Amazon et envisage un avenir prometteur pour les ebooks, affirmant que de nombreuses entreprises peuvent réussir simultanément dans ces secteurs. Enfin, il illustre l'approche d'Amazon envers les nouveaux projets, qui prennent souvent des années avant de devenir profitables.

Para llevar

  • 🔍 Obsession pour le client : Amazon se concentre intensément sur la satisfaction client.
  • 📦 Large sélection : L'offre de produits d'Amazon dépasse souvent celle de Walmart.
  • 💰 Prix compétitifs : Amazon s'efforce d'offrir les prix les plus bas grâce à son modèle en ligne.
  • 🚚 Livraison fiable : Amazon garantit une livraison rapide et pratique.
  • 🌍 Marché non limité : Le succès des concurrents n'entrave pas celui d'Amazon, car le marché est vaste.
  • 📈 Investissement à long terme : Les nouvelles entreprises d'Amazon prennent souvent plusieurs années avant d'être rentables.
  • ☁️ Croissance du cloud : Les services cloud d'Amazon connaissent une croissance rapide et attirent de grands clients.
  • 📚 Futur des ebooks : Bezos prévoit un avenir prospère pour les ebooks.
  • 🤝 Non-obsession des concurrents : Amazon préfère miser sur ses clients plutôt que de se préoccuper excessivement de la concurrence.
  • 🔧 Innovation continue : Amazon continue d'innover, notamment grâce à ses services web.

Cronología

  • 00:00:00 - 00:06:54

    L'orateur explique comment ils ont réussi à rester compétitifs face à Walmart, le plus grand détaillant mondial, en se concentrant sur le client de manière obsessionnelle. Il souligne trois aspects clés de leur différenciation : une large sélection, des prix bas et une livraison rapide et fiable. Il mentionne aussi que le modèle en ligne leur permet d'avoir des coûts plus bas et qu'ils ne répercutent pas leurs inefficacités sur les clients. Même lorsque de nouvelles entreprises prennent du temps à devenir rentables, la priorité reste l'obsession du client.

Mapa mental

Mind Map

Preguntas frecuentes

  • Comment Amazon réussit-elle à concurrencer Walmart ?

    Amazon met l'accent sur une obsession du client, une sélection diversifiée de produits, des prix bas et une livraison rapide et fiable.

  • Amazon peut-elle offrir des prix plus bas que Walmart ?

    Bezos affirme que le modèle en ligne d'Amazon lui confère des avantages structurels en termes de coûts, souvent permettant des prix plus bas que ceux des magasins physiques.

  • Comment Amazon aborde-t-elle la rentabilité par rapport à ses clients ?

    Amazon ne fait pas porter à ses clients le coût de ses inefficacités et choisit de fixer des prix compétitifs, même si cela signifie perdre de l'argent sur certains produits.

  • Quelle est la stratégie d'Amazon envers ses concurrents ?

    Amazon préfère se concentrer sur ses clients plutôt que de s'inquiéter de ses concurrents, considérant que le marché est suffisamment vaste pour permettre à plusieurs acteurs de réussir.

  • Quel est le point de vue de Bezos sur le succès mutuel dans le commerce de détail ?

    Bezos croit que le commerce de détail n'est pas un jeu à somme nulle et que plusieurs entreprises peuvent prospérer dans le même secteur.

  • Comment Amazon gère-t-elle ses nouvelles entreprises ?

    Amazon investit dans de nouvelles entreprises en acceptant qu'elles aient généralement un impact nul ou négatif sur les finances pendant leurs premières années.

  • Quels secteurs d'Amazon connaissent une forte croissance ?

    Les services Web d'Amazon, en particulier l'infrastructure cloud, connaissent une croissance rapide, attirant non seulement des startups, mais aussi de grandes entreprises.

  • Quelle est la vision de Bezos pour l'avenir des ebooks ?

    Bezos anticipe que les ebooks deviendront une industrie énorme avec de nombreux gagnants sur le marché.

  • Qu'est-ce qui permet à Amazon d'utiliser son modèle commercial en ligne à son avantage vis-à-vis de Walmart ?

    L'avantage structurel de coût du modèle en ligne d'Amazon lui permet de proposer une vaste sélection de produits à des prix compétitifs.

  • Comment Bezos décrit-il l'importance des lecteurs pour les appareils de lecture d'Amazon ?

    Bezos insiste sur le fait que l'obsession d'Amazon doit être dirigée vers les lecteurs, car ce sont eux qui achètent les appareils.

Ver más resúmenes de vídeos

Obtén acceso instantáneo a resúmenes gratuitos de vídeos de YouTube gracias a la IA.
Subtítulos
en
Desplazamiento automático:
  • 00:00:00
    okay let me go back to the Walmart issue
  • 00:00:01
    yes what was it that made you able to
  • 00:00:05
    sustain a challenge from a the world's
  • 00:00:07
    greatest retailer obsessive customer
  • 00:00:10
    focus on how do you focus on the
  • 00:00:12
    customer better than they focus on the
  • 00:00:13
    customer well we're so good at focusing
  • 00:00:16
    on the customer - but we're very
  • 00:00:18
    differentiated in how we do it and so
  • 00:00:20
    our approach will you if you if you
  • 00:00:21
    think about our retail business which i
  • 00:00:23
    think is what you're asking about here
  • 00:00:24
    they're really three things that we know
  • 00:00:26
    or that still was none of your business
  • 00:00:28
    well and especially relative to the
  • 00:00:30
    Walmart question I think that's the key
  • 00:00:32
    its selection low prices and fast
  • 00:00:37
    convenient reliable delivery so that the
  • 00:00:39
    shipment side and so we wait wait so
  • 00:00:42
    Walmart doesn't have low prices fast and
  • 00:00:45
    convenient delivery I would claim that
  • 00:00:49
    Amazon has much broader selection in
  • 00:00:53
    many cases if I don't want to be overly
  • 00:00:57
    bold in my claim but the online model
  • 00:00:59
    gives us significant cost structure
  • 00:01:02
    advantages that lets us have even lower
  • 00:01:04
    prices than physical stores selling
  • 00:01:08
    online well sometimes they have them
  • 00:01:11
    they do have a briella problem sometimes
  • 00:01:14
    where they they don't want to compete
  • 00:01:16
    against themselves online versus off but
  • 00:01:19
    a Walmart with all of the volume that it
  • 00:01:21
    buys its purchasing power therefore
  • 00:01:25
    gives it the ability to offer lower
  • 00:01:26
    prices well doesn't that give them an
  • 00:01:29
    advantage they ought to be able to
  • 00:01:31
    translate because their purchasing power
  • 00:01:33
    is bigger than your purchasing power is
  • 00:01:35
    it not I wouldn't I think in a lot of
  • 00:01:38
    the product categories that ship sailed
  • 00:01:40
    a long time ago meaning that we have the
  • 00:01:45
    purchasing we really compete with it we
  • 00:01:47
    have the volume relationships with
  • 00:01:50
    suppliers that playing field has been
  • 00:01:52
    leveled if you'd asked me that question
  • 00:01:53
    you know 10 or 15 years ago right I'd
  • 00:01:56
    have agreed with you that and that there
  • 00:01:58
    was a challenge you had overcome but
  • 00:02:00
    even then we don't our profitability is
  • 00:02:02
    not our customers problem we don't take
  • 00:02:05
    the point of view that we're gonna price
  • 00:02:07
    products you know at a particular margin
  • 00:02:11
    for ourselves we say
  • 00:02:13
    we're going to price products
  • 00:02:14
    competitively and if that means on that
  • 00:02:17
    product that we lose money that's okay
  • 00:02:21
    cuz we need to take care of the customer
  • 00:02:23
    earn trust and we'll figure out over
  • 00:02:24
    time and if we can if we find we can't
  • 00:02:26
    ever make money with that park we'll
  • 00:02:28
    stop selling it but we don't want to
  • 00:02:31
    we're not going to make customers pay
  • 00:02:33
    for any of our inefficiencies if you see
  • 00:02:37
    what I use money on the Kindle every new
  • 00:02:40
    business that we have ever invested in
  • 00:02:43
    we have it's it has taken years what
  • 00:02:45
    most businesses have either no impact on
  • 00:02:48
    our financials for the first five to
  • 00:02:49
    seven years or a negative impact on our
  • 00:02:51
    financials for the first five to seven
  • 00:02:53
    years and we do a lot of new things the
  • 00:02:55
    company is is very healthy financially
  • 00:02:59
    we're doing very well and it's it's an
  • 00:03:03
    outcome of customer obsession so you
  • 00:03:06
    know when when we were Amazon toast
  • 00:03:09
    that was because Barnes and Noble had
  • 00:03:12
    you know this is we only had a hundred
  • 00:03:13
    and when we were declared Amazon Duck
  • 00:03:15
    toast I think we had a hundred and fifty
  • 00:03:17
    employees Barnes & Noble had thirty
  • 00:03:19
    thousand employees and somebody wrote an
  • 00:03:21
    article that said you know Amazon has
  • 00:03:24
    had a great two-year run but now the big
  • 00:03:26
    boys have shown up and they're gonna
  • 00:03:29
    steamroll them and you know we had a All
  • 00:03:33
    Hands meeting called a hundred and fifty
  • 00:03:35
    employees together I said look because
  • 00:03:37
    everybody's wherever they were every
  • 00:03:39
    employee has read the Amazon Duck toast
  • 00:03:40
    article every mother of every employee
  • 00:03:43
    has read the Amazon toast article and
  • 00:03:45
    has falled and so father mother lawyer
  • 00:03:47
    you knew your are you okay and so we had
  • 00:03:51
    an All Hands meeting and I said look um
  • 00:03:53
    you should wake up worried terrified
  • 00:03:56
    every morning but don't be worried about
  • 00:03:58
    our competitors because they're never
  • 00:03:59
    gonna send us any money anyway let's be
  • 00:04:02
    worried about our customers and stay
  • 00:04:03
    heads down focused and so I you know
  • 00:04:07
    there these are big most of these are
  • 00:04:09
    big markets another way to answer your
  • 00:04:12
    your question about competitors and
  • 00:04:15
    Walmart is to said look they can succeed
  • 00:04:18
    fabulously and it won't stop us from
  • 00:04:21
    succeeding these retail markets are huge
  • 00:04:25
    so we can it often doesn't make sense
  • 00:04:28
    for us to think of it as a pitched
  • 00:04:30
    battle you know sometimes people think
  • 00:04:34
    about business as it's kind of like a a
  • 00:04:37
    sporting event there's a winner and a
  • 00:04:40
    loser it's not a zero-sum game usually
  • 00:04:42
    isn't yeah I'm sure there are cases
  • 00:04:44
    where but most often industries succeed
  • 00:04:48
    so I can tell you I think ecommerce is
  • 00:04:51
    succeeding and the way we think about it
  • 00:04:54
    nobody else has to fail for us to do
  • 00:04:57
    well I think ebooks is like that I think
  • 00:04:59
    they're gonna be many winners
  • 00:05:00
    I think ebooks is gonna be a huge
  • 00:05:02
    industry well there are many competitors
  • 00:05:04
    now you've got Barnes and Noble as one
  • 00:05:05
    of their sony's you know they're now and
  • 00:05:07
    now people is another but I have a list
  • 00:05:09
    of 50 competitors that we could walk
  • 00:05:12
    through I mean you know all over the
  • 00:05:13
    world doing different things and our
  • 00:05:16
    focus is going to be you know it will
  • 00:05:18
    try to pay attention to those
  • 00:05:20
    competitors and we're not gonna obsess
  • 00:05:22
    over them we're gonna obsess over
  • 00:05:23
    readers and that because those are the
  • 00:05:25
    people who are buying that device and
  • 00:05:27
    we're gonna make it and it's not just a
  • 00:05:29
    business for us it's a mission for us
  • 00:05:31
    and missionaries build better products
  • 00:05:33
    what is Jeff Bezos thinking about today
  • 00:05:35
    in 2010 that we might not know anything
  • 00:05:38
    about that he thinks maybe a reality in
  • 00:05:41
    2013 or 2015 well air is the one of the
  • 00:05:45
    things as are the Amazon Web Services
  • 00:05:48
    business now there is a business that
  • 00:05:50
    processes not this is it Amazon Cloud
  • 00:05:52
    stuff yes and there's a business that's
  • 00:05:55
    growing you know it's in a hyper growth
  • 00:05:57
    phase it's already a significant
  • 00:05:59
    business that's a business that probably
  • 00:06:01
    is not getting as much attention is
  • 00:06:04
    there does it play in the cloud business
  • 00:06:05
    now
  • 00:06:06
    well Emma's in the infrastructure part
  • 00:06:07
    of it which is the part that we play in
  • 00:06:09
    Amazon is by far the leader right and
  • 00:06:12
    you know it started mostly with startup
  • 00:06:14
    companies but now it's big enterprises
  • 00:06:15
    adopting the best analogy I can give you
  • 00:06:18
    for this is it's like the electric grid
  • 00:06:21
    so instead of you know right now big
  • 00:06:24
    companies build their own data centers
  • 00:06:25
    and they buy their own servers and they
  • 00:06:27
    put it in it's a lot of capex there's a
  • 00:06:29
    lot of price of admission you have to if
  • 00:06:32
    you're gonna operate a data center you
  • 00:06:33
    have to do it well but it doesn't
  • 00:06:36
    differentiate
  • 00:06:37
    you from your competitors it doesn't
  • 00:06:39
    it's just a price of admission and so
  • 00:06:42
    what we do at Amazon Web Services is we
  • 00:06:44
    sell compute by the hour we sell compute
  • 00:06:47
    by the drink which is just like buying
  • 00:06:49
    electricity off the grid instead of
  • 00:06:50
    having your own power manufacturing your
  • 00:06:52
    own power generating plant
Etiquetas
  • Amazon
  • Walmart
  • compétition
  • commerce de détail
  • obsession client
  • prix bas
  • livraison
  • ebooks
  • cloud
  • innovations