Ways Amazon Will Eat Media and Marketing
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Explanation of Items Page 1 of 19 Name of Taxpayer FYE Amazon.Com and Subsidiaries, Inc
Department of the Treasury - Internal Revenue Service Form 886A NOPA I-3 Explanation of Items Page 1 of 19 Name of Taxpayer FYE Amazon.com and Subsidiaries, Inc. 2005 & 2006 COST SHARING PAYMENTS- ADJUSTMENT: FYE 2005 FYE 2006 Issue 1: PER RETURN: $116,092,584 $ 77,297,000 PER EXAM: $139.124.602 $187,186.346 ADJUSTMENT: $ 23.032.018 $1 09.889.346 NOTE: These adjustments reflect the amounts after applying the RAB share for each year. The adjustments increase taxable income. Issue 2: PER INFORMAL CLAIM $ 59,752,000 N/A AMOUNT OF CLAIM DISALLOWED $59.752.000 N/A ADJUSTMENT $ -0- N/A ISSUE: 1. Whether Amazon.com, Inc. (the consolidated entity for U.S. income tax, here forth "Amazon US") properly included all intangible development costs in the cost share pools for tax years 2005 and 2006. Consequently, were the cost sharing payments recognized in 2005 and 2006 arms-length amounts? 2. Whether the taxpayer's informal claim filed on February 25, 2010, should be allowed to reduce the 2005 cost sharing payment. The taxpayer's informal claim requests an adjustment based on a reduction to cost sharing pools as a result of applying a QRE percentage and developer percentage to included Marketing and Technology & Content cost centers. FACTS: Amazon is a Delaware corporation with its principal offices located in Seattle, WA. Together with its subsidiaries, Amazon operates retail websites and offers programs for third parties to sell products on its websites. Amazon was founded in 1994 and opened its first website in July 1995. The company went public with an initial public offering in May 1997. -
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. -
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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. -
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COMPLAINT ( Filing Fee $ 400 Receipt Number 0542
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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 -
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 .................................................. -
In the United States District Court for the Eastern District of Texas Tyler Division
CaseCase 6:06-cv-00452-LED 6:06-cv-00452-LED Document Document 22 27 Filed Filed 02/20/2007 02/26/07 Page Page 1 of 1 15of 15 IN THE UNITED STATES DISTRICT COURT FOR THE EASTERN DISTRICT OF TEXAS TYLER DIVISION INTERNATIONAL BUSINESS ) MACHINES CORPORATION, ) ) Plaintiff, ) Civil Action No. 6:06-cv-452 ) JURY v. ) ) AMAZON.COM, INC., AMAZON ) SERVICES LLC F/K/A AMAZON ) SERVICES, INC. D/B/A AMAZON ) ENTERPRISE SOLUTIONS AND ) AMAZON SERVICES BUSINESS ) SOLUTIONS, AMAZON.COM INT’L ) SALES, INC. D/B/A AMAZON.CO.JP, ) AMAZON EUROPEAN UNION S.À.R.L. ) D/B/A AMAZON.DE, AMAZON.FR AND ) AMAZON.CO.UK, AMAZON SERVICES ) EUROPE S.À.R.L. D/B/A AMAZON.DE, ) AMAZON.FR AND AMAZON.CO.UK, ) AMAZON.COM.CA, INC., A9.COM, INC., ) ALEXA INTERNET D/B/A ALEXA ) INTERNET, INC. AND ALEXA ) INTERNET CORP., INTERNET MOVIE ) DATABASE, INC., CUSTOMFLIX LABS, ) INC., MOBIPOCKET.COM SA, ) AMAZON.COM LLC D/B/A ) ENDLESS.COM, BOP, LLC D/B/A ) SHOPBOP.COM, AMAZON WEB ) SERVICES, LLC, AND AMAZON ) SERVICES CANADA, INC., ) ) Defendants. ) FIRST AMENDED COMPLAINT FOR PATENT INFRINGEMENT Plaintiff International Business Machines Corporation (“IBM”), for its First Amended Complaint for Patent Infringement against Defendants Amazon.com, Inc., Amazon Services LLC f/k/a Amazon Services, Inc. d/b/a Amazon Enterprise Solutions and Amazon Services KING/KAPLAN FIRST AMENDED PATENT COMPLAINT DLI-6098701v2 CaseCase 6:06-cv-00452-LED 6:06-cv-00452-LED Document Document 22 27 Filed Filed 02/20/2007 02/26/07 Page Page 2 of 2 15of 15 Business Solutions, Amazon.com Int’l Sales, Inc. -
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.