Business Today 14th January 2018 - Page 156

The Best Management Lesson I Learnt
We remain paranoid that customers will come to us only until the very moment they find a better experience elsewhere . You owe it to your customers to be laser focussed on their experience , by continuously measuring customer inputs and improving them every day
Have a high bar for customer experience : At Amazon , we remain paranoid that customers will come to us only until the very moment they find a better experience elsewhere . You owe it to your customers to be laser focussed on their experience , by continuously measuring your customer inputs and improving them every day .

Think Long Term : While we are tactically impatient to improve customer experience , we are willing to be strategically patient in inventing on their behalf for the long term . You should be willing to fail and be relentless as you plant seeds and innovate on behalf of your customers .

Invent on Behalf of Customers : We start with what the customer needs and work backwards to invent on their behalf . You surely need mechanisms to actively listen to the voice of your customers , be inspired , and drive continuous improvements in their experience . At the same time , customers will not be able to tell everything and would rely on you to anticipate their needs and invest boldly . This is key to transforming the customer experience . Our investments in Kindle are a great example .
Prime , for instance , was originally conceived as a convenience programme – making it easier for customers to get products fast , but it is so much more today . It is a one-of-a-kind , digital-physical hybrid that allows members to unlock innovations and experiences from across our Amazon businesses ; it is something that becomes a part of members ’ daily lives . Despite the challenges to implement Prime at the precision and scale that is needed for its success , month-over-month and year-over-year , we continue to invest in it because it is hugely relevant and beneficial to customers .

Closer home , Amazon is leveraging India ’ s

local ecosystems through innovations like
‘ I Have Space ’ ( to expand the last-mile delivery network ) and ‘ Udaan ’ ( that enables customers with limited access to the digital ecosystem , to benefit from the ease of access and convenience that e-commerce provides ). Seller-focussed innovations like Easy Ship and Seller Flex have been built grounds-up to solve shipping constraints and inventory management challenges that sellers face . Similarly , the India team has built a lighter version of the shopping app called Micron for lowend smartphones , and to solve connectivity issues .
A lot more innovation , than what we have seen so far , is ahead of us . It is truly Day 1 for customer experience in India , and for the right organisations it should always be Day 1 .
156 I BUSINESS TODAY I January 14 I 2018
The Best Management Lesson I Learnt We remain paranoid that customers will come to us only until the very moment they find a better experience elsewhere. You owe it to your customers to be laser focussed on their experience, by continuously measuring customer inputs and improving them every day Have a high bar for customer experience: At Amazon, we remain paranoid that customers will come to us only until the very moment they find a better experience elsewhere. You owe it to your cus- tomers to be laser focussed on their experience, by continuously measuring your customer inputs and improving them every day. T hink Long Term: While we are tactically im- patient to improve customer experience, we are willing to be strategically patient in in- venting on their behalf for the long term. You should be willing to fail and be relentless as you plant seeds and innovate on behalf of your customers. Invent on Behalf of Customers: We start with what the customer needs and work backwards to invent on their behalf. You surely need mechanisms to actively listen to the voice of your customers, be inspired, and drive continuous improvements in their experience. At the same time, customers will not be able to tell everything and would rely on you to anticipate their needs and invest boldly. This is key to transforming the customer experience. Our investments in Kindle are a great example. Prime, for instance, was originally conceived as a convenience programme – making it easier for customers to get products fast, but it is so much more today. It is a one-of-a-kind, digital-physical hy ɥѡЁ́́Ѽչمѥ)ɥ́ɽɽ́ȁ齸̴ͥ)쁥Ё́ͽѡѡЁ́Ёϊd)䁱̸ٕєѡ́Ѽ)AɥЁѡɕ͍ͥѡЁ́)́Ս̰ѠٕȵѠ啅ȵٕȵ啅Ȱ)ݔѥՔѼٕЁЁ͔Ё́՝ɕ)مЁѼѽ̸) )͕ȁ齸ٕ́Ʌ%e)ѕ́ѡɽ՝مѥ́+a$!ٔMdѼѡе)ٕ䁹ݽɬaUdѡЁ́ѽ)́ݥѠѕ́ѼѡхѕѼ)Ёɽѡ͔ٕ́)ѡЁɍɽ٥̤Mȵ͕)مѥ́MMȁٔ)եЁɽչ̵Ѽͽٔ͡Ʌ)ٕѽ䁵Ё́ѡЁ͕)Mɱ䰁ѡ%ѕ́եЁѕ)ٕͥѡ͡5ɽȁܴ)͵̰Ѽͽٔѥ٥䁥Օ̸)ЁɔمѥѡݡЁݔ͕ٔ)ͼȰ̸́%Ё́ձāȁѽ)ɥ%ȁѡɥЁɝͅѥ)Ё͡ձ݅́ĸ(؁$ UM%9MLQ=d$)ՅЁ$