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Summary:

In a footnote to Amazon’s 2008 letter to shareholders, Jeff Bezos related this moment of Zen: At a fulfillment center recently, one of our Kaizen experts asked me, “I’m in favor of a clean fulfillment center, but why are you cleaning? Why don’t you eliminate the […]

jeffbezossmallIn a footnote to Amazon’s 2008 letter to shareholders, Jeff Bezos related this moment of Zen:

At a fulfillment center recently, one of our Kaizen experts asked me, “I’m in favor of a clean fulfillment center, but why are you cleaning? Why don’t you eliminate the source of dirt?” I felt like the Karate Kid.

It may sounds like a koan for the anally retentive, but it says a lot about Amazon’s approach to innovation. While many tech companies are focused on new products, services and business models, Amazon is focused more on new ways of wringing efficiency from its operations. And in a year when consumer and business spending is slowing, focusing on new ways of improving how you do things may yield more returns than coming up with new things to sell.

Of course, Amazon has also moved into the business of producing new gadgets. But the Kindle — be it the supersized version or the original — is not a new idea but the successful execution of an old one.

Bezos also said in that letter to shareholders that everywhere he looks he sees “muda” — the Japanese word for waste — but that he likes that, because it means a chance to increase productivity somewhere, somehow. In a recent conference call with analysts, he explained the idea further.

Every time we go through our planning process we do set top-down targets for variable and fixed productivity and we try to work towards those to make sure that we’re being frugal and efficient, so that we can have a cost structure that supports the customer experience that we want to have, which is have the lowest prices.

A lot of investors would prefer to see the benefits of this work boost earnings rather than lower prices. But the low prices are helping Amazon build market share. Its revenue in the past two quarters has risen 18 percent while overall online sales were flat or down. And Amazon’s obsession with waste removal has provided new sources of revenue — in essence, selling to other companies the efficiency it has built up for its own operations.

In 2007, Amazon opened up its global fulfillment network to other merchants, allowing them to warehouse their inventory alongside Amazon’s own while handling the shipping for them as well. In the last three months of 2008, it shipped 3 million items for other merchants.

Amazon Web Services, meanwhile, offers some of the company’s technology to others. Amazon’s “other revenue” — which includes that of AWS — totaled $550 million in the last 12 months, up 32 percent from a year earlier. Drug companies like Eli Lilly are using its Elastic Compute Cloud to analyze clinical trials; other customers include ESPN, Autodesk and several hedge funds. Amazon is reaching out to academics in need of cloud computing as well.

So far, 2009 hasn’t produced a lot of must-have gadgets or startups with a compelling new business idea. It may be that the kind of innovation Amazon is focused on — that of improving how existing business gets done — will have the most significant impact this year.

  1. [...] Why Jeff Bezos is obsessed with waste Amazon Web Services, meanwhile, offers some of the company’s technology to others. Amazon’s “other revenue” — which includes that of AWS — totaled $550 million in the last 12 months, up 32 percent from a year earlier. Drug companies like Eli Lilly are using its Elastic Compute Cloud to analyze clinical trials; other customers include ESPN, Autodesk and several hedge funds. Amazon is reaching out to academics in need of cloud computing as well. [...]

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  2. I fully agree with your article Kevin…..

    As someone who has previously worked for Amazon, I see Bezos’s PEDANTIC focus on the customer experience, and waste elimination to lower prices / improve margin, as the true magic of their success…not just for this year but has always been over the years.

    This is where most companies miss it BIG TIME by thinking of operations efficiency as only as a cost cutting play…..and never understand how important it is to turn it into CSAT and marketing opportunity :)

    Waste elimination and efficiency optimization is very true for Amazon also but you will never see Bezos say that as the objective. He always ploughs some of it back into customer experience and projects the rest for low prices, while driving sales with free cash flow….something we all need to learn and strive for in our companies.

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  3. I like your article Kevin. I would like to post it to my blog too. http://abhi.com.np/blog/

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  4. I can’t believe its the latter part of the decade and people are still believing Amazon propaganda from the 1990s.

    Amazon doesn’t care about efficiency and waste, and they certainly won’t tolerate innovation. This is all smoke they’ve been blowing.

    Take it from someone who works there. Even the door desks that they like to famously point to as a show of frugality cost them more than if they just went to Ikea and bought real desks.

    Yet two decades on they are still wasting money building door desks. Why is that?

    Its all propaganda.

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  5. [...] Why Jeff Bezos Is Obsessed With Waste — 8:37am via Google [...]

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  6. [...] to GigaOm I learned about Jeff Bezos’ obsession in a footnote he wrote to Amazon’s 2008 letter to [...]

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  7. Maybe they can start by getting manufacturers to use minimal packaging for products that Amazon is just going to box up and ship again. Especially that hard plastic packaging that is impossible to open without cutting yourself.

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  8. [...] Stop Waste! would heal all problems above [...]

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  9. [...] to GigaOm I learned about Jeff Bezos’ obsession in a footnote he wrote to Amazon’s 2008 letter to [...]

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