“Getting stores back up and running after natural disasters has become something of an art form for large companies, and nearly every major restaurant and retail chain has developed a way to contend with this brand of weather-related chaos. ‘We have an operations response team, and this is all that they do,’ says a Cracker Barrel spokeswoman. ‘The team deals with natural disasters.’”
“Instant Pickup puts Amazon in competition with vending machine services.”
“MLMs sell themselves using self-empowerment language and sparkly beauty products. They’re #girlboss mythology repacked for Christians and Mormons; entrepreneurialism for women brought up believing men should be the breadwinners; and a peppy dream for millennials who were told they could do anything.”
Amazon’s move tanked the stocks of grocery competitors as investors worried that Amazon could do to grocery the same as it did to booksellers. Kroger Co. shares fell 14%, Target Corp. shares fell 12%, Supervalu Inc. shares fell 19%, Costco Wholesale Corp. shares fell 6.2% and Wal-Mart Stores Inc. shares dropped 5.8%.
Every moment ever photographed was a Kodak moment. Until they f***ed it all up … The Kodak moment now marks the implosion of an amazing brand, the moment they missed how consumer behavior was shifting. It marks the hubris to resist the forces that made it successful. Worst of all, it commemorates the rift between a brand’s vision and the people who make a brand what it is.
[Jeff Bezos] doesn’t tolerate stupidity, even accidental stupidity.
One of the reasons that Silicon Valley exists is that we have all worked next to somebody who has gone off and been successful. We know firsthand that the guy next to us that went off and was very successful was an idiot.
Our heavy investments in Prime, AWS, Kindle, digital media, and customer experience in general strike some as too generous, shareholder indifferent, or even at odds with being a for-profit company. “Amazon, as far as I can tell, is a charitable organization being run by elements of the investment community for the benefit of consumers,” writes one outside observer.
But I don’t think so.
To me, trying to dole out improvements in a just-in-time fashion would be too clever by half. It would be risky in a world as fast-moving as the one we all live in.
More fundamentally, I think long-term thinking squares the circle. Proactively delighting customers earns trust, which earns more business from those customers, even in new business arenas. Take a long-term view, and the interests of customers and shareholders align.
Of the most talked-about tech companies, Facebook by far received the least love. While Amazon, Apple and Google all ranked in the top five with total scores above eighty out of 100, and Microsoft ranked 15th with a “good” score above 75, Facebook came in 42nd – sandwiched between Best Buy and T-Mobile – with a score of just over 65, or what Fronk described as the borderline between “average” and “poor.”
“Facebook suffers badly from lack of trust,” Fronk said.
Amazon arguably collects as much personal data about its customers as Facebook does about its users, or at least if not as much, then possibly more intimate: purchase history, product search history, home address, credit card numbers.
‘Amazon is predominantly a virtual company where you don’t get to see the people. You don’t see brick and mortar,’ says Robert Fronk, executive vice-president of reputation management at Harris. ‘For them to first of all have the highest reputation, but more importantly to be the company with far and away the highest emotional appeal, is amazing.’ Harris defines emotional appeal as trust, admiration and respect, not whether you get weepy when your package arrives.