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Tom Szkutak, SVP & CFO Credit Suisse Convergence Conference June 10, 2009 This presentation may contain forward-looking statements which are inherently difficult to predict. Actual results could differ materially for a variety of reasons, including fluctuations in foreign exchange rates, changes in global economic conditions and consumer spending, world events, the rate of growth of the Internet and online commerce, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity. Other risks and uncertainties include, among others, risks related to new products, services and technologies, system interruptions, government regulation and taxation, payments, and fraud. In addition, the current global economic climate amplifies many of these risks. More information about factors that potentially could affect Amazon.com’s financial results is included in Amazon.com’s filings with the Securities and Exchange Commission, including its most recent Annual Report on Form 10-K and subsequent filings. Additional information relating to certain of our financial measures contained herein is available in the appendix to our presentation, our most recent earnings release and at our website at www.amazon.com/ir under ‘Financial Documents’. -
Timeline 1994 July Company Incorporated 1995 July Amazon
Timeline 1994 July Company Incorporated 1995 July Amazon.com Sells First Book, “Fluid Concepts & Creative Analogies: Computer Models of the Fundamental Mechanisms of Thought” 1996 July Launches Amazon.com Associates Program 1997 May Announces IPO, Begins Trading on NASDAQ Under “AMZN” September Introduces 1-ClickTM Shopping November Opens Fulfillment Center in New Castle, Delaware 1998 February Launches Amazon.com Advantage Program April Acquires Internet Movie Database June Opens Music Store October Launches First International Sites, Amazon.co.uk (UK) and Amazon.de (Germany) November Opens DVD/Video Store 1999 January Opens Fulfillment Center in Fernley, Nevada March Launches Amazon.com Auctions April Opens Fulfillment Center in Coffeyville, Kansas May Opens Fulfillment Centers in Campbellsville and Lexington, Kentucky June Acquires Alexa Internet July Opens Consumer Electronics, and Toys & Games Stores September Launches zShops October Opens Customer Service Center in Tacoma, Washington Acquires Tool Crib of the North’s Online and Catalog Sales Division November Opens Home Improvement, Software, Video Games and Gift Ideas Stores December Jeff Bezos Named TIME Magazine “Person Of The Year” 2000 January Opens Customer Service Center in Huntington, West Virginia May Opens Kitchen Store August Announces Toys “R” Us Alliance Launches Amazon.fr (France) October Opens Camera & Photo Store November Launches Amazon.co.jp (Japan) Launches Marketplace Introduces First Free Super Saver Shipping Offer (Orders Over $100) 2001 April Announces Borders Group Alliance August Introduces In-Store Pick Up September Announces Target Stores Alliance October Introduces Look Inside The BookTM 2002 June Launches Amazon.ca (Canada) July Launches Amazon Web Services August Lowers Free Super Saver Shipping Threshold to $25 September Opens Office Products Store November Opens Apparel & Accessories Store 2003 April Announces National Basketball Association Alliance June Launches Amazon Services, Inc. -
Amazon's Antitrust Paradox
LINA M. KHAN Amazon’s Antitrust Paradox abstract. Amazon is the titan of twenty-first century commerce. In addition to being a re- tailer, it is now a marketing platform, a delivery and logistics network, a payment service, a credit lender, an auction house, a major book publisher, a producer of television and films, a fashion designer, a hardware manufacturer, and a leading host of cloud server space. Although Amazon has clocked staggering growth, it generates meager profits, choosing to price below-cost and ex- pand widely instead. Through this strategy, the company has positioned itself at the center of e- commerce and now serves as essential infrastructure for a host of other businesses that depend upon it. Elements of the firm’s structure and conduct pose anticompetitive concerns—yet it has escaped antitrust scrutiny. This Note argues that the current framework in antitrust—specifically its pegging competi- tion to “consumer welfare,” defined as short-term price effects—is unequipped to capture the ar- chitecture of market power in the modern economy. We cannot cognize the potential harms to competition posed by Amazon’s dominance if we measure competition primarily through price and output. Specifically, current doctrine underappreciates the risk of predatory pricing and how integration across distinct business lines may prove anticompetitive. These concerns are height- ened in the context of online platforms for two reasons. First, the economics of platform markets create incentives for a company to pursue growth over profits, a strategy that investors have re- warded. Under these conditions, predatory pricing becomes highly rational—even as existing doctrine treats it as irrational and therefore implausible. -
To the Strategy of Amazon Prime
to the strategy of Amazon Prime “Even if a brick and mortar store does everything right, even if the store is exactly where you parked your car and it puts the thing you want right in the window and is having a sale on it that day— if you’re a Prime customer, it’s easier to buy from Amazon.” Mike Shatzkin, CEO of The Idea Logical Company Side 2 af 2 Overview: Main points and conclusions • Amazon is the world’s leading e- third of Amazon’s turnover in the commerce business with an annual US derives from Prime member- turnover of more than 100 billion ships. Prime is also an important USD and its growth is still expo- part of Amazon’s strategy for the nential. At the same time, Amazon future that revolves around a com- is one of the world’s leading sub- plete disruption of the interplay scription businesses with Amazon between e-commerce and retail Prime. The service is believed to and a domination of the same-day have above 80 million members delivery market. worldwide. • To win the position as the same- • Amazon prime is considered a sig- day delivery dominator in the mar- nificant part of Amazon’s great ket, Amazon has entered the mar- success. Amazon Prime members ket for groceries in the US. Ama- pay an annual sum of 99 USD or a zonFresh delivers groceries and monthly sum of 10.99 USD and get other goods directly to the cus- free two-day delivery on more than tomer’s doorstep on the same day 15 million different items. -
Final Debriefing About Case N. 16 Amazon (State N. and Name of the Selected Company) Analyzed by Alfonso - Name –Navarro Miralles- Surname
Final debriefing about case n. 16 Amazon (state n. and name of the selected company) Analyzed by Alfonso - name –Navarro Miralles- surname Scientific articles/papers State at least n.1 scientific article/paper you selected to support your analysis and recommendations N. Title Author Journal Year, Link number 1. 17/06/2017 https://www.elconfidencial.com/tecnologia/2017-06-17/amazon-whole-foods-supermercados-amazon-go_1400807/ 2. 2/06/2020 https://r.search.yahoo.com/_ylt=AwrP4o3VEdleYUMAKhxU04lQ;_ylu=X3oDMTByZmVxM3N0BGNvbG8DaXIyBHBvcwMxBHZ0aWQDBHNlYwNzYw- -/RV=2/RE=1591312982/RO=10/RU=https%3a%2f%2flahora.gt%2famazon-coloca-sus-bonos-al-interes-mas-bajo-jamas-pagado-por-una-empresa-en-ee- uu%2f/RK=2/RS=Zx5.zD_yM_46ddGLB3MWurVI_Yw- 3. 2/04/2019 https://r.search.yahoo.com/_ylt=AwrJS5g3EtleXmwAKj9U04lQ;_ylu=X3oDMTByaW11dnNvBGNvbG8DaXIyBHBvcwMxBHZ0aWQDBHNlYwNzcg-- /RV=2/RE=1591313079/RO=10/RU=https%3a%2f%2fwww.merca20.com%2famazon-lanzo-una-agresiva-estrategia-de-mercadotecnia-en-whole- foods%2f/RK=2/RS=iypqQZFlpG12X9jM7BsXb1VPVx8- Describe the company’s strategic profile and its industry Applying the tools of analysis covered in the whole textbook, identify and evaluate the company’s strategic profile, strategic issues/problems that merit attention (and then propose, in the following section, action recommendations to resolve these issues/problems). Jeff Bezos founded the electronic commerce company Amazon in 1995, a name chosen for his taste for the Amazon River. Their service was somewhat novel to netizens, resulting in the increase in visits fastly. Only in the first month of operation, and to Bezos' own happiness, had books been sold in all corners of the United States. Months later it reached 2,000 daily visitors, a figure that would multiply abysmally in the next year. -
Netflix and the Development of the Internet Television Network
Syracuse University SURFACE Dissertations - ALL SURFACE May 2016 Netflix and the Development of the Internet Television Network Laura Osur Syracuse University Follow this and additional works at: https://surface.syr.edu/etd Part of the Social and Behavioral Sciences Commons Recommended Citation Osur, Laura, "Netflix and the Development of the Internet Television Network" (2016). Dissertations - ALL. 448. https://surface.syr.edu/etd/448 This Dissertation is brought to you for free and open access by the SURFACE at SURFACE. It has been accepted for inclusion in Dissertations - ALL by an authorized administrator of SURFACE. For more information, please contact [email protected]. Abstract When Netflix launched in April 1998, Internet video was in its infancy. Eighteen years later, Netflix has developed into the first truly global Internet TV network. Many books have been written about the five broadcast networks – NBC, CBS, ABC, Fox, and the CW – and many about the major cable networks – HBO, CNN, MTV, Nickelodeon, just to name a few – and this is the fitting time to undertake a detailed analysis of how Netflix, as the preeminent Internet TV networks, has come to be. This book, then, combines historical, industrial, and textual analysis to investigate, contextualize, and historicize Netflix's development as an Internet TV network. The book is split into four chapters. The first explores the ways in which Netflix's development during its early years a DVD-by-mail company – 1998-2007, a period I am calling "Netflix as Rental Company" – lay the foundations for the company's future iterations and successes. During this period, Netflix adapted DVD distribution to the Internet, revolutionizing the way viewers receive, watch, and choose content, and built a brand reputation on consumer-centric innovation. -
A Motion Is Requested to Authorize the Execution of a Contract for Amazon Business Procurement Services Through the U.S. Communities Government Purchasing Alliance
MOT 2019-8118 Page 1 of 98 VILLAGE OF DOWNERS GROVE Report for the Village Council Meeting 3/19/2019 SUBJECT: SUBMITTED BY: Authorization of a contract for Amazon Business procurement Judy Buttny services Finance Director SYNOPSIS A motion is requested to authorize the execution of a contract for Amazon Business procurement services through the U.S. Communities Government Purchasing Alliance. STRATEGIC PLAN ALIGNMENT The goals for 2017-2019 includes Steward of Financial Sustainability, and Exceptional, Continual Innovation. FISCAL IMPACT There is no cost to utilize Amazon Business procurement services through the U.S. Communities Government Purchasing Alliance. RECOMMENDATION Approval on the March 19, 2019 Consent Agenda. BACKGROUND U.S. Communities Government Purchasing Alliance is the largest public sector cooperative purchasing organization in the nation. All contracts are awarded by a governmental entity utilizing industry best practices, processes and procedures. The Village of Downers Grove has been a member of the U.S. Communities Government Purchasing Alliance since 2008. Through cooperative purchasing, the Village is able to take advantage of economy of scale and reduce the cost of goods and services. U.S. Communities has partnered with Amazon Services to offer local government agencies the ability to utilize Amazon Business for procurement services at no cost to U.S. Communities members. Amazon Business offers business-only prices on millions of products in a competitive digital market place and a multi-level approval workflow. Staff can efficiently find quotes and purchase products for the best possible price, and the multi-level approval workflow ensures this service is compliant with the Village’s competitive process for purchases under $7,000. -
Is Amazon the Next Google?
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Budzinski, Oliver; Köhler, Karoline Henrike Working Paper Is Amazon the next Google? Ilmenau Economics Discussion Papers, No. 97 Provided in Cooperation with: Ilmenau University of Technology, Institute of Economics Suggested Citation: Budzinski, Oliver; Köhler, Karoline Henrike (2015) : Is Amazon the next Google?, Ilmenau Economics Discussion Papers, No. 97, Technische Universität Ilmenau, Institut für Volkswirtschaftslehre, Ilmenau This Version is available at: http://hdl.handle.net/10419/142322 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially -
Tom Szkutak, SVP & CFO Morgan Stanley Technology Conference
Tom Szkutak, SVP & CFO Morgan Stanley Technology Conference March 4, 2009 This presentation may contain forward-looking statements which are inherently difficult to predict. Actual results could differ materially for a variety of reasons, including fluctuations in foreign exchange rates, changes in global economic conditions and consumer spending, world events, the rate of growth of the Internet and online commerce, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity. Other risks and uncertainties include, among others, risks related to new products, services and technologies, system interruptions, indebtedness, government regulation and taxation, payments, and fraud. In addition, the current global economic climate amplifies many of these risks. More information about factors that potentially could affect Amazon.com’s financial results is included in Amazon.com’s filings with the Securities and Exchange Commission, including its most recent Annual Report on Form 10-K and subsequent filings. Additional information relating to certain of our financial measures contained herein is available in the appendix to our presentation, our most recent earnings release and at our website at www.amazon.com/ir under ‘Financial Documents’. -
Amazon's Surveillance Infrastructure and Revitalizing a Fair Marketplace
JULY 2021 Eyes Everywhere: Amazon's Surveillance Infrastructure and Revitalizing a Fair Marketplace Daniel A. Hanley 1 1 Contents Executive Summary ................................................................................ 2 I. Introduction ........................................................................................ 3 II. Competitor Surveillance ......................................................................... 4 A. Amazon Marketplace ...................................................................... 4 B. Amazon Web Services ...................................................................... 5 C. Fulfillment by Amazon ..................................................................... 6 III. Consumer Surveillance ...................................................................... 7 A. Amazon Marketplace ...................................................................... 7 B. Amazon Alexa .................................................................................. 8 C. Amazon Ring .................................................................................... 9 D. Amazon's Other Consumer Surveillance Ambitions ..................... 10 IV. Harms .............................................................................................. 11 A. Copying Competitor Products ...................................................... 11 B. Self-Preferencing ............................................................................ 13 C. Arbitrary and Exclusionary Rules .................................................. -
The Foreign Service Journal, May 2010
C1-C4_FSJ_0510_COV:proof 4/15/10 8:55 PM Page C1 GETTING UP TO SPEED ■ BEFORE USAID ■ A CASE OF WANDERLUST $3.50 / MAY 2010 OREIGN ERVICE FJ O U R N A L STHE MAGAZINE FOR FOREIGN AFFAIRS PROFESSIONALS BACK TO THE DRAWING BOARD? The Future of the Foreign Service C1-C4_FSJ_0510_COV:proof 4/15/10 8:55 PM Page C2 01-16_FSJ_0510_FRO:first 4/15/10 5:29 PM Page 1 01-16_FSJ_0510_FRO:first 4/15/10 5:29 PM Page 2 01-16_FSJ_0510_FRO:first 4/15/10 5:30 PM Page 3 OREIGN ERVICE FJ O U R N A L S CONTENTS May 2010 Volume 87, No. 5 F OCUS ON The Future of the Foreign Service THE CHALLENGE OF PROFESSIONAL DEVELOPMENT / 17 It is time for the Foreign Service to pull together recent advances in training into a comprehensive plan. By Ronald E. Neumann DIPLOMACY 3.0: A PROGRESS REPORT / 24 Unlike the Diplomatic Readiness Initiative, Diplomacy 3.0 is envisioned as a long-term approach to FS hiring needs. Cover and inside illustration By Bob Guldin by Gary Kempston THE NEXT-GENERATION DEPARTMENT OF STATE PROJECT / 29 We must empower the Secretary of State to coordinate the entire PRESIDENT’S VIEWS / 5 U.S. international relations mechanism. Seeing Diplomacy As a Profession By Edward Marks By Susan R. Johnson THE “REFORM” OF FOREIGN SERVICE REFORM / 35 SPEAKING OUT / 14 The constant need to redefine the diplomatic mission and organize Time for State to Get Up to Speed accordingly continues to drive a debate that began in the late 1940s. -
An Empirical Analysis of Algorithmic Pricing on Amazon Marketplace
An Empirical Analysis of Algorithmic Pricing on Amazon Marketplace Le Chen Alan Mislove Christo Wilson Northeastern University Northeastern University Northeastern University Boston, MA USA Boston, MA USA Boston, MA USA [email protected] [email protected] [email protected] ABSTRACT tings due to lack of data (e.g., competitors’ prices) and physical The rise of e-commerce has unlocked practical applications for al- constraints (e.g., manually relabeling prices on products). In con- gorithmic pricing (also called dynamic pricing algorithms), where trast, e-commerce is unconstrained by physical limitations, and col- sellers set prices using computer algorithms. Travel websites and lecting real-time data on customers and competitors is straightfor- large, well known e-retailers have already adopted algorithmic pric- ward. Travel websites are known to use personalized pricing [25], ing strategies, but the tools and techniques are now available to while some e-retailers are known to automatically match competi- small-scale sellers as well. tors prices [40, 17]. While algorithmic pricing can make merchants more competi- While algorithmic pricing can make merchants more compet- tive, it also creates new challenges. Examples have emerged of itive and potentially increase revenue, it also creates new chal- cases where competing pieces of algorithmic pricing software inter- lenges. First, poorly implemented pricing algorithms can inter- acted in unexpected ways and produced unpredictable prices [37], act in unexpected ways and even produce unexpected results, es- as well as cases where algorithms were intentionally designed to pecially in complex environments populated by other algorithms. implement price fixing [5]. Unfortunately, the public currently lack For example, two competing dynamic pricing algorithms inadver- comprehensive knowledge about the prevalence and behavior of al- tently raised the price of a used textbook to $23M on Amazon [37]; gorithmic pricing algorithms in-the-wild.