The Amazon Customer Experience: How to Improve It
Amazon is one of the largest companies in the world. It is the retailer to which most consumers turn to when they wish to make a purchase, particularly if the consumer has Amazon Prime, which offers free, two-day shipping on many goods. This might lead most consumers to assume that Amazon customer service is superior to any and all alternatives. However, like all large companies, Amazon has had issues arises with its customer experience. Overall, Amazon has earned very positive reviews in terms of its customer relationships, but there is always room for improvement and Amazon strives to set a higher and higher bar for itself, not merely surpass its competitors. In fact, according to Coleman (2018), Amazon calls itself the most customer-centric company on earth. This sets a very high level of expectations for consumers.
What Amazon Is Doing Right
According to CEO Jeff Bezos, he still reads customer complaints, to gain a sense of what the company is doing wrong and what it can do better (Clifford 2018). According to Bezos: “Their expectations are never static — they go up. It's human nature. We didn't ascend from our hunter-gatherer days by being satisfied. People have a voracious appetite for a better way, and yesterday's 'wow' quickly becomes today's 'ordinary'” (Clifford, 2018, par.13). Bezos says that he takes both metrics and anecdotal evidence under consideration when constructing...
Amazon is the largest internet-based company in America with headquarters located in Washington and Seattle in the United States. The company was founded in 1995 by Jeffrey Bezos and it started as online bookstores then diversified to selling videos, CDs, MP3 and DVDs. Today, Amazon offers about 4.7 million books, computer games, DVD and a wide variety of items of all kids. Ever since Bezos opened the doors of Amazon,
Amazon.com A Strategic Assessment of Amazons' e-Strategies Amazon's remarkable ascent as one of the top online global retailers can be attributed to the foresight they had in creating a comprehensive distributed order management, Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and e-commerce series of systems. The many other e-commerce sites that rose quickly with massive infusions of venture capital just as quick exited the market, flaming out due to a lack
Amazon's eBusiness Model Assessing the Potential of Amazon.com's E-Business Model Amazon.com continues to expand well beyond the boundaries of its initial business model that focused only on books to today including merchandise, suppliers for businesses, and consumables. The common thread that unifies all of these elements together however is the unique customer experience that Amazon.com strives to deliver, all in the context of responsive service (Pine, Gilmore, 2008, et.al.). For Amazon.com to
All those nice customer-friendly marketing techniques notwithstanding, White notes, customer-centered personalization can't work well without being linked with high-quality, high-visibility customer service. Even some of the most successful corporations, like IBM, apparently stumbled along for a time, totally failing to "get it" when it came to customer-centric strategies. According to the industry publication Chain Store Age, in the early 1990s, a customer-centric culture "was foreign to Big Blue" - and
Amazon and eBay. Both companies were among the first movers into the Internet. Amazon opened the doors to its online store in July, 1995 and completed its initial public offering in 1997. eBay was also founded in 1995 and went public in 1998. These two companies have always been among the leaders in e-commerce. Amazon began with a focus on books and music. It soon expanded its product lines
New-found competitiveness for Small- to Medium-Sized Companies The outlook for smaller companies is much stronger today than it was at Amazon's founding. That's because several of the advantages enjoyed at the time by Amazon have been commoditized or made easier and less expensive to implement. As the number of users has climbed since 1995, smaller businesses can now take a market-maturing step and segment their customers in an ever-finer fashion (Rangan 1992).
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