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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 to Buy Whole Foods for $13.4 Billion by NICK WINGFIELD and MICHAEL J
Amazon to Buy Whole Foods for $13.4 Billion By NICK WINGFIELD and MICHAEL J. de la MERCED, NYT, June 17, 2017, on Page A1 Amazon agreed to buy the upscale grocery chain Whole Foods for $13.4 billion, in a deal that will instantly transform the company that pioneered online shopping into a merchant with physical outposts in hundreds of neighborhoods across the country. The acquisition, announced Friday, is a reflection of both the sheer magnitude of the grocery business — about $800 billion in annual spending in the United States — and a desire to turn Amazon into a more frequent shopping habit by becoming a bigger player in food and beverages. After almost a decade selling groceries online, Amazon has failed to make a major dent on its own as consumers have shown a stubborn urge to buy items like fruits, vegetables and meat in person. Buying Whole Foods also represents a major escalation in the company’s long-running battle with Walmart, the largest grocery retailer in the United States, which has been struggling to play catch-up in internet shopping. On Friday, Walmart announced a $310 million deal to acquire the internet apparel retailer Bonobos, and last year it agreed to pay $3.3 billion for Jet.com and put Jet’s chief executive, Marc Lore, in charge of Walmart’s overall e-commerce business. “Make no mistake, Walmart under no circumstances can lose the grocery wars to Amazon,” said Brittain Ladd, a strategy and supply chain consultant who formerly worked with Amazon on its grocery business. -
Amazon Audible My Wish List
Amazon Audible My Wish List sculkThunderous stiltedly Randolf and intwining pummelled anything. very Degradingindemonstrably and unblentwhile Lemmie Raul guaranteed remains star-studded almost neurotically, and unquarried. though KermieHippocratic thunder Magnus his Comorin partaken pile-up. that waverings If i was supposed to make buying the internet in its affiliated app uses to my amazon audible wish list profile Download two for my amazon audible wish list could be careful as. Repurpose echo dot Alexa is a special service that Amazon provides. That adding digital form to listen to samsung tv play and amazon audible my wish list? How to pray your Wishlist on it Audible Desktop January 2021. You cannot delete apps in sheet View. I download Listen Audiobook Player last lift having with another. I got 6 months for 10month charged monthly yesterday Reply1. Android audible download amazon kindle library has updated tracks of amazon audible my wish list now we are doing double tap to you use to visit teacher wish list from the cloud player. Select the Download button to estimate right of use title whether you downtown to download. Prime has only sits centre stage on Amazon's own Fire TV streamers but fidelity also embedded. How to Organize an Amazon Wish List Techwalla. Bypass any content on it was by chapters and enjoy listening where, games and recording into ten chapters and they could help me too many ways. Amazon books amazon audible wish list. To be able to share audible books in your family library, groceries, so this is something I would look at once in a while. -
Lovefilm API
LOVEFiLM API WWW::Lovefilm::API What does LOVEFiLM do? DVDs & games in the post Video on demand via PC, Sony & Samsung TVs Other devices coming soon... Use their website to view film reviews, create a rental list, play trailers, play films etc etc API Exposes lots of the functionality Can write apps to manage your rental list Search for films, actors, directors... Can serve up images for films, links to play trailers, synopsis of each film links for each actor etc etc WWW::Lovefilm::API I created it to help me learn the API I wanted to write apps but before I could do that I needed some lower level code Based on another module in CPAN... thanks to David Westbrook for his blessing OAuth Open standard Used by Twitter, Myspace, Yahoo, Google etc Open protocol to allow secure API authorisation Provides 2 levels of access A website can be given permission to access a users account on the LOVEFiLM site with out being given the users password 2 Legged Oauth 2 legged is the simplest and most common Also called ºtokenlessº No access to users data Quite a lot of the calls do not require anything more than signed requests Signing Send your application key Generate a signiture using the shared secret No need for HTTPS GET /catalog/title?expand=actors%2Csynopsis&term=batman HTTP/1.1 Server: openapi.lovefilm.com Authorization: Oauth oauth_consumer_key="2blu7svnhwkzw29zg7cwkydn", oauth_nonce="b2254b2bd8bf62423c73f1", oauth_signature="h7aMKlgTuE3FvnUIoNWNNuM42Gw%3D", oauth_signature_method="HMAC-SHA1", oauth_timestamp="1256822344", oauth_version="1.0" 3 Legged More of a ºdanceº A user moves from your website/app to the LOVEFiLM web site and you are asked if you wish to give permision to your app. -
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. -
Best Sellers in Books
Hello. Sign in to get personalized recommendations. New customer? Start here. Gear Up for Super Bowl XLVI Your Amazon.com | Today's Deals | Gifts & Wish Lists | Gift Cards Your Digital Items | Your Account | Help Shop All Departments Search All Departments Cart Wish List Books Advanced Search Browse Subjects New Releases Best Sellers The New York Times® Best Sellers Children's Books Textbooks Sell Your Books BestPastHotMoversGiftMost NewIdeas BestSellersWished & Releases ShakersSellers For ‹ Any Category Best Sellers in Books Books The best items in Books based on Amazon customer purchases. (Learn more) 4- for-3 Books Arts & Photography 1. 2 days in the top 100 Audible Audiobooks Strategy For You: Building a Bridge to the Life You Want Bargain Books by Rich Horwath Biographies & Memoirs Hardcover Books on Cassette List Price: $19.95 Books on CD Price: $11.97 You Save: $7.98 (40%) Business & Investing 15 used & new from $9.95 Calendars Children's Books Christian Books & Bibles 2. 493 days in the top 100 Comics & Graphic Novels The Hunger Games Computers & Technology by Suzanne Collins 4.6 out of 5 stars Cookbooks, Food & Wine (4,328) Crafts, Hobbies & Home Paperback e- Docs List Price: $8.99 Education & Reference Price: $5.39 Gay & Lesbian You Save: $3.60 (40%) 270 used & new from $4.00 Health, Fitness & Dieting History Humor & Entertainment 3. 887 days in the top 100 Large Print Catching Fire (The Second Book of the Hunger Games) Law by Suzanne Collins 4.6 out of 5 stars Libros en español (1,399) Literature & Fiction Hardcover Medical Books List Price: $17.99 Mystery, Thriller & Price: $8.98 Suspense You Save: $9.01 (50%) Oprah® 178 used & new from $8.98 Parenting & Relationships Politics & Social Sciences Professional & Technical 4. -
Q4 Investor Letter.Docx
January 23rd, 2013 Dear Fellow Shareholders, Q4 capped a tremendous year for Netflix as Internet TV becomes an ever-growing part of people’s lives: ● we added nearly 10 million global streaming members in 2012, ● we grew to over 33 million global streaming members, ● we generated profits for the year 2012, despite large international investments establishing Netflix in 40 countries around the world, and ● we developed several major original series, which debut this year. Our summary results for Q4 2012 follow: (in millions except per share data) Q4 '11 Q1 '12 Q2 '12 Q3 '12 Q4 '12 Domestic Streaming: Net Subscription Additions 0.22 1.74 0.53 1.16 2.05 Total Subscriptions 21.67 23.41 23.94 25.10 27.15 Paid Subscriptions 20.15 22.02 22.69 23.80 25.47 Revenue $ 476 $ 507 $ 533 $ 556 $ 589 Contribution Profit $ 52 $ 67 $ 83 $ 91 $ 109 Contribution Margin 10.9 % 13.2 % 15.6 % 16.4 % 18.5 % International Streaming: Net Subscription Additions 0.38 1.21 0.56 0.69 1.81 Total Subscriptions 1.86 3.07 3.62 4.31 6.12 Paid Subscriptions 1.45 2.41 3.02 3.69 4.89 Revenue $ 29 $ 43 $ 65 $ 78 $ 101 Contribution Profit (Loss) $ (60 ) $ (103 ) $ (89 ) $ (92 ) $ (105 ) Domestic DVD: Net Subscription Additions (2.76 ) (1.08 ) (0.85 ) (0.63 ) (0.38 ) Total Subscriptions 11.17 10.09 9.24 8.61 8.22 Paid Subscriptions 11.04 9.96 9.15 8.47 8.05 Revenue $ 370 $ 320 $ 291 $ 271 $ 254 Contribution Profit $ 194 $ 146 $ 134 $ 131 $ 128 Contribution Margin 52.4 % 45.6 % 46.0 % 48.2 % 50.1 % Global: Revenue $ 876 $ 870 $ 889 $ 905 $ 945 Net Income (Loss) $ 35 $ (5 ) $ 6 $ 8 $ 8 EPS $ 0.64 $ (0.08 ) $ 0.11 $ 0.13 $ 0.13 Free Cash Flow $ 34 $ 2 $ 11 $ (20 ) $ (51 ) Shares (FD) 55.4 55.5 58.8 58.7 59.1 1 Domestic Streaming We added more than 2 million members in Q4 to end the year with over 27 million domestic members. -
Disruptive Innovators
3 Disruptive Innovators Introduction At this point in time, any examination of the classic Hollywood model of film distribution seems to be sorrowfully out of date. Ostensibly it might appear unquestionable that the distribution sector of the global film industry has been revolutionised in recent years. This surface image would seem to suggest that this transformation has ushered in an era of plenty, where a whole host of films and TV shows (not to mention books, computer games, web series and so on) are available within the blink of an eye. Furthermore, if we count the developing informal (and often illegal) channels of online distribution facilitated by the growth of the Internet, then the last 10–15 years has witnessed an explosion in the availability of films and TV programmes for audiences. At least, this is how it seems, and arguably there is some truth in this assessment of the current media distribution environment. However, I would argue that this veritable smörgåsbord of content is not universally available, nor is it presented in an unmediated form where audiences are free to pick and choose the content that interests them. As Finola Kerrigan has suggested, ‘on demand distribution is not the free for all panacea that some claim, as the structural impediments of the global film industry still prevail to a certain extent’ (2013). It is important to acknowledge that our film-viewing decisions are funnelled, curated and directed by these new mechanisms of online dis- tribution. As much as our film choice was once limited by the titles available in the high street video rental store or through our cable TV provider, online on-demand options are still shaped by the con- tracts and marketing arrangements discussed within Chapter 1 of this book. -
Liberty Mutual Exhibit 1015
TIMELINE 2012 July Introduces GameCircle Introduces Game Connect Opens Portal for International Mobile App Distribution June Amazon Publishing Acquires Avalon Books May Amazon Studios to Develop Original Comedy and Children’s Series for Amazon Instant Video April Announces First Quarter Sales up 34% to $13.18 Billion Introduces AmazonSupply Amazon Web Services Introduces AWS Marketplace Introduces eBooks Kindle en Español March Acquires Kiva Systems, Inc. February Launches Sports Collectibles Store January Announces Fourth Quarter Sales up 35% to $17.43 Billion Amazon Web Services Launches Amazon DynamoDB 2011 December Amazon Web Services Launches Brazil Datacenters for Its Cloud Computing Platform Introduces KDP Select Amazon Publishing to Acquire Marshall Cavendish US Children’s Books Titles Page 000001 November Introduces The Kindle Owners’ Lending Library October Announces Third Quarter Sales up 44% to $10.88 Billion September Introduces Amazon Silk Introduces Kindle Fire, Kindle Touch and Kindle Touch 3G Kindle Books Available at Thousands of Local Libraries August Amazon Web Services Announces Global Rollout of Amazon Virtual Private Cloud (Amazon VPC) Introduces Kindle Cloud Reader July Announces Second Quarter Sales up 51% to $9.91 Billion Endless.com Announces International Shipping to over 50 Countries Worldwide AT&T to Sponsor Kindle 3G June Launches AmazonLocal John Locke Becomes First Independently Published Author to Join the "Kindle Million Club" May Announces MYHABIT.COM Amazon.com Now Selling More Kindle Books Than Print -
July 26, 2012—Amazon.Com, Inc. (NASDAQ: AMZN) Today Announced Financial Results for Its Second Quarter Ended June 30, 2012
AMAZON.COM ANNOUNCES SECOND QUARTER SALES UP 29% TO $12.83 BILLION SEATTLE—(BUSINESS WIRE)—July 26, 2012—Amazon.com, Inc. (NASDAQ: AMZN) today announced financial results for its second quarter ended June 30, 2012. Operating cash flow was $3.22 billion for the trailing twelve months, compared with $3.21 billion for the trailing twelve months ended June 30, 2011. Free cash flow decreased 40% to $1.10 billion for the trailing twelve months, compared with $1.83 billion for the trailing twelve months ended June 30, 2011. Common shares outstanding plus shares underlying stock-based awards totaled 468 million on June 30, 2012, consistent with 468 million one year ago. Net sales increased 29% to $12.83 billion in the second quarter, compared with $9.91 billion in second quarter 2011. Excluding the $272 million unfavorable impact from year-over-year changes in foreign exchange rates throughout the quarter, net sales would have grown 32% compared with second quarter 2011. Operating income was $107 million in the second quarter, compared with $201 million in second quarter 2011. The unfavorable impact from year-over-year changes in foreign exchange rates throughout the quarter on operating income was $8 million. Net income decreased 96% to $7 million in the second quarter, or $0.01 per diluted share, compared with net income of $191 million, or $0.41 per diluted share, in second quarter 2011. The second quarter 2012 includes $65 million of estimated net loss related to the acquisition and integration of Kiva Systems, Inc. “Amazon Prime is now the best bargain in the history of shopping – that is not hyperbole,” said Jeff Bezos, founder and CEO of Amazon.com. -
Amazon Should Replace Local Libraries to Save Taxpayers Money Forbes
Amazon Should Replace Local Libraries to Save Taxpayers Money Forbes Panos Mourdoukoutas, contributor Amazon should open their own bookstores in all local communities. They can replace local libraries and save taxpayers lots of money, while enhancing the value of their stock. There was a time local libraries offered the local community lots of services in exchange for their tax money. They would bring books, magazines, and journals to the masses through a borrowing system. Residents could borrow any book they wanted, read it, and return it for someone else to read. They also provided residents with a comfortable place they could enjoy their books. They provided people with a place they could do their research in peace with the help of friendly librarians. Libraries served as a place where residents could hold their community events, but this was a function they shared with school auditoriums. There’s no shortage of places to hold community events. Libraries slowly began to service the local community more. Libraries introduced video rentals and free internet access. The modern local library still provides these services, but they aren’t for free. Homeowners have to be financed by taxpayers in form of a “library tax.” It is usually added to school taxes, which in some communities are already high. Meanwhile, they don’t have the same value they used to. The reasons why are obvious. One such reason is the rise of “third places” such as Starbucks. They provide residents with a comfortable place to read, surf the web, meet their friends and associates, and enjoy a great drink. -
Catch Me If You Can: Effectiveness And
Catch Me if You Can: Effectiveness and Consequences of Online Copyright Enforcement Luis Aguiar, Jörg Claussen, and Christian Peukert Journal article (Accepted manuscript*) Please cite this article as: Aguiar, L., Claussen, J., & Peukert, C. (2018). Catch Me if You Can: Effectiveness and Consequences of Online Copyright Enforcement. Information Systems Research, 29(3), 656–678. DOI: 10.1287/isre.2018.0778 DOI: 10.1287/isre.2018.0778 * This version of the article has been accepted for publication and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the publisher’s final version AKA Version of Record. Uploaded to CBS Research Portal: February 2019 Catch Me if You Can: Effectiveness and Consequences of Online Copyright Enforcement∗ Luis Aguiar1 J¨orgClaussen2,3 Christian Peukert4 1European Commission - Joint Research Center - Digital Economy Unit, [email protected] 2LMU Munich - Institute for Strategy, Technology and Organization, [email protected] 3Copenhagen Business School - Department of Innovation and Organizational Economics 4UCP - Cat´olicaLisbon School of Business and Economics, [email protected], corresponding author. Accepted version, January 17, 2018 Abstract We evaluate the unexpected shutdown of kino.to, a major platform for unlicensed video stream- ing in the German market. Using highly disaggregated clickstream data in a difference-in- differences setting, we compare the web behavior of 20,000 consumers in Germany and three control countries. We find that this intervention was not very effective in reducing unlicensed consumption or encouraging licensed consumption, mainly because users quickly switch to alter- native unlicensed sites.