Those who want to understand what Amazon.com's brief history means for the New Economy, new business models, best practices in leadership and management, and its own future will have to look elsewhere. The book has almost no analysis of the material included here. Think of this book as though it were a series of magazine articles written over the last few years about Amazon.com and Jeff Bezos.
Mr. Spector makes an attempt to build a theme around the concept of Get Big Fast, first articulated in print by Robert Reid in the 1997 book, Architects of the Web. Amazon.com obviously pays attention to this idea based on the report on page 97 that the company handed out T-shirts with Get Big Fast written on them at its first employee picnic in 1996. But he fails to develop all of the dimensions of the point. How does this concept affect the stakeholders in Amazon.com (customers, users, partners, employees, suppliers, shareholders, and the communities the company serves)? How can the concept be adjusted to reflect changes in the company's external environment? How should a new company apply the concept? There is an important debate today about whether Amazon.com's current direction will or will not pay off for customers, employees, or shareholders. That debate is largely ignored in the book. That's an important omission that greatly limits the book's value.
I do recommend reading the book. It did add details to my knowledge about Amazon.com which I am sure will be valuable to me in the future as an author, reviewer, associate, and customer of Amazon.com.
This book is a good example of one form of the communications stall: failing to communicate what people are most interested in causes missed opportunities to make progress at a rapid rate.
Keep asking your questions about Amazon.com, and someone will eventually answer them. Perhaps it will be Amazon.com itself. That would be welcome.
Whichever publishers and authors those were, they epitomize the sort of thinking that a new business model sweeps away. When someone responds negatively to their product they seek to silence that person. Failing that, they repackage the same product. If that doesn't work, they rename the product. Then they present the product in a different size. Anything, abosolutely anything, but listen to the customer who gripes.
I don't think Spector grasps the depth of this change. When Amazon gives a forum to ordinary people to speak where previously only "professionals" could, that's as profound a shift as from monarchy to democracy. Giving equal space on the electronic bookshelf to an arcane book on geology and a convenience store bestseller is as revolutionary as Martin Luther's 95 theses getting equal billing with the pronouncements of the pope. In terms of sales, if I can buy what I want instead of just what the "professionals" want me to buy, I'm going to buy more.
Most of the other factors in Amazon's success have been done before: hiring smart people, working long hours, providing great customer service...but no other retailer ever had a selection larger than the Library of Congress. And no other retailer ever gave customers around the globe a public forum for feedback. I would have liked to have seen more on this unique aspect of Amazon in GET BIG FAST, and less of the sort of business school platitudes that make up the "Takeaways" sections at the end of each chapter.