1. I took the time to read "Bezos' Digital Empire" recommended by my leader. It had a huge impact on me and completely subverted my previous understanding of Amazon. If you only regard Amazon as a retail company, I think it If you just take online things and sell them online, then the dimension of your thinking is really too low. As a digital company, Bezos has been thinking about the future of Amazon from a higher dimension from the beginning. He started with books. At the beginning of the category, he wanted to create a completely different new experience for customers, a unique experience that even if traditional bookstores deliberately copied it, they could not achieve it. The online model allows users to have unlimited choices, using real customers. Feedback helps everyone understand the quality of books more quickly, and the ultimate personalized service helps customers quickly find business books that suit them. These are all modern ways he is using to make users more comfortable; in multi-category e-commerce stage, he has always maintained the three principles of customer first, giving users better choices, giving users lower prices, and giving users more convenient services; now that these two are completed, he will start from a higher dimension of ecology and To satisfy customer experience from a more comprehensive perspective, he has always made it clear that Amazon is a retail platform and a technology company. All efforts are to help customers make the best shopping choices and establish long-term trusting relationships with customers

2. His ultimate pursuit of numbers and "demanding" employment standards impressed me deeply. Past experiences have taught us that business development depends on the organization, rather than working alone. Super-rapid business growth, It requires super strong organizational support. The book summarizes Amazon's six major management systems, systematically helps explain the internal growth logic, and helps us understand its internal essence faster. The following is the outline part

3 .Module 1 - Business Model: Obsessed with Customers, Expanding Boundaries

Amazon regards customers as its most valuable assets, that is, it must meet the ever-increasing requirements of customers, invent and create for customers, and bring surprises to customers. , do whatever makes customers happy

4. Module 2 - Talent recruitment: extremely high standards, continuous improvement

People are the core of corporate development, and Amazon wants both people A person who is innovative and hard-working, has a strong heart, is good at taking on tasks, can withstand pressure, and has a strong sense of ownership. Bezos has a famous saying: Your people are your company. What kind of people you use will change the company. What will become. Amazon has extremely high standards for talent recruitment. Through rigorous recruitment processes, carefully designed self-selection mechanisms, and unique recruitment and retention methods, Amazon creates a self-reinforcing talent system and continues to improve the overall talent level of the organization.

Core

5. Module 3 - Data Support: Focus on Causes, Intelligent Management

In the digital age, data is the core asset of an enterprise, and Amazon is not only committed to In order to create a cross-department, cross-level, end-to-end data indicator system, it also puts forward very strict requirements for each data indicator, that is, it must achieve the following five points: extremely detailed, extremely comprehensive, focused on causes, real-time tracking, Verify and verify. The most shocking thing to me is that Bezos and the entire Amazon senior management team can spend almost no time on daily operations and management, but focus their main energy on things two or three years from now, building a lasting company for Amazon. The engine of innovation that never stalls.

6. Module 4 - Innovation Engine: Subversion, Pioneering, Invention and Creation

Amazon is committed to invention and creation, and to building an innovation engine that continues to accelerate, continue to disrupt, and continue to develop. To achieve rapid growth in its own business, it must also create a huge new market. Innovation helps companies develop rapidly. Relying on the needs of existing customers, Amazon has not only achieved rapid growth in its own business, but also created huge new markets, such as cloud services (AWS), smart speakers (Echo), and smart voice platforms (Alexa). These have greatly fed back to customers, which reminds me of Meituan and Alibaba in China. They are all like this

7. Module 5 - Decision-making mechanism: both quality and speed

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Entrepreneurial companies and Internet companies are changing at a faster and greater pace than in the past. This means that the times have put forward higher requirements for corporate decision-making capabilities. In the digital age, decisions must be both good and fast, with the emphasis

being “fast”.

Carefully distinguish between two types of decisions: the first type of major decisions, where the results have a huge impact, a matter of life and death, and are irreversible; the second type of routine decisions, where the results have little impact, the process is reversible, and can be flexibly adjusted. Speed ??up routine decision-making: Try to digitize smart decisions as much as possible, or clarify authorized objects to speed up approval, such as using first-level approval, parallel approval, etc. Major decisions are both fast and good: fully explore the truth, boldly imagine future changes, and be against harmony without unanimous agreement; if you are really entangled, remember that life is short, and try to leave as few regrets as possible.

8. Module 6 - Organizational Culture: Resolutely anti-entropy and always entrepreneurial

As we all know, at the beginning of a company's establishment, there is not much business and the team size is not too large. , all able to remain fast and flexible. However, with the rapid development of business, there are more and more people, more and more departments, more and more levels, and the organization has become more and more complex. The so-called big company diseases, such as processes, Complexity, slow action, and organizational rigidity also breed and spread. In the process of its growth, Amazon has constantly emphasized that starting a business is always the first day (Day 1), that is, no matter how fast the company develops, how big the scale is, how strong the strength is, and how high the market value is, it must be the same as the first day of starting a business. Fast, flexible, and continuous iteration.