아마존의 비즈니스 전략: 고객 서비스 및 확장

Amazon은 인터넷에서 탄생한 성공적인 기업 중 하나가 되는 것을 목표로 최고의 고객 서비스를 제공하는 데 중점을 두고 있습니다.

### 비즈니스 확장을 위한 아마존의 고객 중심 접근 방식
* 🛒 아마존의 CEO인 제프 베조스는 **"고객 경험, 선택, 사용 편의성, 저렴한 가격, 구매 결정을 내릴 수 있는 더 많은 정보에 충분히 집중**할 수 있다면 최고의 고객 서비스를 제공하는 데 주력하고 있다"고 강조합니다. **고객에게 이 모든 것에 더해 훌륭한 고객 서비스를 제공**할 수 있다면 좋은 기회가 있다고 생각합니다.
* 📦 아마존은 **3,000명이 넘는 직원**과 **400만 평방피트 이상의 물류 센터 공간**을 보유하고 있으며, 이를 통해 미국 전역의 고객에게 제품을 신속하게 배송할 수 있습니다.
* 💻 베조스는 복잡하고 빠르게 성장하는 비즈니스 운영의 어려움을 인정하며 **"우리가 하려는 일은 매우 복잡합니다. 엄청난 실행 위험이 수반됩니다. 우리는 매우 복잡한 사업을 하고 있습니다."**
* 🎯 새로운 제품 카테고리에 진입하고 새로운 지역으로 확장하고 있지만, 베조스는 **최저 가격과 최고의 고객 서비스를 제공하기 위해서는 규모가 중요**하다고 믿습니다.
* 📚 아마존이 처음 서적 판매를 시작했을 때 업계 경험이 부족해 회의적인 시각에 직면했습니다. 베조스는 **"4년 전 처음 책을 판매하기 시작했을 때 모두가 '너희는 컴퓨터만 다루는 사람들이잖아. 책 판매에 대해 아무것도 모른다고요. 그리고 그것은 사실이었죠. 하지만 우리가 정말 중요하게 생각한 것은 고객이었으며 이제 우리는 책에 대해 많은 것을 알고 있습니다."
* 🔮 베조스는 인터넷 기업에 대한 투자의 투기적 성격을 인정하면서도 **"우리가 인터넷에서 탄생한 중요한 영속 기업이 되지 못한다면 우리 자신 외에는 누구도 탓할 수 없을 것**이며, 우리 자신에게 매우 실망할 것"이라며 **아마존의 장기적 잠재력에 대한 자신감**을 내비쳤습니다.
* 🔍 아마존의 전략은 진출하는 각 제품 카테고리에서 **업계 전문가를 고용**하여 효과적으로 경쟁하는 데 필요한 전문성을 확보하는 것입니다.
* 🚀 베조스는 "**필요한 만큼의 직원을 고용**해야 하는 만큼의 공간, 즉 물리적 공간을 확보할 것입니다. 고객에게 서비스를 제공하기 위해. 물론입니다. 그리고 **가능한 한 빨리 그렇게 할 것**입니다.

It doesn't matter to me whether we're a pure internet play. What matters to me is do we provide the best customer service. Internet Shminternet. Given the decades of wisdom that has built up in the business world investors, it sounds like you're saying you're making a big speculative bet, if they're investing in your company's stock. Well, I think all Internet companies, you know, the stocks are incredibly volatile... But even long term. Long term, I believe that it's very easy to predict that there are going to be lots of successful companies born of the Internet. They're going to have very large market caps and so on. I also believe that today, where we sit, it's very hard to predict who those companies are going to be. So you know, you can make bets on these things and I think that Amazon.com if we don't if we're not one of those.

important lasting companies
born of the Internet. We will have
nobody to blame but ourselves, and we
will be extremely disappointed in ourselves.
But there are no guarantees. It's very
very hard to predict. If you go back
and look at the companies created by the P.C.
revolution in 1980, you wouldn't have predicted
the five winners, the five biggest winners.
There've been lots of winners, actually. So this
space is a little different, and brand name
may need, may mean more, and then
there's some increasing returns kinds of things,
maybe more. But I believe that if
you can focus obsessively enough on
customer experience, selection, ease of use, low
prices, more information to make purchase decisions
with. If you can give customers all
that plus great customer service, and with our
toys and electronics, we have a 30-day return
policy. If you can do all of that, then I
think you have a good

chance, and that's what
we're trying to do. You're not really
a pure Internet company anymore either. I
mean, you've got millions of square feet now
of real estate. You've got a growing, huge
and growing inventory of items, which you keep
in stock. You've got thousands and thousands
of employees now. We have over 3,000
employees and over four million square feet
of distribution center space. And those are
things I'm very, very proud of because
with that distribution center space and
half a dozen distribution centers around the country,
it allows us to get product close to
customers so that we can ship it to
customers in a very timely way, which improves
customer service levels. That's what we're
about. If there's one thing Amazon.com is
about, it's obsessive attention to
the customer experience, end to
end. And that's what those
distribution centers. But you're not
a pure Internet play.

It doesn't. It doesn't matter to me whether we're a pure Internet play. It matters to me is we provide the best customer service. Internet Shminternet. That's, you know, that doesn't matter. Well, but it does matter to your investors to know whether they're investing in a company that is... No, they should be investing in a company that obsesses over customer experience in the long term. There is never any misalignment between customer interests and shareholder interests. Well, that's the same argument that somebody at WalMart would make as well. I don't see why not. I think they should make that argument. So it's a correct argument. OK. So you'll open as many square feet of space, physical space, as you have to hire as many employees as you have to... To service customers. Absolutely. And we'll do it as rapidly as we can. That's a very cost-intense proposition.

Not compared to opening an equivalent network of retail stores. So if you open a bunch of chain stores. Look when we open a distribution center, we're opening places that may have square where we may pay 30 cents a square foot for a lease instead of paying seven dollars a square foot, which you might pay in a high traffic retail area. So when you compare those things, they're not the same. You can't compare a big chain of retail stores to half a dozen distribution centers. It's just not, you know, it's bad math. Either way, whichever side of the argument you believe you're making what it seems to me. There's only one side which is obsess over customers. But it seems to me that both with the speed of your growth in terms of the number of stores online that you're opening, the different businesses you're getting into, the number of distribution centers, and you're

opening a new
employees. You're hiring. That you are making
an intense gamble here, which is twofold. One,
that you can run this number of
businesses, different businesses well. And two, that
you can make money by selling vast volumes
of products and essentially razor-
thin profit margins. I think that the
the first one, in particular, I agree with
wholeheartedly, which is that there's no
guarantee that Amazon.com can be a
successful company. What we're trying to do
is very complicated. There's huge execution risk
involved. We have a terribly complicated
business. We're growing,
historically, very rapidly. We're
opening new product categories, we're
expanding in new geographies. We have
whole new business models with things
like auctions. Now we think this is the
less risky of the two approaches because scale
is important in this business. And you
need scale also to

offer the lowest
prices and the best customer service to
people. So scale is important to us, and
we're going to go after that kind of scale.
But it does mean that the executional challenges
are huge. And so you'll find a bunch
of people back in Seattle and around
the world working very hard to make sure
we service customers at the level that they're
used to, and then even improving that. Isn't it to some
extent a certain amount of, with
all due respect, corporate arrogance to
assume that you can come into these businesses,
which you have no experience in, and
virtually overnight enter a huge variety
of different businesses and become the best in
those businesses and the market leader in
those businesses? There are other companies that
have been running these types of businesses for
decades, if not more. I don't think so. So
you know when we first started selling books four
years ago, we were

everybody said, Look, you're just computer guys. You don't know anything about selling books. And that was true. But what we really cared about was customers, and now we know a lot about books. And when we first started selling music, people said the same thing, but we hired the right people. So we don't do this in a vacuum. We go out and hire the best industry experts in each of these categories. That's the same with toys, electronics. So, you know, we take this very seriously. We take the commitment to the customer very seriously, and we're not about to release something or announce something before it's ready.

Jeff Bezos In 1999 On Amazon's Plans Before The Dotcom Crash

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인터넷 비즈니스에서 고객 서비스의 중요성

인터넷 기업에 대한 투자는 변동성이 커서 장기적인 성공을 예측하기 어렵기 때문에 투기적 투자로 간주됩니다.

그럼에도 불구하고 인터넷 비즈니스의 성공을 위해서는 훌륭한 고객 서비스 제공과 함께 고객 경험, 선택, 사용 편의성, 저렴한 가격에 집중하는 것이 중요합니다.

발표자는 이러한 요소에 우선순위를 두는 것이 인터넷에서 탄생한 지속적이고 중요한 기업이 되기 위한 핵심이라고 생각합니다.

아마존의 고객 경험 및 확장에 대한 집중

아마존의 확장에는 수백만 평방피트의 부동산, 늘어나는 재고 품목, 고객 서비스 개선을 위한 수천 명의 직원이 포함됩니다.

아마존은 최고의 고객 경험을 제공하는 데 집착하고 있으며, 단순한 인터넷 사업보다 이를 우선시하고 있습니다.

비용 부담에도 불구하고 Amazon은 고객 서비스를 위한 물리적 공간과 인력을 빠르게 확장하기 위해 최선을 다하고 있습니다.

아마존의 사업 확장에는 다양한 비즈니스를 효과적으로 운영하고 높은 판매량과 낮은 이익 마진을 통해 수익을 창출하는 중대한 도박이 수반됩니다.

아마존은 빠른 성장, 새로운 제품 카테고리, 새로운 지역 및 비즈니스 모델로의 확장에 따른 실행 위험과 복잡성이 크다는 점을 인정합니다.

이러한 어려움에도 불구하고 Amazon은 규모를 달성하는 것이 다른 접근 방식보다 중요하고 덜 위험하다고 믿습니다.

규모와 고객 서비스 우수성을 추구하는 아마존의 노력

아마존은 상당한 실행상의 어려움에도 불구하고 최고의 고객 서비스를 제공하기 위해 규모를 우선시합니다.

이러한 접근 방식은 기업의 오만함처럼 보일 수 있지만, 업계 전문가를 고용하고 고객과의 약속을 진지하게 받아들이기 위해 최선을 다하고 있습니다.

Amazon의 다양한 비즈니스 확장은 고객에 초점을 맞추고 적합한 인재를 확보한 결과입니다.