Cómo Amazon está cambiando nuestras vidas y lo que han aprendido de ellas las mejores compañías del mundo
Una mirada profunda, reveladora e imparcial al modelo de negocio de Amazon que no sólo ha dominado el mundo, sino que lo está cambiando.
Como Henry Ford con Ford, Sam Walton con Walmart, o Steve Jobs con Apple, Jeff Bezos y su Amazon son la historia de negocios de la década.
El hombre más rico del planeta y el futuro primer trillonario del mundo ha construido una de las máquinas creadoras de riqueza más eficientes en la historia que representa el 2% del ingreso de Estados Unidos, gastado en cerca de 500 millones de productos enviados desde sus almacenes a 17 países. Amazon no sólo ha transformado completamente la industria de las ventas al menudeo y los servicios de almacenamiento enla nube, ahora sus tentáculos están ahorcando a los medios y a la publicidad, perturbando la tecnología, la economía, la creación de empleos y la sociedad como la conocemos. Su impacto es tal que los líderes de todos los sectores alrededor del mundo necesitan entender cómo opera este engrane.
Basado en reportes sin precedentes de 150 fuentes de dentro y fuera de Amazon, Bezonomics revela los principios que Jeff Bezos utiliza para dominar los mercados -obsesión por el consumidor, innovación extrema, enfoque a largo plazo, inteligencia artificial- y muestra cómo los han tratado de replicar otras compañías en el mundo. Dumaine comparte las estrategias para probar tu negocio en Amazon y para competir con el gigante del retail, y, más importante, responde a una pregunta fundamental: ¿cómo Amazon y sus imitadores afectan el mundo en el que vivimos y qué podemos aprender de ellos?
Una mina de oro para muchos, una amenaza para otros, el modelo Bezonomics se ha convertido en una fuerza modeladora de la vida que toda persona debe conocer para entender el presente y mirar hacia el futuro.
Amazon is the business story of the decade. Jeff Bezos, the richest man on the planet, has built one of the most efficient wealth-creation machines in history. Like a giant squid, Amazon's tentacles are squeezing industry after industry and, in the process, upsetting the state of technology, the economy, job creation and society at large. So pervasive is Amazon's impact that business leaders in almost every sector need to understand how this force of nature operates and how they can respond to it.
Saying you can ignore Jeff Bezos is equivalent to saying you could ignore Henry Ford or Steve Jobs in the early years of Ford and Apple. These titans monumentally changed how we do business, redefining the rules on a global scale. Amazon founder Jeff Bezos is the new disruptor on the block. He has created a 21st century algorithm for business and societal disruption. He has turned the retail industry inside out, is swiftly dominating cloud computing, media and advertising, and now has his sights trained on every other domain where money changes hands and business is transacted.
But the principles by which Bezos has achieved his dominance - customer obsession, extreme innovation and long-term management, all supported by artificial intelligence turning a virtuous-cycle 'flywheel' - are now being borrowed and replicated. 'Bezonomics' is for some a goldmine, for others a threat, for still others a life-shaping force, whether they're in business or not.
Brian Dumaine's Bezonomics answers the fundamental question: how are Amazon and its imitators affecting the way we live, and what can we learn from them?
In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind-the-scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.
- Why did CEO Larry Merlo allow CVS to take a 2 billion dollar hit-on purpose?
- How did CEO Alan Mulally maneuver Ford's 48 billion dollar turnaround?
- How did director Maggie Wilderotter and her fellow board members engage top management to embark on an unusual exercise to help Hewlett Packard Enterprise build a long-term strategy?
- Why did CEO Paul Polman's turn back to Unilever's original mission of leading with a purpose to fuel profits?
- How did CEO Ivan Seidenberg convince his investors and board to allow him to make a 150 billion dollar bet?
- How did CEO George Buckley find a way to address investor calls for 3M to spend less on research and development while still finding a way to innovate?
These leaders argue that a short-term mindset might satisfy investors for this quarter or next, but there's a heavy price to be paid. Instead, they argue, long-term thinking is your best short-term strategy.
