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Amazon's Business Strategy is Just a Tad Different

I caught this tweet today:

#amazonprime had 80 million members in the United States at the end of March 2017 - via @cirpllchttps://t.co/Iyl3fsUsuN pic.twitter.com/OBGtelq8Zx
This is pretty incredible. 80 million. This is a store, not a social networking site like Snapface, as the great Bill Belichick likes to wax poetic about.

The Amazon business model is complex, yet simple.

Build products and deliverables that market themselves >  Once customers are captured, increase customer utility, which increases company ROI > Deliver more service through membership privileges, which lowers churn > Use technology and customer service to keep customers happy and buying for life

This is exactly, in my view, what racing's ADW model should have always been. Right down to the letter. But it's not. Not even close.

Think about what "ADW Prime" delivers to a customer. At Woodbine's ADW, they won't even pay you track odds on all simulcasted tracks, they add a surcharge. Tell me, how would Amazon have 80 million people wanting to buy products if the price of them is 20% or 30% higher than at the store on Main Street?

When racing lands a new customer it needs to think more like an internet company, and less like a bricks and mortar everything to everyone company. That customer needs to be cultivated, helped along, and encouraged to play the sport, hopefully each day.

Instead of asking more from ADW companies for purses, racing should probably be asking for less, but demanding new investment into new products. With a revenue share of any new business, of course. 

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