Business Today 14th January 2018 - Page 154

It pays to invest an inordinate amount of energy in identifying things your customers deeply care about, that you can control, and that don’t change over time not only aspires to be Earth’s most customer-centric company, but also puts it in action with a culture that obsesses with customers. There are a few pecu- liar aspects of our approach that could offer guiding principles to practise True Customer Obsession. the idea as much. This is different from a more tra- ditional approach of writing the press release in the end to convince the customer, which in our belief is actually backwards. W ocus on Controllable Inputs: It pays to invest an inordinate amount of energy in identify- ing things your customers deeply care about, that you can control, and that don’t change over time. For example, at Amazon, we believe custom- ers globally are similar when it comes to the most important experience drivers – vast selection, low prices and fast delivery. Focussing disproportionate energy on these critical customer experience driv- ers (or what we internally refer to as customer in- puts) yields dividends for many years to come. ork Customer-backwards: A key first step towards building a culture centered on customer obsession is to work back- wards from customer needs. At Amazon, we have a peculiar mechanism called ‘working backwards’ that ensures this is more than a good intention. When we have a new idea, the first artefact we cre- ate is a customer-facing press release with answers to the questions a customer might have on reading it to convince ourselves that they really care about F 154 I BUSINESS TODAY I January 14 I 2018