Everyone is buzzing about whether Mackenzie will become the world's richest woman, whether Bezos's stake will be diluted, whether his control over Amazon will weaken, and whether Amazon's stock price will be affected -- as the second listed company in the United States to break the trillion-dollar mark in market capitalization, after Apple, Amazon has been developing rapidly
As Amazon's market capitalization climbs, the personal wealth of its founder Bezos was as high as $160 billion at one point in 2018, which is almost equivalent to the sum of Bill Gates + Jack Ma + Xu Jiayin's worth.
Amazon can not be ignored in the business world of volume, business expansion from the largest bookstore to the largest integrated online retailer, network services (AWS), Prime business, smart home, Amazon devices ...... from 2014 to the present, Amazon shares more than five times.
And its leader Bezos, the traits are obvious - entrepreneurial passion, capital shrewdness, kingpin arrogance, the famous "leadership guidelines", the extreme obsession with data, the paranoid pursuit of customer preferences, the promotion of seemingly inhumane The management system and cold-blooded culture are all important innovation factors in Amazon's blood.
All of this is the result of Bezos' pursuit of extreme rationality and calm - in his view, it is never the alarm clock that wakes up Amazon.
In the world of 1994, the concept of the Internet was fuzzy, and when Bezos realized that the World Wide Web was growing at a staggering 2.300% per year at a time when the Internet's usage was negligible, he began to realize that it was possible to sort of do some business on the Internet.
In the end, he chose books, because books are categorized into many more items than other commodities, and at the time, there were more than 3 million books published in the world, and the vision was to "create the most complete book system in the world, and be the largest bookstore", which he did, and then he moved to Seattle with a small team of his own.
The reason why Bezos chose Seattle:
Thus, at the age of 31, Bezos left Wall Street, which had labeled him a "traitor", and with $300,000 in start-up capital, created Amazon in a rented garage.
Amazon, meaning "the world's largest river", this is Bezos's vision, as Amazon's logo, the arrow from A to Z, everything store is Bezos's ambition.
Just 1995 started the business of selling books is absolutely simple and crude, hanging a lower price than the physical bookstore online, after the customer orders, Amazon and then go to the wholesaler to buy goods - so humble start-up capital can only support such a turnover.
And for the wholesaler's explicit 10-book minimum purchase, Bezos has his own method - order a single book you want, and nine books that have been taken off the market, and then wait for the wholesaler to send a book and a note that says, "Sorry, our book is off the market. "
In addition to selling books, Amazon started selling music and video products, and Bezos emailed 1,000 randomly selected consumers asking them what they would like in addition to what they were already selling - he got a very long list as a result, and in a BusinessWeek interview with him, he popped in the most impressive one. One of the most impressive ones he bounced off in a Business Week interview was: why don't you sell windshield wipers, I need them!
From that he thought, you can sell anything this way! He then moved on to electrical appliances, toys, and other types of merchandise. This was probably the world's first online shopping business model.
Back then, Bezos spent his days on his knees packing his own packages and driving them to the post office, wondering when he would be able to afford a forklift. He's seen things go from small to big, so even as Amazon became a super business empire, his management approach was not so much cold-blooded as reverent.
In the early days, when the Internet was growing wildly, Bezos and Amazon experienced the miracle of exponential growth.
Amazon received $12,000 in orders in the first week of its launch, and managed to attract the attention of Yahoo founder Jerry Yang. To know, at that time, Yahoo was the world's most viewed site, Yang thus personally Email to Amazon, inviting it to open a column in Yahoo. This is why Amazon was at the top of the Internet from the very beginning of its existence.
After that, Bezos started digging up Bill Gates's people and talking to Starbucks in Seattle. Almost, Starbucks had Amazon shelves by the counter.
The Star Wars of 1996 was the beginning of Amazon's march into battle.
At the time, Amazon's sales were $16 million, while Barnes & Noble, the bookselling giant at the time, had $2 billion in sales. It was undoubtedly a crushing battle, and many advised Bezos to just sell Amazon.
Bezos at this time from Walmart dug Rick Dalzell, and began to raise huge sums of money, all the resources all in to warehousing, logistics, backwater, equal to the line to copy a Walmart. After years, Amazon has launched Prime, one-click order, FBA force to thwart Ebay, beyond Walmart, become a retail giant.
BUT, Bezos himself, never defined Amazon as a retail company, he constantly emphasized on various occasions, Amazon is a technology company.
In the definition of Wall Street, short-term profits are always a priority indicator, a good public company every quarter revenue and profits to grow, increase the proportion of more than the analysts predicted that the share price is a good company, but Amazon, after the release of the quarterly earnings report, Wall Street's evaluation is "less than the expected growth"
Amazon is a good company.
The result is that the market value of a day may evaporate by hundreds of billions of dollars.
Bezos is a stingy to the extreme, the industry's average salary, do not provide free lunch, even parking fees. Inability to provide stock dividends, poor benefits, the boss is mean, the company emphasizes the emphasis on Darwinism, the work content is more and more like a logistics company, resulting in the most serious consequences is the loss of excellent talent.
In 2006, Amazon's chief algorithmic judge, master algorithm Udi Manber left to join Google in charge of the search business, Bezos sent a great fire, the parties mouth called "Bezos the most dysfunctional situation ever." That's when the Wall Street renegade did one thing - cut a bald head.
At the time of the most difficult time, Bezos said, "Don't care about your rivals, they don't pay you."
At the time of the Amazon stock crash, he wrote "I don't care about the price of the stock" on the whiteboard in his office.
Even so, Amazon's stock price has soared year after year, up nearly 270% in the last three years, and Amazon's market capitalization is edging closer to that of Apple, the world's most valuable company.
21 years of Amazon business:
When Amazon logged on to China in 2004 with a strong acquisition of Joyo.com for $75 million, it quickly went all the way down, and was cornered by Tmall and Jingdong. 2013 onwards, Amazon no longer reflects e-commerce business in China on its financial reports, and even at one point because of the The company's annual meeting was canceled because of the poor performance, and was derided by the market to this day.
But even so, Bezos remains a world leader in business. He has helped Amazon blueprint its future growth by expanding both vertically and horizontally, guiding innovation and choosing where to expand.
The shadow of Bezos can be seen, to a greater or lesser extent, in later generations such as Jack Ma and Wang Xing.
Out of his fervor for entrepreneurship, reverence for the cause, the beginnings of Internet entrepreneurship and no limits, so that Amazon has the possibility of wireless development.
Amazon is a very interesting company, in fact, it does not have its own traditional campus, in the 575,000 employees around the world, there are about 45,000 employees and executives working in Seattle, who travel through the city center and South Lake Union (South Lake Union) near the many high-rise buildings.
Amazon's default headquarters, where founder Bezos is based, is called Day 1 Tower.
The name derives from Bezos's timeless motto that, relatively speaking, we're still on "day one" of the Internet. Further, Amazon is just getting started.
Since Amazon went public, Bezos has continued to write a letter to shareholders every year, and every year, the letter to shareholders is followed by the first letter to shareholders, written in 1997. This is to tell shareholders that we haven't changed, and that for more than two decades, we've been working for what we wanted to do in the first place.
Bezos's no-holds-barred approach to Amazon is based on a "super-lucky" convergence: Amazon's original quarry, the retail marketplace -- the "trillion-dollar" marketplace. "in the trillions," and thus the cloud market he sees Amazon Web Services (AWS) pioneering.
In different industries, the market is a limited prospect, but cobbled together, it is infinite in size.
That's why he's good at transforming Amazon into a big business with massive scale and adjacent businesses. (HuffPost | The World's Richest Man, Bezos)
In 2006, along with the arrival of third-party merchants, Bezos asked his team to develop an APIs to help developers more quickly produce searchable catalogs, and to use payment payment systems and shopping carts. This spawned the need to build the system and infrastructure.
The service, named AWS (Amazon Web Serices), was given extraordinary importance at its inception. But Amazon's philosophy of "continuous investment in customer needs" captured the growing and evolving needs of developers, and AWS was followed by S3 and EC2 solutions. The latter has become the world's easiest-to-use and most widely used cloud computing service.
The information shows that at the beginning of the establishment, Bezos lowered the price of $15/hour to $10/hour, even though his CFO has been reminding him that this long-term profitable business will thus fall into long-term losses. But the man didn't change his mind, and the AWS service voluntarily lowered its price 51 times without a competitor.
And that's how it burned through billions of dollars at the start. Combined with Bezos's strong market credibility, he was investing additional money in almost any way he wanted.
Since this was a service created by chance by Amazon, which at inception was the only player in the industry, Amazon monopolized pricing. It's scary to think that an old, uninterested rival could have the patience to bag his prey.
When Economist started dedicating a full page to cloud computing in 2008 and predicted that it would revolutionize industries and jobs, and when Microsoft CEO Ballmer chanted "For the Cloud, we are all in" in a speech at the University of Washington,
When Google Cloud was launched, it was the only player in the industry with a monopoly on pricing, and the only one that didn't care about instant gains.
When Google Cloud was released, IBM launched Azure, Oracle entered the scene, BAT force cloud computing, channel competition began to fire, down the infrastructure providers IBM, HP, Intel, etc. to master the technical advantages, I think for Amazon, nothing more than a little bit of a first-mover advantage, and unlimited investment in the needs of users of the business philosophy.
And this is enough to give birth to Amazon's powerful growth engine, in the 2018 Amazon global announced financial, AWS contributed about 60% of the operating profit, to provide enough trigger for the trillion-dollar market value.
Amazon's membership service, Prime, is another of its masterpieces.
By taking out a paid package membership Prime, you can get free two-day delivery, plus a few add-ons such as e-book lending, online video, music and more. But along with its growth, it quickly evolved into a way to offer additional benefits and perks to more than 100 million users that create endless new market boundaries and lines of business.
Prime explains why Amazon began to cannibalize Netfile. Amazon's Prime Day, which offered customers 36 hours of special deals in just a few years - became one of the biggest holiday shopping seasons of the year, with consumer frenzy second only to Black Friday and Cyber Monday.
By accessing Prime, Amazon enables third-party retailers to pay higher commissions for Amazon user orders. Additionally, Prime in turn supports Amazon's brick-and-mortar strategy; Prime's same-day delivery and pickup service requires more physical storefronts, which in turn helps Amazon expand into unchallenged areas like food, for example, where perishable products don't fit Amazon's classic model.
From the opening of the first brick-and-mortar bookstore in Seattle in 2015, the design based on online data - based on "readers' favorite recipes," "books rated 4.5 or higher," and so on - has brought information from the Internet to the forefront. " and more migrated the informational benefits of the internet offline, reforming the discoverability of online shopping.
In short, Prime became Amazon's central nervous system, tying together operational categories and opening a path for Amazon to enter new markets while injecting fresh energy into its core business.
Ultimately, the inspiration to satisfy the troika lies in one of two models - either go and examine what customers want, or explore forward, which is Amazon's killer app for market domination.
Originally, Bezos was just a niche player who could probably focus on the world's largest digital bookstore very easily. But in selling books, he discovered that using inventory management to recommendation engines, he could easily move his business into neighboring areas - first music and DVDs, then toys, electronics, and eventually almost anything retailable.
Based on this, he opened up Amazon as an independent seller platform to sellers who had been competitors, thereby cementing his role as a change agent in retail, joining the likes of Walmart in the retail pantheon.
But Bezos did not classify these as value-added outside of his core business, doing retail, building a logistics foundation, and establishing an incredibly efficient package delivery infrastructure, leading to the emergence of Fullfuillment by Amazon; and doing operations, where the need for part-time workers led to the birth of the world's first crowdsourcing platform for mass labor. Mechanical Turk was born.
And the need to master how to collect commissions on every purchase led to Amazon Pay. When Amazon started building out the ability to store data in the cloud, they realized that other businesses might want to do the same in the cloud - and AWS, Amazon's cloud computing services platform, was born.
Even customer-oriented concepts can create skills-based dividends, like the invention of the Kindle reader.
The Kindle is a romanticized product in Amazon's definition, partly because of its hardware breakthroughs and partly because it recalls Amazon's business roots in books. But that didn't change Amazon's business model, and other problems with the hardware product followed, though according to Bezos - many of today's hardware open experiences, one has to be patient enough to learn that a skill doesn't necessarily come at the right time, and it can take time for it to really blossom.
So then came the Echo smart speaker, which became a game changer.
Also, Bezos is learning about healthcare.
In October 2018, Amazon announced that it was forming a healthcare company with JPMorgan Chase and Berkshire Hathaway, and that it had acquired the pharma startup PillPack for nearly $1 billion.
With this acquisition, Amazon gained $100 million in operating revenue, a ready-made pharmacy supply chain and pharmacy licenses in all 50 states. And Amazon's previous foundations also come to the fore in healthcare: relying on profits from growing its core businesses, such as AWS and Prime, Amazon entered the healthcare space with no rush to profitability.
AWS can help handle the massive data loads and analytics required in healthcare. Amazon's distribution centers, supply chain, and acquisition of Whole Foods allow it to quickly distribute healthcare products and services. Because of the full range of channels to engage with patients (home, retail stores, online channels, etc.), Amazon has the potential to become a lifestyle planner for people covered by Medicare and Medicaid.
Neither the Prime membership system nor the AWS cloud computing service is a standalone business in Bezos's view, as they are fully bundled with consumer products.
It's no coincidence that by dominating retail and digital services, Bezos has shifted to any service he sees as providing added value to consumers, including healthcare, entertainment, consumer electronics, and advertising, any of which hit or are close to the "trillions" of potential users Bezos mentioned.
Amazon's business is essentially a value operation - based on retail e-commerce, the entire industry little by little to do through, and then little by little to enhance their own value ratio. (IT House | "Bezos does not have an alarm clock")
So even if there is no AWS as an accident, outside of e-commerce and logistics, Amazon also has Kindle's hardware manufacturing, Echo Audio's IoT practice, AI Alexa, and a lot of offline layout.
Bezos can finally say with a hard-on that dude is doing more than just a retail giant, dude is really and truly a technology company.
Amazon's rapid expansion is due to the famous "leadership principles", that is, the 14 rules of the army, which will be printed on cards and sent to each employee, and assessment tests.
Like many companies, these are the rules that must be followed to work at Amazon, whether it's for new employee orientation or corporate culture education. They are the "rules of the road" for working at Amazon, and they are something you should strive to live by at work.
The 14 Rules of Amazon:
These rules, which Bezos uses to fight the forces that eat away at the company - bureaucracy, profligacy, lack of rigor - are the key ingredients he uses to make sure that Amazon as a whole is healthy and continues to be successful.
When we understand these principles, we understand Amazon's so-called "cold-blooded culture.
Based on #2, the first thing Amazon employees have to deal with is a very high workload. An employee who works less than 80 hours a week becomes an outlier among his or her coworkers. Even on weekends, they have to return to the company for meetings. Late at night and on holidays to be on call, emails are often sent after midnight, if not responded to in a timely manner will soon receive a catch-up text message.
Based on the 7th and 11th, Amazon's high-intensity work does not make employees shy away, on the contrary, employees will often have the desire to break through the limit, thinking that habit formation, it is difficult to accept their own imperfections. Amazon's pay and benefits are not high, but if you can keep more than two years of work employees will be able to get Amazon's option opportunities - a big wave, the rest of the staff are mostly extremely agree with the culture of Amazon and are willing to work hard for it.
Bezos believes that tough standards allow the company to meet rising consumer expectations in real time, and for employees, they like Amazon precisely because the company allows them to go beyond their perceived limits.
Based on #4 and #13, what makes it look odd to outsiders is Amazon's internal Anytime Feedback Tool, which allows employees to give feedback to their superiors at any time about the work of their coworkers, and to go over the top to give feedback on their perceptions of their supervisors. And this feedback will appear in the employee's performance evaluation, and ultimately with a low performance score employees will be fired.
Amazon's view of encouraging "dissent and taking a stand" gives the impression that it's hard to have harmony, but Bezos argues that harmony stifles honest criticism and encourages praise for wrong ideas out of courtesy. and encourages praise for wrong ideas out of politeness.
We prefer to think of it as a kind of flat management system, with the 2013 drone delivery program reportedly invented by a junior engineer named Daniel, along with others.
Bezos correctly explains traditional corporate hierarchies, and therefore Amazon's disruptive innovation - the most important word in the age of no holds barred is "yes".
In addition, the extreme obsession with data is a very obvious characteristic of Bezos and Amazon.
Because of the obsession with data, Bezos is an extremely calm and rational leader, his rationality is largely based on all quantifiable data - for example: Amazon has a set of rigorous appraisal system based on big data statistics in the office area, by running a continuous performance improvement algorithms on the employee
Amazon has a rigorous appraisal system in the office based on big data statistics, by running continuous performance improvement algorithms on employees, which provide quantitative analysis and feedback on every aspect of an employee's performance.
In the warehouses, workers are monitored by sophisticated electronic systems and wear pedometers on their wrists, which allow the company to accurately track how efficiently employees are picking and packing goods, and even set strict limits on their breaks and workloads, so that they will receive warnings if they are taking too long.
Data management may be cold and unsympathetic, but to a large extent, the data helps Amazon to realize the transparency and accuracy of the management, bringing fairness and efficiency, so that more work more pay really landing.
Bezos is an extremely curious person, he once said can fill the whiteboard with ideas in an hour, if there is a week without brainstorming will start to complain to the team. Amazon development so far, he has also been practicing "anti-entropy", "user first" business philosophy.
The strategy is built on things that do not change, from the essence of things, the pursuit of long-term value rather than short-term interests; the use of "choice, cost, experience" linkage of the three flywheel effect to drive the entire commercial business efficient operation, continuous innovation, strengthen competitive advantage, and maintain the benign growth of the enterprise. Bezos seems to wake up Amazon is never an alarm clock, and for ordinary people we? Can wake up their own and what is it?
By Alice, public number: Alice two or three things
Title image from Unsplash, based on the CC0 protocol