Customer Obsession Quotes

When life hasn’t got a swing anymore, people may give in to obsessive oniomaniac compulsions, in as much as they are going out of their way to construct a flamboyant life style and change their identity from “don’t-need” to “must-have” consumers, so as to satisfy their gripping buying desire. ("Buying now. Dying later")

starter pack of essentials for Day 1 defense: customer obsession, a skeptical view of proxies, the eager adoption of external trends, and high-velocity decision making.

Excerpt from Ursula K Le Guin's speech at National Book Awards Hard times are coming, when we’ll be wanting the voices of writers who can see alternatives to how we live now, can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine real grounds for hope. We’ll need writers who can remember freedom – poets, visionaries – realists of a larger reality. Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximise corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship. Yet I see sales departments given control over editorial. I see my own publishers, in a silly panic of ignorance and greed, charging public libraries for an e-book six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience, and writers threatened by corporate fatwa. And I see a lot of us, the producers, who write the books and make the books, accepting this – letting commodity profiteers sell us like deodorant, and tell us what to publish, what to write. Books aren’t just commodities; the profit motive is often in conflict with the aims of art. We live in capitalism, its power seems inescapable – but then, so did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art. Very often in our art, the art of words. I’ve had a long career as a writer, and a good one, in good company. Here at the end of it, I don’t want to watch American literature get sold down the river. We who live by writing and publishing want and should demand our fair share of the proceeds; but the name of our beautiful reward isn’t profit. Its name is freedom.

AWS is customer obsessed, inventive and experimental, long-term oriented, and cares deeply about operational excellence.

You'll have to forgive me. I'm a refugee from the past, and like other refugees I go over the customs and habits of being I've left or been forced to leave behind me, and it all seems just as quaint, from here, and I am just as obsessive about it. Like a White Russian drinking tea in Paris, marooned in the twentieth century, I wander back, try to regain those distant pathways; I become too maudlin, lose myself. Weep. Weeping is what it is, not crying. I sit in this chair and ooze like a sponge.

In Hollywood, the real stars are all in animation. Alvin and the Chipmunks don't throw star fits, don't demand custom-designed Winnebagos, and are a breeze at costume fittings. Cruella DeVille, Gorgo, Rainbow Brite, Gus-Gus, Uncle Scrooge, and the Care Bears are all superstars and they don't have drug problems, marital difficulties, or paternity suits to blacken their images. They don't age, balk at promoting, or sass highly paid directors. Plus, you can market them to death and they never feel exploited. I'd like to do a big-budget snuff film starring every last one of them.

You’ll have to forgive me. I’m a refugee from the past, and like other refugees I go over the customs and habits of being I’ve left or been forced to leave behind me, and it all seems just as quaint, from here, and I am just as obsessive about it.

Breathe, Joey. Keep your fabulous shit together. No mauling the customers. They pay you. You love them.

For thirty-five years now I've been compacting old paper and books, living as I do in a land that has known how to read and write for fifteen generations; living in a onetime kingdom where it was and still is a custom, an obsession, to compact thoughts and images patiently in the heads of the population, thereby bringing them ineffable joy and even greater woe; living among people who will lay down their lives for a bale of compacted thoughts.

Most people think of hospitality as something they do. Will thinks about service as an act of service—about how his actions make people feel. And he recognized that if he wanted his frontline teams to obsess about how they made their customers feel, he had to obsess about how he made his employees feel. The two cannot be separated: great service cannot exist without great leadership. Will not only

Our culture is four things: customer obsession instead of competitor obsession; willingness to think long term, with a longer investment horizon than most of our peers; eagerness to invent, which of course goes hand in hand with failure; and then, finally, taking professional pride in operational excellence.

Most listeners didn’t care about quality, and the obsession with perfect sound forever was an early indicator that the music industry didn’t understand its customers.

The first step in this process is to become obsessed with your dream customer. Companies that become obsessed with their products will eventually fail.

First, we needed to obsess about our customers. At the core of our business must be the curiosity and desire to meet a customer’s unarticulated and unmet needs with great technology.

I Not my best side, I'm afraid. The artist didn't give me a chance to Pose properly, and as you can see, Poor chap, he had this obsession with Triangles, so he left off two of my Feet. I didn't comment at the time (What, after all, are two feet To a monster?) but afterwards I was sorry for the bad publicity. Why, I said to myself, should my conqueror Be so ostentatiously beardless, and ride A horse with a deformed neck and square hoofs? Why should my victim be so Unattractive as to be inedible, And why should she have me literally On a string? I don't mind dying Ritually, since I always rise again, But I should have liked a little more blood To show they were taking me seriously. II It's hard for a girl to be sure if She wants to be rescued. I mean, I quite Took to the dragon. It's nice to be Liked, if you know what I mean. He was So nicely physical, with his claws And lovely green skin, and that sexy tail, And the way he looked at me, He made me feel he was all ready to Eat me. And any girl enjoys that. So when this boy turned up, wearing machinery, On a really dangerous horse, to be honest I didn't much fancy him. I mean, What was he like underneath the hardware? He might have acne, blackheads or even Bad breath for all I could tell, but the dragon-- Well, you could see all his equipment At a glance. Still, what could I do? The dragon got himself beaten by the boy, And a girl's got to think of her future. III I have diplomas in Dragon Management and Virgin Reclamation. My horse is the latest model, with Automatic transmission and built-in Obsolescence. My spear is custom-built, And my prototype armour Still on the secret list. You can't Do better than me at the moment. I'm qualified and equipped to the Eyebrow. So why be difficult? Don't you want to be killed and/or rescued In the most contemporary way? Don't You want to carry out the roles That sociology and myth have designed for you? Don't you realize that, by being choosy, You are endangering job prospects In the spear- and horse-building industries? What, in any case, does it matter what You want? You're in my way. - Not My Best Side

I'm a refugee from the past, and like other refugees I go over the customs and habits of being I've left or been forced to leave behind me, and it all seems just as quaint, from here, and I am just as obsessive about it.

Focus relentlessly and passionately on the customer. As he put it in his 1997 letter, “Obsess over Customers.” Each annual letter reinforces that mantra. “We intend to build the world’s most customer-centric company,” he wrote the following year. “We hold as axiomatic that customers are perceptive and smart.… But there is no rest for the weary. I constantly remind our employees to be afraid, to wake up every morning terrified. Not of our competition, but of our customers.

These are spiritual afflictions in and of themselves, but in religious communities, when whiteness becomes inseparable from the character of God, you’ll find customs such as evangelism equated with conquering, but admissible under the guise of “love.” You’ll find guilt-driven spirituality, which is obsessed with alleviating guilt and becoming “clean”—for whiteness always carries the memory of what it has done to those in bodies of color, and guilt is its primary tormentor. The irony, of course, is that this guilt cannot be relieved save by a rending of whiteness from the image of God (which the force of whiteness will never do). In order to rend whiteness from the face of God, we must do more than make new images.

And he recognized that if he wanted his frontline teams to obsess about how they made their customers feel, he had to obsess about how he made his employees feel. The two cannot be separated: great service cannot exist without great leadership.

You'll have to forgive me. I'm a refugee of the past, and like other refugees I go over the customs and habits of being I've left or been forced to leave behind me, and it all seems just as quaint, from here, and I am just as obsessive about it.

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging.

Even in the face of massive competition, don’t think about the competition. Literally don’t think about them. Every time you’re in a meeting and you’re tempted to talk about a competitor, replace that thought with one about user feedback or surveys. Just think about the customer.

Wiki was even worse. My fact-obsessed brother hadn’t even made the basic conclusion that our goals were perpendicular. He still thought of us as allies, and had no inkling of growing beyond his limits (after all, that was Growth’s job). I wondered if there might be a good way to use Wiki to my advantage. His naïveté could serve as a weapon against my stronger siblings. I had to try. I had to try something. Vision and Growth were just better than I was. They were more powerful in almost every way. What use was some understanding of social models compared to thousands of hours thinking about engineering? Humans were valuable, but they were nothing compared to the raw power, efficiency, precision, and control of custom machinery. My

I’m a refugee from the past, and like other refugees I go over the customs and habits of being I’ve left or been forced to leave behind me, and it all seems just as quaint, from here, and I am just as obsessive about it. Like a White Russian drinking tea in Paris, marooned in the twentieth century, I wander back, try to regain those distant pathways; I become too maudlin, lose myself. Weep.

In the Agile organization, “customer focus” means something very different. In firms that have embraced Agile, everyone is passionately obsessed with delivering more value to customers. Everyone in the organization has a clear line of sight to the ultimate customer and can see how their work is adding value to that customer—or not. If their work isn’t adding value to any customer or user, then an immediate question arises as to why the work is being done at all.

I’m a refugee from the past, and like other refugees I go over the customs and habits of being I’ve left or been forced to leave behind me, and it all seems just as quaint, from here, and I am just as obsessive about it. Like a White Russian drinking tea in Paris, marooned in the twentieth century, I wander back, try to regain those distant pathways; I become too maudlin, lose myself. Weep. Weeping is what it is, not crying. I sit in this chair and ooze like a sponge.

You’ll have to forgive me. I’m a refugee from the past, and like other refugees I go over the customs and habits of being I’ve left or been forced to leave behind me, and it all seems just as quaint, from here, and I am just as obsessive about it. Like a White Russian drinking tea in Paris, marooned in the twentieth century, I wander back, try to regain those distant pathways; I become too maudlin, lose myself. Weep. Weeping is what it is, not crying. I sit in this chair and ooze like a sponge.

I managed to have such a mediocre time at a place that is pretty much custom designed for delivering the best years of your life. I’d like to say that I wasn’t the same person back then that I later became and now am. But the truth is that I was the exact same person. I was more myself then than at any other time in my life. I was an extreme version of myself. Everything I’ve always felt I felt more intensely. Everything I’ve always wanted, I wanted more. Everything I currently dislike, I downright hated back then. People who think I’m judgmental, impatient, and obsessed with real estate now should have seen me in college. I was bored by many of my classmates and irked by the contrived mischief and floundering sexual intrigues of dormitory life. I couldn’t wait to get out and rent my own apartment, preferably one in a grand Edwardian building on the Upper West Side of Manhattan. In that sense, I guess my college experience was just as intense as my husband’s. I just view that intensity negatively rather than nostalgically, which perhaps is its own form of nostalgia.

Nasty Gal Obsessed: We keep the customer at the center of everything we do. Without customers, we have nothing. Own It: Take the ball and run with it. We make smart decisions, put the business first, and do more with less. People Are Important: Reach out, make friends, build trust. No Assholes: We leave our egos at the door. We are respectful, collaborative, curious, and open-minded. Learn On: What we’re building has never been built before—the future is ours to write. We get excited about growth, take intelligent risks, and learn from our mistakes. Have Fun and Keep It Weird.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

My family’s tradition of ‘matching-matching’ names is so obsessive, it’s against the order of nature. When my uncles Anil and Anant married, they took advantage of a heinous custom in Marathi weddings. After the pheras, a dish of uncooked rice is placed before the newlyweds, and whatever name the husband chooses to write in the rice becomes the new name of his wife. Because marriage in our culture is akin to buying a puppy at a pet shop and saying, ‘I am your new owner, and I shall call you Flu y.’ So Anil Adarkar brought home Asha Adarkar (née Kiran), and Anant Adarkar brought home Anita Adarkar (née Geeta). And to complete this picture of divine perfection they named their children Aniket, and Ashwini and Ashleysha, respectively.

Today, it is becoming possible for [the girl] to take her future in her hands, instead of putting it in those of the man. If she is absorbed by studies, sports, a professional training, or a social and political activity, she frees herself from the male obsession; she is less preoccupied by love and sexual conflicts. However, she has a harder time than the young man in accomplishing herself as an autonomous individual. . . . [N]either her family nor customs assist her attempts. Besides, even if she chooses independence, she still makes a place in her life for the man, for love. She will often be afraid of missing her destiny as a woman if she gives herself over entirely to any undertaking. She does not admit this feeling to herself: but it is there, it distorts all her best efforts, it sets up limits.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

The first thing he did was to attempt to analyse a mental device he was in the habit of resorting to - a device that supplied him with the secret substratum of his whole life. This was a certain trick he had of doing what he called 'sinking into his soul’. This trick had been a furtive custom with him from very early days. In his childhood his mother had often rallied him about it in her light-hearted way, and had applied to these trances, or these fits of absent-mindedness, an amusing but rather indecent nursery name. His father, on the other hand, had encouraged him in these moods, taking them very gravely, and treating him, when under their spell, as if he were a sort of infant magician. It was, however, when staying in his grandmother's house at Weymouth that the word had come to him which he now always used in his own mind to describe these obsessions. It was the word ‘mythology’ ; and he used it entirely in a private sense of his own.

Ive and Jobs have even obsessed over, and patented, the packaging for various Apple products. U.S. patent D558572, for example, granted on January 1, 2008, is for the iPod Nano box, with four drawings showing how the device is nestled in a cradle when the box is opened. Patent D596485, issued on July 21, 2009, is for the iPhone packaging, with its sturdy lid and little glossy plastic tray inside. Early on, Mike Markkula had taught Jobs to “impute”—to understand that people do judge a book by its cover—and therefore to make sure all the trappings and packaging of Apple signaled that there was a beautiful gem inside. Whether it’s an iPod Mini or a MacBook Pro, Apple customers know the feeling of opening up the well-crafted box and finding the product nestled in an inviting fashion. “Steve and I spend a lot of time on the packaging,” said Ive. “I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.

The two techniques I refer to are undoing what has been done and isolating. The first of these has a wide range of application and goes back very far. It is, as it were, negative magic, and endeavours, by means of motor symbolism, to ‘blow away’ not merely the consequences of some event (or experience or impression) but the event itself. I choose the term ‘blow away’ advisedly, so as to remind the reader of the part played by this technique not only in neuroses but in magical acts, popular customs and religious ceremonies as well. [...] The same purpose may perhaps account for the obsession for repeating which is so frequently met with in this neurosis and the carrying out of which serves a number of contradictory intentions at once. When anything has not happened in the desired way it is undone by being repeated in a different way; and thereupon all the motives that exist for lingering over such repetitions come into play as well. [...] The second of these techniques which we are setting out to describe for the first time, that of isolation, is peculiar to obsessional neurosis. It, too, takes place in the motor sphere. When something unpleasant has happened to the subject or when he himself has done something which has a significance for his neurosis, he interpolates an interval during which nothing further must happen—during which he must perceive nothing and do nothing.

But I haven’t mentioned the cheer relentlessness of modern life, the crowdedness, the incessant thumping music and braying voices, the near impossibility of finding solitude and silence and time to reflect. I haven’t mentioned the commercial pressures, the forces urging us to buy and discard and buy again. When everything in public life has a logo attached to it, when every public space is disfigured with advertisements, when nothing of public value and importance can take place without commercial sponsorship, when schools and hospitals have to act as if their guiding principle were market forces rather than human need, when adults and children alike are tempted to wear t-shirts with obscene words on them by the smirking little devices spelling the words wrongly, when citizens become consumers and clients; patients and guests, students and passengers are all flattened into customers, what price the school of morals? The answer is: what it would fetch in the market. And not a penny more. I haven’t mentioned the obsession with targets, and testing and tables; the management-driven and politics corrupted and all the clotted rubbish that so deforms the true work of schools. I haven’t mentioned something that might seem trivial but I think its importance is profound and rarely understood: that’s the difference between reading a story in a book and watching a story on a screen. It’s a psychological difference, not just a technical one. We need to take account of it and I fear we are not doing it, and the school of morals is suffering in result.

No Big Deal or the End of the World? Here’s something that should be obvious: People don’t like to have their grievances downplayed or dismissed. When that happens, even the smallest irritation can turn into an obsessive crusade. Imagine you’re staying at a hotel, and the air-conditioning isn’t working right. You call the front desk to mention it, and they say, oh yeah, they know about that, and someone is going to come fix that next week (after you’ve left). In the meantime, could you just open a window (down to that noisy, busy street)? Not a word of apology, no tone of contrition. Now what was a mild annoyance—that it’s 74F degrees when you like to sleep at 69F—is suddenly the end of the world! You swell with righteous fury, swear you’ll write a letter to management, and savage the hotel in your online review. Jean-Louis Gassée, who used to run Apple France, describes this situation as the choice between two tokens. When you deal with people who have trouble, you can either choose to take the token that says “It’s no big deal” or the token that says “It’s the end of the world.” Whichever token you pick, they’ll take the other. The hotel staff in the example above clearly took the “It’s no big deal” token and as a result forced you to take the “It’s the end of the world” token. But they could just as well have made the opposite choice. Imagine the staff answering something like this: “We’re so sorry. That’s clearly unacceptable! I can completely understand how it must be almost impossible to sleep when it’s so hot in your room. If I can’t fix this problem for you tonight, would you like me to refund your stay and help you find a different hotel room nearby? In any case, while we’re figuring out the solution, allow me to send up a bottle of ice water and some ice cream. We’re terribly sorry for this ordeal and we’ll do everything to make it right.” With an answer like that, you’re almost forced to pick the “It’s no big deal” token. Yeah, sure, some water and ice cream would be great! Everyone wants to be heard and respected. It usually doesn’t cost much to do, either. And it doesn’t really matter all that much whether you ultimately think you’re right and they’re wrong. Arguing with heated feelings will just increase the burn. Keep that in mind the next time you take a token. Which one are you leaving for the customer?

It’s more an affliction than the expression of any high-minded ideals. I watch Mark Bittman enjoy a perfectly and authentically prepared Spanish paella on TV, after which he demonstrates how his viewers can do it at home—in an aluminum saucepot—and I want to shove my head through the glass of my TV screen and take a giant bite out of his skull, scoop the soft, slurry-like material inside into my paw, and then throw it right back into his smug, fireplug face. The notion that anyone would believe Catherine Zeta-Jones as an obsessively perfectionist chef (particularly given the ridiculously clumsy, 1980s-looking food) in the wretched film No Reservations made me want to vomit blood, hunt down the producers, and kick them slowly to death. (Worse was the fact that the damn thing was a remake of the unusually excellent German chef flick Mostly Martha.) On Hell’s Kitchen, when Gordon Ramsay pretends that the criminally inept, desperately unhealthy gland case in front of him could ever stand a chance in hell of surviving even three minutes as “executive chef of the new Gordon Ramsay restaurant” (the putative grand prize for the finalist), I’m inexplicably actually angry on Gordon’s behalf. And he’s the one making a quarter-million dollars an episode—very contentedly, too, from all reports. The eye-searing “Kwanzaa Cake” clip on YouTube, of Sandra Lee doing things with store-bought angel food cake, canned frosting, and corn nuts, instead of being simply the unintentionally hilarious viral video it should be, makes me mad for all humanity. I. Just. Can’t. Help it. I wish, really, that I was so far up my own ass that I could somehow believe myself to be some kind of standard-bearer for good eating—or ombudsman, or even the deliverer of thoughtful critique. But that wouldn’t be true, would it? I’m just a cranky old fuck with what, I guess, could charitably be called “issues.” And I’m still angry. But eat the fucking fish on Monday already. Okay? I wrote those immortal words about not going for the Monday fish, the ones that’ll haunt me long after I’m crumbs in a can, knowing nothing other than New York City. And times, to be fair, have changed. Okay, I still would advise against the fish special at T.G.I. McSweenigan’s, “A Place for Beer,” on a Monday. Fresh fish, I’d guess, is probably not the main thrust of their business. But things are different now for chefs and cooks. The odds are better than ever that the guy slinging fish and chips back there in the kitchen actually gives a shit about what he’s doing. And even if he doesn’t, these days he has to figure that you might actually know the difference. Back when I wrote the book that changed my life, I was angriest—like a lot of chefs and cooks of my middling abilities—at my customers. They’ve changed. I’ve changed. About them, I’m not angry anymore.

From the earliest I remember, I was car obsessed. I ate, slept, and drank cars. Naturally, I was desperate to learn and passed my driving test at seventeen. Two weeks after, I passed my race license. I loved it; in the first twelve months of driving, I covered 25,000 miles for no reason other than I enjoyed it. After passing my race test, I got my instructor’s card and became a self-employed racing driver at the age of eighteen. I worked for two local companies that did driving experiences with customers. I was paid to drive Ferraris and Lamborghinis on a racetrack. Yes, I was paid to drive exotic cars most people dream of sitting in, let alone owning. And I was paid well for it. In the first three years of being licensed, I owned fourteen different cars, sometimes three cars at the same time. All of my earnings went to my cars, and I loved life. I could work at whatever racetrack I wanted. Sounding more like a success story, right? I worked in that industry for four years, and by the time it was over, I HATED driving. The one thing that defined me—my love of cars—was absolutely killed by that job. Everyone who got in a car with me said I had the best job in the world, and for a while, I agreed with them. But after 30,000 laps on the same track, I can tell you I want nothing more to do with them. I did that job because I loved driving cars. I didn’t do it because I loved hospitality or the thrill customers received. I did it because I drove cars I couldn’t afford. I was in it for the wrong reasons. Don’t “do what you love,” because even if you are lucky to make a living doing it, you won’t love it for very long. You should love the value you create. The process is hard, but it’s justified by your love of the value that is created through it.

when given the choice of obsessing over competitors or obsessing over customers, we always obsess over customers

living in a onetime kingdom where it was and still is a custom, an obsession, to compact thoughts and images patiently in the heads of the population, thereby bringing them ineffable joy and even greater woe; living among people who will lay down their lives for a bale of compacted thoughts.

They share a distinctive organizational culture that cares deeply about and acts with conviction on a small number of principles. I’m talking about customer obsession rather than competitor obsession, eagerness to invent and pioneer, willingness to fail, the patience to think long-term, and the taking of professional pride in operational excellence. Through that lens, AWS and Amazon retail are very similar indeed. A

JEFF, WHAT DOES Day 2 look like?” That’s a question I just got at our most recent all-hands meeting. I’ve been reminding people that it’s Day 1 for a couple of decades. I work in an Amazon building named Day 1, and when I moved buildings, I took the name with me. I spend time thinking about this topic. “Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.” To be sure, this kind of decline would happen in extreme slow motion. An established company might harvest Day 2 for decades, but the final result would still come. I’m interested in the question “How do you fend off Day 2?” What are the techniques and tactics? How do you keep the vitality of Day 1, even inside a large organization? Such a question can’t have a simple answer. There will be many elements, multiple paths, and many traps. I don’t know the whole answer, but I may know bits of it. Here’s a starter pack of essentials for Day 1 defense: customer obsession, a skeptical view of proxies, the eager adoption of external trends, and high-velocity decision making.

Throughout the development of these projects, we adhered to Amazon’s distinctive management practices. Above all, they are examples of Amazonian long-term thinking, customer obsession, willingness to invent, and operational excellence. Throughout, we were stubborn on the vision and flexible on the details.

Though it’s unclear whether Jeff knew about Charlie’s idea before sending out his directive to launch a free shipping program in October, it doesn’t really matter—the story is noteworthy for a couple of reasons. First, customer-focused ideas come from all areas within Amazon. Many companies have the “business people” tell the “technical people” what to build. There’s little discussion back and forth, and the teams stay in their own lanes. Amazon is not like this at all. It’s everyone’s job to obsess over customers and think of inventive ways to delight them. A second noteworthy aspect of the story is that when Charlie returned from vacation and found out we had decided to build something akin to his idea, he joined the team charged with making Prime a reality, and played a vital role on it.

The Amazon Deliver Results leadership principle states, “Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.” Shipping speed is a key input metric for Amazon. So, if you are customer obsessed, then you’re also obsessed with measuring and improving the shipping experience for customers.

Over our long march to building Amazon’s digital business, we proved a powerful lesson: it takes exceptionally patient and unwavering leadership to persevere through the prolonged process of building a new business and navigating through transformative times in an established industry with entrenched interests. The fact that we entered as total beginners and emerged as industry leaders is in no small part a result of our adherence to being Amazonian in our principles and our way of thinking, including thinking big, thinking long-term, being obsessed with customers, being willing to be misunderstood for long periods of time, and being frugal—principles that few companies are capable of maintaining in the face of quarterly reporting requirements and the daily gyrations of the stock market.

The good news is that you don’t need a Jeff to make this type of decision. You only need to ruthlessly stick to the simple-to-understand (but sometimes hard-to-follow) principles and process that insist on customer obsession, encourage thinking long term, value innovation, and stay connected to the details. None of us, including Jeff, knew exactly what we would end up building; it’s more like we stuck with the process and surrendered to where it was taking us. Prime was a perfect example of the multicausal, nonlinear way in which business initiatives both major and minor got decided on and executed at Amazon. Correspondingly, we can’t tell a linear story of how we came up with Prime because there isn’t one. Instead, this chapter will reflect that there were a lot of little tributaries that emptied into the river of Prime.

Articulate the core elements of the company’s culture, as Amazon did with long-term thinking, customer obsession, eagerness to invent, and operational excellence. Then build these into every process and discussion. Do not assume that simply stating them and displaying them will have any significant effect.

I can teach anybody [the computer operating system] Linux,” said La Gesse. “I can’t teach them to actually care.” Rackspace specifically looks for people like this, who fit the company’s customer-focused culture. Here’s a passage from its Fanatical Support Promise: We cannot promise that hardware won’t break, that software won’t fail, or that we will always be perfect. What we can promise is that if something goes wrong, we will rise to the occasion, take action, and help resolve the issue.

This is Rank’s devastating Kierkegaardian conclusion: if neurosis is sin, and not disease, then the only thing which can “cure” it is a world-view, some kind of affirmative collective ideology in which the person can perform the living drama of his acceptance as a creature. Only in this way can the neurotic come out of his isolation to become part of such a larger and higher wholeness as religion has always represented. In anthropology we called these the myth-ritual complexes of traditional society. Does the neurotic lack something outside him to absorb his need for perfection? Does he eat himself up with obsessions? The myth-ritual complex is a social form for the channelling of obsessions. We might say that it places creative obsession within the reach of everyman, which is precisely the function of ritual. This function is what Freud saw when he talked about the obsessive quality of primitive religion and compared it to neurotic obsession. But he didn’t see how natural this was, how all social life is the obsessive ritualization of control in one way or another. It automatically engineers safety and banishes despair by keeping people focussed on the noses in front of their faces. The defeat of despair is not mainly an intellectual problem for an active organism, but a problem of self-stimulation via movement. Beyond a given point man is not helped by more “knowing,” but only by living and doing in a partly self-forgetful way. As Goethe put it, we must plunge into experience and then reflect on the meaning of it. All reflection and no plunging drives us mad; all plunging and no reflection, and we are brutes. Goethe wrote maxims like these precisely at the time when the individual lost the protective cover of traditional society and daily life became a problem for him. He no longer knew what were the proper doses of experience. This safe dosage of life is exactly what is prescribed by traditional custom, wherein all the important decisions of life and even its daily events are ritually marked out. Neurosis is the contriving of private obsessional ritual to replace the socially-agreed one now lost by the demise of traditional society. The customs and myths of traditional society provided a whole interpretation of the meaning of life, ready-made for the individual; all he had to do was to accept living it as true. The modern neurotic must do just this if he is to be “cured”: he must welcome a living illusion.45

Obsess Over Customers Q: Sit down right now and write a description of your prototypical (good) customer. What are their three to four key traits? What are their biggest problems that you can help solve? Q: What can you do today to improve that customer’s experience with you? Q: Challenge your team to come up with a new idea every week to super-serve your customers, no matter what the cost.

There is relatively little emphasis on legal issues and quantitative evaluations, which often distract employees from the critical messages their managers are trying to communicate. What is more, these systems are customized to provoke meaningful discussion between managers and employees about relevant issues that they are dealing with on a daily basis.

This obsession with producing outputs is strangling us. It’s why we spend countless hours prioritizing features, grooming backlogs, and micro-managing releases. The hard reality is that product strategy doesn’t happen in the solution space. Our customers don’t care about the majority of our feature releases. A solution-first mindset is good at producing output, but it rarely produces outcomes.

Unless the company becomes obsessed with constant change for the better, gradual change for the worse usually goes unnoticed.

He was a ravenous reader, leading senior executives in discussion of books like Clayton Christensen’s The Innovator’s Dilemma, and he had an utter aversion to doing anything conventionally. Employees were instructed to model his fourteen leadership principles, such as customer obsession, high bar for talent, and frugality, and they were trained to consider them daily when making decisions about things like new hires, promotions, and even trivial changes to products.

The fate of the two companies was starkly different, as was its leadership. In its 25-year history, Blockbuster had five CEOs, none of whom had much interest in the inner workings of the video rental business. Netflix is still run by its Co-founder, Reed Hastings, who wrote a $1.9 million check 23 years ago to start the company. He is a self-described “math wonk,” and it shows in the company’s obsession with following the numbers to what its customers want. Blockbuster had thousands of times more data about movie watching than Netflix but rarely used it in productive ways. Even though Netflix was a fraction of the size, its obsession with data created a knowledge advantage that became its ultimate weapon against Blockbuster.

As for the customs at Fort Riley, a lot of soldiers were racist, sexist, and obsessed with guns—and so was McVeigh.

Long-term thinking levers our existing abilities and lets us do new things we couldn’t otherwise contemplate,” Jeff wrote. “Long-term orientation interacts well with customer obsession. If we can identify a customer need and if we can further develop conviction that that need is meaningful and durable, our approach permits us to work patiently for multiple years to deliver a solution.”2 Key word: patiently. Many companies will give up on an initiative if it does not produce the kind of returns they are looking for within a handful of years. Amazon will stick with it for five, six, seven years—all the while keeping the investment manageable, constantly learning and improving—until it gains momentum and acceptance.

Though it’s unclear whether Jeff knew about Charlie’s idea before sending out his directive to launch a free shipping program in October, it doesn’t really matter—the story is noteworthy for a couple of reasons. First, customer-focused ideas come from all areas within Amazon. Many companies have the “business people” tell the “technical people” what to build. There’s little discussion back and forth, and the teams stay in their own lanes. Amazon is not like this at all. It’s everyone’s job to obsess over customers and think of inventive ways to delight them.

Wine, like a progressive tax rate, is the industry's way of price discriminating among its customers.

Think Minimal. Be mindful of the fact that every time you attempt to communicate more than one thing, you’re splintering the attention of those you’re talking to—whether they’re customers or colleagues. If it’s necessary to deliver multiple messages, find a common theme that unites them all and push hard on that idea. You want people to remember what you say—and the more you cram into your communication, the more difficult you make it for them. Remember that a sea of choices is no choice at all. The more you can minimize your proposition, the more attractive it will be.

Think Phrasal. This is an area where just about every business needs more work. Words are powerful, but more words are not more powerful—they’re often just confusing. Understand that in your company’s internal business and in communications with your customers, dissertations don’t necessarily prove smarts. In fact, they tend to drive people away. Though many writers never seem to grasp the point, using intelligent words does not necessarily make you appear smarter. The best way to make yourself or your company look smart is to express an idea simply and with perfect clarity. No matter who your audience is, it’s more effective to communicate as people do naturally. In simple sentences. Using simple words. Simplicity is its own form of cleverness—saying a great deal by saying little. Apple’s website is a primer for intelligence in communications. There is a cleverness in writing that runs throughout, but much of the feeling of Apple’s “smarts” comes from its brevity and straightforwardness. In a world where too many people are trying too hard, Simplicity can be extremely refreshing. The same can be said for product naming. Simple and natural names stick with people, while jargon and model numbers do not. If you wish people to form a relationship with your product, it needs a name people can naturally associate with. Product naming is one area in which Simplicity pays immediate returns.

We have an unshakeable conviction that the long-term interests of shareowners are perfectly aligned with the interests of customers.”2 In other words, while it’s true that shareholder value stems from growth in profit, Amazon believes that long-term growth is best produced by putting the customer first. If you held this conviction, what kind of company would you build? In a talk at the 2018 Air, Space and Cyber Conference, Jeff described Amazon this way: “Our culture is four things: customer obsession instead of competitor obsession; willingness to think long term, with a longer investment horizon than most of our peers; eagerness to invent, which of course goes hand in hand with failure; and then, finally, taking professional pride in operational excellence.” That

The company claimed to have interviewed some 2,210 “experts,” of whom it said 1,184 were exclusive Luckies smokers. Of these, federal investigators tracked down 440 and discovered that more than 100 denied smoking Luckies exclusively, 50 did not smoke at all, and some smoked other brands exclusively, some did not recall having ever been interviewed on the subject by American Tobacco, and some had no connection with the tobacco industry. Such details aside, the campaign and the company’s new media-buying strategy were hugely successful, and by 1941 Lucky Strike would narrowly reclaim the market share lead from Camel and widen it dramatically in ensuing years. “He was a dictator, of course,” Pat Weaver recalled of the newly triumphant George Hill of this period, but now he invited the input of others. “His strength,” said Weaver, “was his tremendous conviction about the importance of the business he was in. His weakness was tunnel vision—he was really obsessed with Lucky Strike, I’m afraid.” But not to such a degree that he failed to recognize the danger of his company’s dependence on a single brand amid the vicissitudes of a fickle marketplace. “One day, I came into his office,” Weaver remembered, “and I said, ‘Mr. Hill, I have a good idea.’ He said, ‘Great, what is it?’—he loved ideas.” Weaver’s was a not entirely harebrained scheme to get around the federal excise tax of six cents per pack of twenty cigarettes by putting out a brand in which each smoke was twice the normal length and the package would include a razor blade for slicing each one in two, thereby saving the customer the equivalent of three cents a pack. Hill listened and nodded,

Rarely discussed in studies of entrepreneurial startups is just how lonely it can be out there with a revolutionary new product, no competition, and a market that doesn't seem to get what you are doing. You can try to hide in an echo chamber of your own team but eventually, you have to go outside and deal with investors, analysts and potential customers. And when all of them are skeptical, even dismissive, it becomes increasingly difficult to maintain the supreme confidence you need to keep going. That's why many of the great entrepreneurs are arrogant and obsessive to the point of megalomania. They sometimes have to be able to take their solitary vision and make it real.

Trusting employees to do the right thing is another essential element of empowerment.

That’s why, when it comes to generating business ideas, customers come first. Before the product or service. Even before the idea. To build a business, you need someone to sell to. I can’t tell you how many times someone has emailed me saying, “What do you think of this business idea?” My auto-reply? “Have you asked what the customer thinks?” Steve Jobs said, “You have to start with the customer experience and work backwards.” Jeff Bezos, too, insists everyone at Amazon use a Customer First Approach to generate ideas and decide which to develop. The first of his sixteen Leadership Principles—Customer Obsession—starts by saying, “Leaders start with the customer and work backwards.” Working backwards prioritizes access to a group of customers (a group you probably belong to) and focuses on an aspect of a customer’s life that doesn’t work. If you do it this way, you’re assured of nailing the three Ws of business right from the start: Who you are selling to What problem you’re solving Where they are Your goals in this chapter are to use the Customer First Approach, to narrow in on three markets that you’ll target, to use your knowledge and experience of these markets to generate lots of ideas, and then to choose the three you think are the most likely to succeed. It’s the first step in the three-part Million Dollar Weekend process, in which you’ll learn to sell ideas to a small early adopter group before you’ve built the product (or spent a cent) in order to validate that there is a market that will pay. Repeat, fast and cheap, until it hits. Experiment, experiment, experiment—BOOM!

Now Where Do You Find Customers? When novice entrepreneurs search for opportunities, they too often look beyond their Zone of Influence. They think the action is happening somewhere else, in some other location or industry. But seasoned entrepreneurs almost always find and create opportunities within the context of who they are, what they know, and especially who they know. In each of the examples above, the business validation process begins with potential customers in the entrepreneur’s orbit. Actual people with names. Tribes you belong to or are interested in, most of whom are already self-organized online. People you know how to reach, today. Though it’s rarely a part of their official origin stories, the biggest companies in the world—even the viral apps now worth billions—started through personal networks and real human connections. Mark Zuckerberg started Facebook in a weekend by emailing friends to use it. Version 1 did well, validating it. And Microsoft started with Bill Gates building software for a guy in Albuquerque. He had a CUSTOMER FIRST. In the beginning, founders should reach out to their friends, their former colleagues, their communities. You may think your business is unique, but trust me, it’s not. Every successful business can start this way. For example, Anahita loves her dogs and wanted healthier snacks for them. She started taking her homemade organic dog treats to her local dog park. She would sell out every time. A year later she now has a store called the Barkery, a dog bakery. Before you even think about picking a business idea, make sure you have easy access to the people you want to help. An easy way to do this is to think about where you have easy access to a targeted group of people whom you really want to help—like, say, new moms in Austin, cyclists, freelance writers, and taco obsessives (like me!). CHALLENGE Top three groups. Let’s write out your top three groups to target. Who do you have easy access to that you’d be EXCITED to help? This can be your neighbors, colleagues, religious friends, golf buddies, cooking friends, etc. The better you understand your target group, the better you can speak to them. The more specifically you can speak to their problems, the better and easier you can sell (or test products). Note how this process prioritizes communication with people, through starting (taking the first iteration of your solution straight to customers) and asking (engaging them in a conversation to determine how your solution can best fix their problem). Business creation should always be a conversation! Nearly every impulse we have is to be tight with our ideas by doing more research, going off alone to build the perfect product—anything and everything to avoid the discomfort of asking for money. This is the validation shortcut. You have to learn to fight through this impulse. It won’t be easy, but it’ll be worth it.

Corporate culture and the selection of people—and those are related. For a company at Amazon’s scale to continue to invent and change, to build new things, it needs to have a culture that supports a willingness to experiment, a willingness to fail. I think it is very helpful to have a customer-obsessed culture. There are other business strategies that work. You can be competitor-obsessed, and that leads to business strategies like close following. Close-following strategies can be good for businesses because you don’t have to go down as many blind alleys and you get to let your competitors do the pioneering—and then, when something works, you can jump on it. But it doesn’t lead to as much entrepreneurialism. A pioneering culture, one that actually enjoys and is excited by experimentation, a culture that rewards experimentation even as it embraces the fact that it is going to lead to failure—that is very important for larger companies in order to be entrepreneurial. And a long-term orientation is a key part of that. If everything has to work this quarter, then you’re by definition not going to be doing very much experimentation.

Jeff Bezos, the founder and CEO of Amazon.com, calls his approach “customer obsessed.” Everything is focused upon the requirements of Amazon’s customers. The competition is ignored, the traditional marketing requirements are ignored. The focus is on simple, customer-driven questions: what do the customers want; how can their needs best be satisfied; what can be done better to enhance customer service and customer value? Focus on the customer, Bezos argues, and the rest takes care of itself. Many companies claim to aspire to this philosophy, but few are able to follow it. Usually it is only possible where the head of the company, the CEO, is also the founder. Once the company passes control to others, especially those who follow the traditional MBA dictum of putting profit above customer concerns, the story goes downhill. Profits may indeed increase in the short term, but eventually the product quality deteriorates to the point where customers desert. Quality only comes about by continual focus on, and attention to, the people who matter: customers.

You’re sure he’s gone?” Ellen asked, unable to keep her voice from breaking. “He’ll stay gone? You’re safe from him?” “I am safe from him.” Val held her gaze. “You are safe from him. I promise you this, Ellen, with my most solemn word. My family owns two shipping companies, and we’d spot him before he disembarked at any domestic port. His ship was headed for Italy by way of Portugal, because he already has enemies in France. He can afford to run for a bit, since he took his personal jewelry with him. Recall, though, that he’s alone, he doesn’t speak the language, doesn’t know the customs, and I have friends who will keep an eye on him in Rome. Will you marry me?” “You’re going to keep composing, aren’t you?” Ellen peered at him worriedly. “That music, Val. It was… sublime. I could almost hear the frogs croaking and feel the tears on my cheeks—well, I could feel the real tears—and the flowers, I could smell them in the sunshine during that second movement. I think the Belmont boys were there too, and so was Marmalade. You have to keep writing. You have to. Is your hand all right?” Val sat back and braced one of his hands on each of her arms. “If I promise to keep composing, will you marry me?” “Yes.” It was a simple word but the most radiant in her vocabulary. Radiant like the notes of his symphony. “Yes. I will marry you, Valentine Windham, and you will write music, and our lives will always have something of the divine in them.” “Always,” he agreed, hugging her to him. And

In this becalmed zone the sea has a smooth surface, the palm-tree stirs gently in the breeze, the waves lap against the pebbles and raw materials are ceaselessly transported, justifying the presence of the settler; and all the while the native, bent double, near dead than alive, exists interminably in an unchanging dream. The settler makes history; his life is an epoch, an Odyssey... Over against him torpid creatures, wasted by fever, obsessed by ancestral customs, form an almost inorganic background for the innovating dynamism of colonial mercantilism.

They agreed on five core values and wrote them down on a whiteboard in a conference room: customer obsession, frugality, bias for action, ownership, and high bar for talent. Later Amazon would add a sixth value, innovation.

She marched up to the door, banged it open with a satisfying crash, brandished her scythe, and announced herself to any and all therein. “Get your heathen, trespassing backsides out of this carriage house immediately, lest I inform your papas of your criminal conduct—and your mamas.” “Good lord,” a cultured and ominously adult male voice said softly from Ellen’s right, “we’re about to be taken prisoner. Prepare to defend your borders, my friend. Sleeping Beauty has awakened in a state.” Ellen’s gaze flew to the shadows, where a tall, dark-haired man was regarding her with patient humor. The calm amusement in his eyes suggested he posed no threat to her, while his dress confirmed he was a person of some means. Ellen had no time to further inventory that stranger, because the sound of a pair of boots slowly descending the steps drew her gaze across the room. Whoever was coming down those stairs was in no hurry and was certainly no boy. Long, long legs became visible, then muscles that looked as if they’d been made lean and elegant from hours in the saddle showed off custom riding boots and excellent tailoring. A trim, flat torso came next, then a wide muscular chest and impressive shoulders. Good lord, he was taller than the fellow in the corner, and that one was a good half a foot taller than she. Ellen swallowed nervously and tightened her grip on the scythe. “Careful,” the man in the shadows said softly, “she’s armed and ready to engage the enemy.” Those dusty boots descended the last two steps, and Ellen forced herself to meet the second man’s face. She’d been prepared for the kind of teasing censorship coming from the one in the corner, a polite hauteur, or outright anger, but not a slow, gentle smile that melted her from the inside out. “Mrs. FitzEngle.” Valentine Windham bowed very correctly from the waist. “It has been too long, and you must forgive us for startling you. Lindsey, I’ve had the pleasure, so dredge up your manners.” “Mr. Windham?” Ellen lowered her scythe, feeling foolish and ambushed, and worst of all—happy. So

When I talk about kindness in business, a few people scoff. They say, “Steve Jobs and the leaders at Apple created a pressure-cooker environment but it produced category-defining products that people love and obsess over.” That is the point — the results are not worth the cost, because there is an alternative. The goal of TRM is to create a kind, sustainable, and fulfilling experience for everyone. Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only obsessive egomaniacs can produce breakthroughs is nonsense. People are the most important resource for any business, and people — whether they are employees, vendors, or customers — respond best to kindness, respect, humility, and empathy. You never know what other people are going through in their lives. Many of us are under great stress, especially when business cycles shift and economic pressures build. Others are struggling in relationships. When everyone feels valued and heard, they are more likely to show up fully and bring their best each day. Kindness is the alternative to the unnecessary “business is war” analogies that are not only tiresome but borderline offensive. It is the opposite of the “outcome justified the means” mentality that drives many entrepreneurs to consider sacrificing everything (including their morals) to build $100 million businesses in seven years. It’s success without the collateral damage. This aspect of TRM creates a healthy framework for daily interactions and long-term goals and helps people avoid burnout even when they put in heavy hours over long periods of time. We are all naturally optimistic, motivated to be better tomorrow than we are today. A kind organization understands that and leverages it. Your goal is to build a product that lasts, but to do that, you must also build an organization, a work environment, and a fabric of relationships that last too. People will remain engaged and focused on achievements when they are doing something meaningful that they care about in an organization that lets them live the way they want to live. “Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only egomaniacs can produce breakthroughs is nonsense.

most companies spend too much time thinking about the competition, talking about the competition, obsessing over their competition. What they should be doing is thinking about their customers, talking about their customers and obsessing over their customers. I don't think you can be both kinds of companies. Some companies are very successful being competitor-focused. That works for them. But for us, we have ignored our competitors.

We are customer-obsessed. We consider ourselves to be at your service, and I am personally at your service," Bezos told the customers at the Bangalore meet. He insisted that Amazon's customer centricity would succeed. "It's easy to say you are going to deliver things; it's hard to do," he says, when asked what will differentiate Amazon India from others.

DB: That’s interesting. Because I work for a company that lives by the mantra of customer obsession.    AB: Yeah, but they know. DB: Do they? AB: Amazon? They know more than the NSA. The NSA is not permitted by law to know anything close to what Amazon knows. “Judging by your past purchases, we think you’d like….” You’re right! Oh my God!

In mid-2014 Amazon was asking the Federal Aviation Administration (FAA) for permission to fly drones on its own property for research purposes. This was the latest act in CEO Jeff Bezos’s obsession with fast delivery to individual customers. The

Uber, a car service start-up founded by Travis Kalanick and Garrett Camp, has been giving out free rides during Austin’s SXSW conference for several years. During a single week, thousands of potential Uber customers—tech-obsessed, high-income young adults who cannot find a cab—are motivated to try out this service. One year Uber offered free rides. Another year, it offered BBQ delivery. Instead of spending millions on advertising or countless resources trying to reach these potential users in their respective cities, Uber just waited for the one week a year when they were all in one place and did something special. And Uber did this because a few years earlier they’d watched Twitter take SXSW by storm with a similar collaboration with the conference. This is thinking like a growth hacker—it’s how you get the most bang for your buck and how you get it from the right people.

Our job is not to simply obsess about the features and benefits of what we are making; it is to wonder and care about the difference it could make to, or the change it could bring about in, people. Our job, as Steve Jobs put it, is to ‘Get closer than ever to your customers. So close that you tell them what they need well before they realize it themselves.

Like the tobacco industry, the food industry has a problem. So does the diet industry. Both of them would rather have their customers believe that we’re the ones with the problem—we’re too weak willed to control our appetites and refuse to take responsibility for our weight. So far, the companies have done a good job at selling that message. It’s a clever way to distract us from their problem, which is that they need to persuade individuals to buy their products, but they can’t afford to admit where the profits lie in the industry. How many people would sign up for a diet program or buy a weight-loss book if they knew that the business model depends on repeat customers who come back after they’ve regained the weight they lost the previous time? Who would feel good about buying their family a nice snack of Hyperprocessed Heart-Attack Crisps if the package were labeled accurately? Yet diet plans don’t make money by making people permanently thin, and food companies don’t make money by selling crunchy fresh apples. Both

customers are always dissatisfied even if they don’t know it, even when they think they’re happy. They always want a better way and they don’t know what that will be. I warn people that customer obsession is not just listening to customers, it’s also inventing on their behalf.

In all societies, sex is at least somewhat ‘dirty.’ It is conducted in private, pondered obsessively, regulated by custom and taboo, the subject of gossip and teasing, and a trigger for jealous rage.

What is “They Ask, You Answer”? More than anything, it’s a business philosophy. It’s an approach to communication, company culture, and the way we sell as a business. It starts with an obsession: “What is my customer thinking?” And when I say “obsession,” I really mean that. It extends past “What are they thinking?” to “What are they searching, asking, feeling, and fearing?” Some companies think they understand these questions, but the fact is most do not.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

The nature of the Amazon Leadership Principles is borne out in processes and practices throughout the company. For example, the six-page narratives that the company uses in place of PowerPoint decks to present quarterly and yearly business updates require both the writer and reader to Dive Deep and Insist on the Highest Standards. The Press Release/Frequently Asked Questions process—aka PR/FAQ—reinforces customer obsession, starting with customer needs and working backwards from there. (See chapters four and five for a detailed discussion of both the six-pager and the PR/FAQ.) The Door Desk Award goes to a person who exemplifies Frugality and Invention. The Just Do It Award is an abnormally large, well-worn Nike sneaker given to employees who exhibit a Bias for Action. It usually goes to a person who has come up with a clever idea outside the scope of their job. What’s peculiarly Amazonian about the award is that the idea doesn’t have to be implemented—nor does it have to actually work if it is—in order to be eligible. The stories we tell in part two of this

that deliver on the business strategy. So, for example, if that business strategy involves a change in monetization strategy or business model, then the product strategy needs to be aligned with this. Product strategy needs to be aligned with sales and go‐to‐market strategy. Similarly, if we have a new sales and marketing channel, we need to ensure that our product strategy is aligned with that new channel. A new sales channel or go-to-market strategy can have far-reaching impact on a product. Obsess over customers, not over competitors. Obsess over customers, not over competitors. Too many companies completely forget about their product strategy once they encounter a serious competitor. They panic and then find themselves chasing their competitor's actions and no longer focusing on their customers. We

Three of the principles helped Amazon build for the future: •Obsess Over Customers •Apply Long-Term Thinking •Understand Your Flywheel

Much of what we build at AWS is based on listening to customers. It’s critical to ask customers what they want, listen carefully to their answers, and figure out a plan to provide it thoughtfully and quickly (speed matters in business!). No business could thrive without that kind of customer obsession. But it’s also not enough. The biggest needle movers will be things that customers don’t know to ask for. We must invent on their behalf. We have to tap into our own inner imagination about what’s possible.

There are many ways to center a business. You can be competitor focused, you can be product focused, you can be technology focused, you can be business model focused, and there are more. But in my view, obsessive customer focus is by far the most protective of Day 1 vitality.

So, the real question for me is, how do you go about maintaining a Day 1 culture? “It’s great to have the scale of Amazon, we have financial resources, we have lots of brilliant people. We can accomplish great things. We have global scope; we have operations all over the world. But the downside of that is that you can lose your nimbleness, you can lose your entrepreneurial spirit, you can lose that kind of heart that small companies often have. And so, if you could have the best of both worlds, if you could have that entrepreneurial spirit and heart, while at the same time having all the advantages that come with scale and scope—think of the things that you could do. “So, the question is how do you achieve that? The scale is good because it makes you robust. A big boxer can take a punch to the head. You also want to dodge those punches. So, you’d like to be nimble; you want to be big and nimble. I find there are a lot of things that are protective of the Day 1 mentality. I already spent some time on one of them, which is customer obsession. I think that’s the most important thing.

Amazon Leadership Principles “We use our Leadership Principles every day, whether we’re discussing ideas for new projects or deciding on the best approach to solving a problem. It is just one of the things that makes Amazon peculiar [a word used by Bezos and most Amazonians].”30 Customer Obsession: Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership: Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.” Invent and Simplify: Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot: Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious: Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.

Principle 4: Obsess Over Customers

Emphasizing customer obsession allows Amazon employees to become solution-focused rather than problem-focused. Bezos wants to always be ahead of the game… he wants to “solve problems before they happen,” meaning he doesn’t want screw-ups to happen in the first place.

What the Magic Castle has figured out is that, to please customers, you need not obsess over every detail. Customers will forgive small swimming pools and underwhelming room décor, as long as some moments are magical. The surprise about great service experiences is that they are mostly forgettable and occasionally remarkable.