Amazon ceo: India is the fastest among any of our geographies to ever grow to this scale. "You can be too early or too late" when it comes to entering a new geography, he says. Bezos: "if you want to be a global player, you have to be able to compete on a global scale"
Amazon ceo: India is the fastest among any of our geographies to ever grow to this scale. "You can be too early or too late" when it comes to entering a new geography, he says. Bezos: "if you want to be a global player, you have to be able to compete on a global scale"
Amazon ceo: India is the fastest among any of our geographies to ever grow to this scale. "You can be too early or too late" when it comes to entering a new geography, he says. Bezos: "if you want to be a global player, you have to be able to compete on a global scale"
A fter his photo-op on top of a tra- ditional lorry full of merchan- dise, Amazon CEO Jeff Bezos spent some time with TOI talk- ing about competition, Flip- karts hoardings, infrastructure and why India puts a spring in his step. Is this your first time in India? No. I was here about 5 years ago for two weeks. One week of business which was in- credibly fun; I started in Bangalore, went to Chennai and Hyderabad. I then added a one- week vacation and did all the normal tourist things. Went to Agra and saw the Taj Mahal. Varanasi was just incredible. I took my then 9-year-old boy with me. And, yes, we saw the dead bodies.I have four kids. It has become a kind of family tradition to take a kid along. Actually, I had invited my wife to come with me and she said, Its a good idea but why dont you take Preston (eldest son) in- stead. I said: Preston? How will that work? What will he do when I am in meetings? She said, Put him in a conference room, give him a book to read. I did it and it was won- derful. Now I have started doing it with each of my kids. I find India very energetic and very energizing. When I leave India I find that extra something in my step. I feel good. How has Amazon fared in India so far? India is the fastest among any of our geog- raphies to ever grow to this scale. I know this team extremely well. I have worked with them back in the US for many years, before they came here to start Amazon India. We are just a year old and have already blown past the initial goals. You dont see this level of speed of success very often in a new ge- ography. Thats exciting. Should Amazon have entered India a little earlier? Based just on the results, it would appear that we came at just the right time (breaks into his famous laugh). You can be too early or too late. Every once in a while you get it just right. Our timing in India has been right but the credit goes to the hardwork and in- ventiveness of the team. In addition, this team has been doing a lot of invention which we might export to the rest of the world. Give us an example... An example would be the Easy Ship pro- gramme: direct shipments from small and medium sized merchants. India is very unu- sual in terms of the number of SMEs you have. Building the infrastructure and capa- bility features to allow those people to get involved in the digital e-commerce space is important. Thats not something we have had to do in other places. But its been so success- ful here, we think it could actually work in other geographies as well. For Amazon, Flipkart and Snapdeal would be the two biggest competitors in India. How difficult is it for Amazon to compete? Amazon brings tremendous assets when we start to do business in a country like India. All the software base that we have honed over 19 years; all of the matrix and proce- dures that we follow to improve the custom- er experience and the culture of thinking long term. We always had these high quality people in India, long before we started the retail business. We have been able to recruit a world-class team very quickly. We are in a really good position. If you had asked me a year ago, I would have told you I was opti- mistic. Now I can tell you that it is already happening, which is better. Did you see all the Flipkart hoardings welcoming you into town? No, I heard about it. (Again, the booming laugh) Your competitors say that you are in panic mode? For 19 years we have succeeded by staying heads down, focused on our customers. For better or for worse, we spend very little time looking at our competitors. It is better to stay focused on customers as they are the ones paying for your services. Competitors are never going to give you any money. I am not saying thats the only approach that can work. I can find examples of com- panies that are very competitively focused that have been successful. But that is not who Amazon is. Thats not us. We have to be true to ourselves. We started out as pioneers 19 years ago in e-commerce. All the people we have attracted over time have liked that. We will plant seeds and wait for those seeds to grow into trees. Sometimes they do. Thats whats happening here. Sometimes they dont. Thats OK with us. We will just plant another seed. Many of the seeds have grown into trees: digital strategy, Amazon Web Services and our retail businesses. We dont claim that our approach to business is the right ap- proach; we certainly dont think thats the only approach. We just claim it is ours. I am delighted its being done so well here. Where is the $2 billion investment you announced for India being deployed? A lot of that is going into infrastructure, new fulfillment centres, customer acquisition, new product categories, payments, new tools to make it easier for SMEs to get online, into mobile. Mobile is important all over the world, but it's especially important here. India is a big country, theres a lot of in- vestment we can make in infrastructure to help get products to customers faster. The team here will prioritize. We cant make those decisions from Seattle. If we see some- thing working, we like to put more invest- ments into that arena. India is an infrastructure-deficit country. Will your outlay on building infrastructure here be bigger than in other markets? Certainly, on the transportation side, I would say thats true. But theres also some opportunity to build infrastructure from scratch. When you think of facilitation commerce between small shops and the end-consumer there would be things you would build I dont know what they are, we will have to invent some of these things that you might not build in other geogra- phies where infrastructure grew for different purposes. Does customer-centricity allow you to sharply focus your strat- egy, your vision? It does. For example: sometimes people ask me whats gonna change in the next 10 years. For me, an even more interesting question is what is not going to change over the next 10 years. The things that are stable in time are those which you can build your strat- egy around. The three things that I know for sure the Indian customer will still want 10 years from now: vast selection, fair, competitive prices and faster, reliable delivery. All the effort we put into adding energy into our delivery systems, reduc- ing defects and making the customer experience bet- ter, I know those things will be appreciated 10 years from now. We could build a business strategy around that. Other stakeholders, in- vestors, partners and competitors see you as extremely hostile. How do you view this image of Amazon as a relentless behe- moth? I know how to make our com- petitors happy. All we have to do is raise prices, reduce selection, deliver slowly, and add defects. But thats not our job. Our job is to do the very best we can keepi ng t he customer in mind. Custom- e r s g e t t o choose where they want to shop. We work extremely hard al l over t he world to increase selection, to speed u p delivery. Our number o n e job is to earn their trust. It is no different than how you earn trust as an individual. You make promises and you keep them. Youve been branded as a company which is great for consumers but not for shareholders and investors... I like a quote from Warren Buffet who famously said: You can hold a ballet and that's okay and you can hold a rock concert and that's okay. Just don't hold a ballet and advertise it as a rock concert. Are we holding a ballet or are we holding a rock concert? Then, investors get to select. They know we have a long-term view- point. They know that we take cash flow that gets generated from our successful busi- nesses and invest in new opportunities. In- dia is a great example of that happening. Investors who do not want that approach will invest in other opportunities. When you think of investors, you have to remember that these are big groups of people who are all different and have different investment horizons, ideas and approaches. You are not trying to win a popularity contest across all investors. Alibabas hugely successful IPO is just behind us. What does that mean for e-commerce? Investors have been looking at internet com- merce for many years. I'd say over time inves- tors have gotten very sophisticated. If you go back, like to 1999, during the internet bub- ble, investors did not know what to make of things. It was confusing to everybody. But now these are real companies with real rev- enues and real cash flow. Investors have gotten quite comfortable, confident and un- derstand nuances. They can see different things. Theres also a broad understanding that there is room for lots of winners and its not a winner-takes-all kind of industry. Does Alibabas profitability put pressure on Amazon to book profits? Amazon has some business arenas where we are very profitable and then we reinvest in new opportu- nities. Thats part of our ap- proach. Im glad we have so many opportunities. It is a positive sign but again thats just our way of doing business. Do you have any new ideas on how to run a newspaper? Well, you know that I bought The Washing- ton Post. They already have a terrific newsroom and an investigative report- ing team. They have all kinds of good coverage; we are growing the paper and its very exciting. Internet pro- vides for global distribu- tion at low costs. News- papers have historically had two customers the advertiser and the read- er. Personally, I believe that the way you serve the advertiser-customer is by first serving the reader-customer. What do advertisers want? Readers. So you have to stay focussed on the reader. You have to make the best product for the reader and, then, when you have lots and lots of readers, thatll make your advertisers happy. Will it become like The New York Times? Id like it to be its own kind of thing. So Id resist calling it that. But in terms of distribution, it needs to first be a na- tional and then a global newspaper. Will you buy another paper? (Laughs) Why? You have one for sale? Lets talk later. Why did you introduce an Amazon Buy button in between The Wash- ington Post online stories? I did see something in the press about that and then I read that it was there for six hours or something. I dont know. You will have to ask the Post, its not my day job. Youve been quoted as saying this to an ex- Amazon employee: Treat Google like a moun- tain, you can climb the mountain but you can't move it. It doesnt sound like me but I never say 'No' to that question if it turns out its me as Ive said a lot of things. I dont remember that. By the way, Im quoted as saying a lot of things I havent said. Goes both ways; some- times I have said some things, sometimes I havent. Is Google the biggest rival for Amazon today? I resist getting in to that kind of conversa- tion because it is not how I think about our business. There are companies who in their annual planning process literally start with: Who are our three biggest competitors? And they'll write them down. This is competitor number one, two and three. Then they'll de- velop strategies for each of them. Thats not how our annual planning is done. We do have an annual planning process and actually we are right in the middle of it now. We start with,Whatll we deliver to our customers? What are the big ideas, themes? You have spoken at Princeton, your alma mater, about being gifted and being kind, and why the latter is a difficult choice. In fact, thats something I try to teach my kids and young people when I meet them. I often meet college interns at Amazon, and on college campuses. I figured this out when I was 30 years old or so. You know it's really easy when kids are growing up. You can say to them, You're so clever, that was so easy for you. You can only be proud of your choices and I think a lot of young kids get the wrong feedback early on. You must praise them for the hard work that creates the right cycle. I believe that humans would achieve anything that we are deter- mined to achieve, if we work hard. So, cel- ebrate your gifts but you can only be proud of your choices. And, cleverness is gift. You cannot become Einstein no matter how much you work. You have to really decide on how you're going to make choices in your life. You get to decide to be a good husband and a good father. Would you look to adopt an inventory model or stick to a marketplace if the e-commerce sector opens up to FDI in India? First of all, if I take it up a level, every coun- try we do business in has its own unique something. So, the fact that India has this unique thing is completely normal. The US has its own thing, Japan has its own and so on. What we are really focused on right now, which fits into the current regulatory envi- ronment here in India, is that we are build- ing infrastructure to support small and medium businesses. If the FDI rules were to change, then we would certainly be able to help small manu- facturers too. So, there is an opportunity for the Made-in-India idea and some changes to the regulation would be very favourable for that. But we are also very happy to do busi- ness in the current environment. We just have to adapt to those rules. Thats our job. You're visiting while our Prime Minister is in the US. Did you miss an opportunity? (laughs) I'm trying to keep the world bal- anced... TIMES SPECIAL: BEST SELLER JEFF BEZOS, AMAZON FOUNDER & CEO, ON HIS PLANS FOR BRINGING HIS EVERYTHING STORE TO INDIA THE EVERYTHING MAN 1964 Born Jeffrey Jorgensen in Albuquerque, New Mexico 1968 Name changed to Jeffrey Bezos, after his adoption by Miguel Bezos 1986 Graduates from Princeton University with degrees in computer science and electrical engineering 2006 2013 2007 Introduces Kindle, the electronic reader Launches Amazon.in Launches Amazon's first mobile phone, Kindle Fire Starts Amazon Web Services (AWS) Buys The Washington Post newspaper 2014 Announces a $2 billion investment for India 2005 Launches Amazon Prime 2000 Launches market- place format 2000 Launches Blue Origin, a space flight research company 2003 First full year profit of $35.3 million 1990 Joins Wall Street company D E Shaw and Co 1994 Incorporates an early version of Amazon, called Cadabra 1995 Launches the beta version of the Amazon website 1998 Buys comparison site Junglee.com 1997 One click shopping launched 1997 Amazon goes public, raises $54 million at a valuation of $438 million 1998 Amazon goes beyond books and adds music as it expands. Goes to Europe (UK and Germany) 1998- 2000 Amazon raises over $ 2 billion in debt AMAZON IN INDIA HAVE BACKBONE; DISAGREE L eaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly. DIVE DEEP L eaders operate at all levels, stay connected to the details, and audit frequently. No task is beneath them. CREATE FRUGALITY W e try not to spend money on things that dont matter to customers. Frugality breeds resource- fulness, self-sufficiency, and invention. There are no extra points for head- count, budget size, or fixed expense. 2013 2014 AMAZONS PRINCIPLES 11,500 merchants sell on its platform 17 million products available 2 fulfilment centres set up in Bangalore and Mumbai 500,000 sq ft of warehousing space, with the addition of the five new fulfilment centres around India 5 more centres planned in Delhi, Chennai, Jaipur, Ahmedabad, Gurgaon Source: Bloomberg THE CEO WHO LAUGHS Bezos uses his laugh like a weapon. Its a message to underlings that they have failed their famously demanding boss. The laugh is usually followed by a devastating comment on their incompetence SOME SAMPLES Are you lazy or just incompetent? Im sorry, did I take my stupid pills today? This document was clearly written by the B team. Can someone get me the A team document? I dont want to waste my time with the B team document. If I hear that idea again, Im gonna have to kill myself. Why are you wasting my life? We need to apply some human intelligence to this problem. CUSTOMER LOYALTY Many ask me Are your customers loyal to you?' I say Yes, right until the second someone else offers them better service. Its our job to have divine discontent; to look at our services with a critical eye. And then to say how can I do it better. It is better for societies but difficult for companies. Its great for civilisations if the standards the customers have keep going up ON COMPETITION The most important thing to observe about commerce in general e-commerce included is that these are really, large, market segments which will have lots of winners. Its not a winner takes it all kind of industry. I personally like industries where there is room for multiple winners because the odds of being a winner are better. THE MOST IMPORTANT THING ABOUT COMMERCE, E-COMMERCE INCLUDED, IS THAT THESE ARE REALLY, LARGE, MARKET SEGMENTS WHICH WILL HAVE LOTS OF WINNERS. ITS NOT A WINNER- TAKES-ALL KIND OF INDUSTRY JEFF BEZOS, 50, FOUNDER & CEO OF AMAZON Source: The Everything Store Brad Stone ON HIS FAMOUS GUFFAW I've had this laugh since I was a little kid. When I was a teenager my brother and sister wouldn't go see a movie with me, at least not a comedy. They were too embarrassed. As far as Amazon goes, let's put it this way: people never lose track of me. They know where I am all the time so I am the worst stealth person ever. Is Amazon today an e-com, content or tech company? I would say all of the above. The only thread that crosses through all is that we are a customer company. Its true about Amazon Web Services; Amazon Studios, where we are making original content; it is true of our retailing business MAKING WAPO A GLOBAL PAPER The internet has taken something away from newspapers but it also creates something which newspapers had never accessed before; global distribution at a very low cost. For example, The Washington Post has always almost been a local Washington DC newspaper but it's also the paper of record for the capital city of the US. So, one of the things the Post needs to do is that it cannot only be a great local newspaper for the capital city of the US but also be a national and a global newspaper using the gifts that the internet brings Married MacKenzie Tuttle in 1993, the couple have four children According to author Toni Morrison, MacKenzie was one of the best students Ive ever had in my creative- writing classes. Bezos married MacKenzie, a novelist, after saying he wanted to marry someone tenacious and resourceful enough to break him out of a Third World prison. THE FAMILY MAN Corbis Pics: Chethan Shivakumar THE TIMES OF INDIA, NEWDELHI MONDAY, SEPTEMBER 29, 2014 22