“Twenty years ago I was driving boxes to the post office in
my Chevy Blazer and dreaming of a forklift,” says Jeff Bezos in his most recent
letter to shareholders.
A blink later and he points out that the company has grown
from 30,000 employees in 2010 to 230,000 now. But his ambition is the same. “We
want to be a large company that’s also an invention machine. We want to combine
the extraordinary customer-serving capabilities that are enabled by size with
the speed of movement, nimbleness and risk-acceptance mentality that is
normally associated with entrepreneurial start-ups.”
Amazon is great at disruption because of its customers focus
and the fact that the internet means it needs none (or very few) people between
its warehouses and the shopper.
The threat of Prime, its membership service, is the biggest
challenge facing the UK retail market and the wholesale market by extension. It
is both a direct threat and an indirect threat in that is inspiring countless
numbers of other digital disrupters.
The problem that supermarkets are facing from the
discounters are not a retail-led problem, says Toby DesForges, co-author of the
Shopper Marketing Revolution. “It is a shopper-led problem.”
Return to Bezos and his shareholders’ letter. “We want Prime
to be such a good value, you’d be irresponsible not to be a member,” he says.
“Prime has become an all-you-can-eat, physical-digital hybrid that members
love. Membership grew 51% last year and there are now tens of millions of
members worldwide. There is a good chance you’re already one of them, but if
you’re not – please be responsible – join Prime.”
The threat is clearly spelled out and the shareholders
letter illustrates the speed of the change. “We’ve grown Prime two-day delivery
selection from 1 million items to over 30 million, added Sunday delivery, and
introduced Free Same-Day Delivery on hundreds of thousands of products in more
than 35 cities around the world,” says Bezos.
Prime Now, which offers one-hour delivery on an “important
subset of selection”, was launched 111 days after it was dreamed up. In that
time a small team built a customer-facing app, secured a location for an urban
warehouse, determined which 25,000 items to sell, got those items stocked,
recruited and on-boarded new staff, tested, iterated, and designed new software
including a warehouse management system and a driver-facing app and launched.
Today, 15 months later, it is up and running in more than 30 cities around the
world.
That is pretty awesome. It is part of the reason why Bezos
was able to boast about being the fastest ever company to reach $100 billion in
annual sales. He attaches his 1997 letter to the 2015 letter and it is worth a
read too. “We will continue to focus relentlessly on customers,” Bezos promised
way back then after a year in which sales had grown 87% to $148 million.
The good news in the wholesale world is that relentless
focus on customers exists. After the FWD awards last year I strolled around
London with one leading wholesale executive who pointed out all the trucks
delivering to all the food and retail outlets that serve London by day. There
is still a big market to shoot for.
However
disruption is coming. Charles Wilson often says that Booker’s biggest
competitor is a man in a van. That is the threat that today’s wholesale winners
are well equipped to win. The strategic challenge is if the man in a van is
another Jeff Bezos.
Comments
Post a Comment