{"id":115894,"date":"2023-10-28T10:23:00","date_gmt":"2023-10-28T14:23:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=115894"},"modified":"2023-10-30T10:33:05","modified_gmt":"2023-10-30T14:33:05","slug":"amazon-2001","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/amazon-2001\/","title":{"rendered":"Amazon in 2001: How Jeff Bezos Rose Above Bad Share Prices"},"content":{"rendered":"\n<p>How did Amazon survive its first major downturn? Why does Amazon value its relationship with customers so much?<\/p>\n\n\n\n<p>In <em>Invent and Wander<\/em>, Jeff Bezos looks back at Amazon 2001&#8217;s crisis when share prices dropped dramatically. Yet it was still a learning experience for Bezos, who managed to turn things around for Amazon.<\/p>\n\n\n\n<p>Discover the lessons Bezos took away from Amazon&#8217;s share price dropping in 2001.<\/p>\n\n\n\n<!--more-->\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-bust-and-boom-of-amazon\"><strong>Bust and Boom<\/strong> of Amazon<\/h2>\n\n\n\n<p>During the downturn that was to come, <strong>Amazon survived because of its mission to constantly build on its relationship with customers.<\/strong> While acknowledging that the <a href=\"https:\/\/www.shortform.com\/blog\/the-dot-com-bubble\/\">internet bubble<\/a> was hard on Amazon\u2019s investors in the short term, Bezos explains the positive signs in Amazon\u2019s actual financial numbers, how the company\u2019s business model was better poised for success than those of other online stores, and how pioneering in whole new markets opened up Amazon for even greater successes.<\/p>\n\n\n\n<p>1999 marked the beginning of what would be known as the \u201cdot-com crash,\u201d when most of the internet startups of the \u201990s proved to be unprofitable and went out of business. (Shortform note: As technology companies, including Amazon\u2019s competitors, started going bankrupt at the end of the 1990s, it wasn\u2019t venture capitalists who suffered, but everyday investors who weren\u2019t made aware of <a href=\"https:\/\/ideas.ted.com\/an-eye-opening-look-at-the-dot-com-bubble-of-2000-and-how-it-shapes-our-lives-today\/\" target=\"_blank\" rel=\"noreferrer noopener\">how badly their tech stocks were overvalued<\/a>. The recession that followed was <a href=\"https:\/\/www.investopedia.com\/financial-edge\/0911\/the-impact-of-september-11-on-business.aspx\" target=\"_blank\" rel=\"noreferrer noopener\">exacerbated by the terror attacks on September 11, 2001<\/a>, but the US economy rebounded with the help of <a href=\"https:\/\/www.everycrsreport.com\/reports\/RL31617.html\" target=\"_blank\" rel=\"noreferrer noopener\">quick action from the Federal Reserve System<\/a>.)<\/p>\n\n\n\n<p>Amazon shares dropped from $106 in 1999 to $6 in 2001, and <strong>though industry experts predicted Amazon\u2019s collapse, Bezos kept his eyes on its actual value,<\/strong> measured by customers, sales, and cash flow. He reassured investors that Amazon was sound by showing that financially it was performing better than ever. Although Amazon consistently lost money during the years it spent ramping up, it ended 2000 with $1 billion in cash and a record-high score on the American Customer Satisfaction Index.<\/p>\n\n\n\n<p>(Shortform note: The <a href=\"https:\/\/www.theacsi.org\/\" target=\"_blank\" rel=\"noreferrer noopener\">American Customer Satisfaction Index<\/a> (ACSI) that Bezos references in his shareholder letters was created in 1994 as a project at the <a href=\"https:\/\/umich.edu\/\" target=\"_blank\" rel=\"noreferrer noopener\">University of Michigan<\/a> to track and measure <a href=\"https:\/\/www.theacsi.org\/company\/history\/\" target=\"_blank\" rel=\"noreferrer noopener\">the customer experience of American households<\/a> relating to a range of industry sectors including retail, health care, utilities, and financial services. Whereas Bezos uses Amazon\u2019s ACSI scores to measure the company\u2019s relationship with its customers, the aggregate ACSI score for all the industries measured in the study serves as <a href=\"https:\/\/www.investopedia.com\/terms\/a\/american-customer-satisfaction-index.asp\" target=\"_blank\" rel=\"noreferrer noopener\">an indicator of the general mood of US consumers<\/a> toward the economy. The average ACSI for the American economy <a href=\"https:\/\/www.theacsi.org\/the-acsi-difference\/us-overall-customer-satisfaction\/\" target=\"_blank\" rel=\"noreferrer noopener\">peaked in the 2010s<\/a> before plummeting sharply during the Covid-19 pandemic.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-the-turnaround\">The Turnaround<\/h3>\n\n\n\n<p>In 2001, Amazon posted its first profitable quarter. Bezos reports that the internet bubble shut down some of its online partners who dealt in a smaller array of merchandise. The lesson learned is that <strong>online retail is all about scale<\/strong>\u2014it\u2019s harder for single-product sellers to compete than anyone anticipated. Through trial and persistence, Amazon learned how to enter new markets while keeping costs down, and in contrast to storefront retailers, Amazon\u2019s fixed costs don\u2019t go up as sales increase. This means that the more that Amazon grows, the less financial \u201cfriction\u201d it experiences per sale. Unlike its floundering niche-market competitors, Amazon grew until its cost of doing business was relatively low when taken on a per-sale basis.&nbsp;<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td><strong>Scaling Up for Success<\/strong><br><br>Bezos isn\u2019t the only one to recognize the unique cost advantages of scaling upward in the online marketplace. In <a href=\"https:\/\/shortform.com\/app\/book\/blitzscaling\" target=\"_blank\" rel=\"noreferrer noopener\"><em>Blitzscaling<\/em><\/a>, Reid Hoffman and Chris Yeh analyze the common factors of several internet companies\u2014Uber, Facebook, and AirBnB\u2014that succeeded by expanding rapidly and dominating their corner of the market (with Amazon\u2019s corner being online retail).&nbsp;<br><br><a href=\"https:\/\/shortform.com\/app\/book\/blitzscaling\/chapter-2\" target=\"_blank\" rel=\"noreferrer noopener\">These companies\u2019 business models<\/a> all rely on having a large number of potential customers, high amounts of revenue in relation to the cost of their services, and efficient use of consumer word-of-mouth to <a href=\"https:\/\/www.shortform.com\/blog\/how-to-get-customers-for-a-new-business\/\">attract new customers<\/a>. Although rapid online growth can be a winning strategy, as it certainly was for Amazon, Hoffman and Yeh say to watch for warning signs that <a href=\"https:\/\/shortform.com\/app\/book\/blitzscaling\/chapter-3#when-should-you-stop-blitzscaling\" target=\"_blank\" rel=\"noreferrer noopener\">a company\u2019s growth is outpacing its resources<\/a>. Those signs include a declining growth rate, decreasing productivity, and increasing administrative costs, all of which Bezos works to avoid at Amazon.<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"<p>How did Amazon survive its first major downturn? Why does Amazon value its relationship with customers so much? In Invent and Wander, Jeff Bezos looks back at Amazon 2001&#8217;s crisis when share prices dropped dramatically. Yet it was still a learning experience for Bezos, who managed to turn things around for Amazon. Discover the lessons Bezos took away from Amazon&#8217;s share price dropping in 2001.<\/p>\n","protected":false},"author":14,"featured_media":37915,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,79,39],"tags":[1301],"class_list":["post-115894","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-entrepreneurship","category-history","tag-invent-and-wander","","tg-column-two"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.3 (Yoast SEO v24.3) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Amazon in 2001: How Jeff Bezos Rose Above Bad Share Prices - Shortform Books<\/title>\n<meta name=\"description\" content=\"In 2001, Amazon investors believed the dot-com crash would be the end of the company. 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