When Amazon entered the Australian market, it signalled a shift that most retailers saw coming but few had prepared for. Speedmaster CEO Jason Kencevski had already built a strategy around it.

Kencevski's approach centres on Speedmaster's three pillars - People, Products, and Approach - a framework designed to keep the company focused on what it can control: the quality of its team, the depth of its engineering, and the experience it delivers to every customer and reseller in its network.

"There is no doubt there will be a similar rebound effect in Australia as there was in the USA, which was a gradual but sharp effect, unlike a new brand or company which takes time to gain momentum. In the end, companies and brands must learn to co-exist by finding a strong competitive advantage. I would highly recommend not falling asleep at the wheel and if you look back in the rear view mirror for old answers to new problems then you're obviously not looking forward. At Speedmaster, we put many pillars in place not only to protect our brand but all our resellers of the products. Work out a strategy as we have learnt the hard way - Amazon do not play fair!" - Jason Kencevski, CEO, Speedmaster

The message is direct: a competitive advantage is not inherited - it is built, maintained, and defended. For Speedmaster, that means engineering protections not only for its own brand, but for the network of resellers that carry its products.

The Broader Shift

Established in 1994, Amazon has reshaped customer expectations in every market it enters. With its presence now established in Australia, retailers face a higher baseline for speed, price, and convenience. The companies that adapt - rather than react - are the ones positioned to sustain growth.

For Speedmaster, the strategy was already in motion.

Source: Govender, P. 2017, December 13. Power Retail. How Will Amazon Affect Australia?