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All In: Staying the Course on Our Commitment to Sustainability
All In: Staying the Course on Our Commitment to Sustainability Amazon Sustainability • December 2020 • sustainability.aboutamazon.com Table of Contents Introduction: Our World in 2020 3 About 5 Environment 19 People 52 Governance 90 Our World in 2020 WHILE THIS REPORT reflects our work throughout 2019, the world has clearly undergone a massive shift in 2020 with the emergence of COVID-19. We are, first and foremost, focused on the safety of our employees and contractors around the world. It is important that we help our customers through this difficult time, and Amazonians are working around the clock to get necessary supplies delivered directly to the doorsteps of people and organizations who need them. Our Whole Foods Market stores have remained open, providing fresh food and other vital goods for customers. AMAZON EMPLOYEES RECEIVE comprehensive health benefits starting on day one of employment. We are working on building scalable testing for coronavirus. We’ve distributed face masks and implemented temperature checks at sites around the world to help protect employees and support staff, and offer free masks to our Whole Foods Market customers. We regularly sanitize door handles, stairway handrails, lockers, elevator buttons, and touch screens, and disinfectant wipes and hand sanitizer are standard across our network. We also introduced extensive social distancing measures to help protect our associates. In all, we have made over 150 significant process changes in our operations network and Whole Foods Market stores, which we audit frequently, to help teams stay healthy. DURING THIS CRISIS, we’ve added 175,000 new jobs to help meet customer demand for essential products. -
1 of 6 C O R P O R a T E Amazon/Acquisitions the Chart
CORPORATE Amazon/Acquisitions The chart below delineates Amazon’s biggest acquisitions, according to Thomson Reuters Deal Intelligence, as reported by The Wall Street Journal: Company Deal Value (Billions) Whole Foods MarKet $13.70 Zappos.com $1.20 Twitch Interactive $0.97 Kiva Systems $0.78 Souq.com $0.70 Quidsi $0.55 Elemental Technologies $0.30 Atlas Air Worldwide $0.28 Alexa Internet $0.26 Exchange.com $0.25 SoftBanK/Charter In early August, Charter Communications passed on the idea of acquiring Sprint, which is majority owned by SoftBanK, a Japanese telecommunications company. Last week, rumors began to circulate that SoftBank is exploring a complex taKeover of Charter. FAST FOOD Little Caesars/Portal Pizza chain Little Caesars introduce The Pizza Portal, a machine that lets Machine customers who order pies to skip the line, grab their pizza and go in more than a dozen locations in the Tucson (AZ) area. How it worKs: download an app to order and pay for food, receive a three digit or QR code and once in the store enter or scan the code to open a self-service hot box at the shop. GLOBAL Nuclear Warheads Estimated nuclear warhead inventories, as reported by The Wall Street Journal: Country Warheads Country Warheads Russia 7,000 Pakistan 140 U.S. 6,800 India 130 France 300 Israel 80 China 270 North Korea 10* U.K. 215 Pakistan 140 *Projection 1 of 6 MOVIES TicKet Sales According to Nielsen, North American box office ticKet sales are down 2.9% even with ticKet prices higher than the prior year – maKing up for some of the diminished theater attendance. -
The Internet and Drug Markets
INSIGHTS EN ISSN THE INTERNET AND DRUG MARKETS 2314-9264 The internet and drug markets 21 The internet and drug markets EMCDDA project group Jane Mounteney, Alessandra Bo and Alberto Oteo 21 Legal notice This publication of the European Monitoring Centre for Drugs and Drug Addiction (EMCDDA) is protected by copyright. The EMCDDA accepts no responsibility or liability for any consequences arising from the use of the data contained in this document. The contents of this publication do not necessarily reflect the official opinions of the EMCDDA’s partners, any EU Member State or any agency or institution of the European Union. Europe Direct is a service to help you find answers to your questions about the European Union Freephone number (*): 00 800 6 7 8 9 10 11 (*) The information given is free, as are most calls (though some operators, phone boxes or hotels may charge you). More information on the European Union is available on the internet (http://europa.eu). Luxembourg: Publications Office of the European Union, 2016 ISBN: 978-92-9168-841-8 doi:10.2810/324608 © European Monitoring Centre for Drugs and Drug Addiction, 2016 Reproduction is authorised provided the source is acknowledged. This publication should be referenced as: European Monitoring Centre for Drugs and Drug Addiction (2016), The internet and drug markets, EMCDDA Insights 21, Publications Office of the European Union, Luxembourg. References to chapters in this publication should include, where relevant, references to the authors of each chapter, together with a reference to the wider publication. For example: Mounteney, J., Oteo, A. and Griffiths, P. -
AWS Graviton2 for Independent Software Vendors
AWS Graviton2 for Independent Software Vendors How AWS Graviton helps Independent Software Vendors accelerate growth and improve their margins on AWS AWS Graviton2 for Independent Software Vendors How AWS Graviton helps Independent Software Vendors accelerate growth and improve their margins on AWS AWS Graviton2 for Independent Software Vendors: How AWS Graviton helps Independent Software Vendors accelerate growth and improve their margins on AWS Copyright © Amazon Web Services, Inc. and/or its affiliates. All rights reserved. Amazon's trademarks and trade dress may not be used in connection with any product or service that is not Amazon's, in any manner that is likely to cause confusion among customers, or in any manner that disparages or discredits Amazon. All other trademarks not owned by Amazon are the property of their respective owners, who may or may not be affiliated with, connected to, or sponsored by Amazon. AWS Graviton2 for Independent Software Vendors How AWS Graviton helps Independent Software Vendors accelerate growth and improve their margins on AWS Table of Contents AWS Graviton2 for ISVs ...................................................................................................................... 1 Abstract .................................................................................................................................... 1 Introduction ...................................................................................................................................... 2 Background ...................................................................................................................................... -
No Slide Title
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’. -
All In: Staying the Course on Our Commitment to Sustainability
All In: Staying the Course on Our Commitment to Sustainability Amazon Sustainability • June 2020 • sustainability.aboutamazon.co.uk Table of Contents Our World in 2020 3 About 5 Environment 16 People 47 Governance 68 Our World in 2020 WHILE THIS REPORT reflects our work throughout 2019, the world has clearly undergone a massive shift in 2020 with the emergence of COVID-19. We are, first and foremost, focused on the safety of our employees and contractors around the world. It is important that we help our customers through this difficult time, and Amazonians are working around the clock to get necessary supplies delivered directly to the doorsteps of people and organisations who need them. Our Whole Foods Market stores have remained open, providing fresh food and other vital goods for customers. AMAZON EMPLOYEES RECEIVE comprehensive health benefits starting on day one of employment. We are working on building scalable testing for coronavirus. We’ve distributed face masks and implemented temperature checks at sites around the world to help protect employees and support staff, and offer free masks to our Whole Foods Market customers. We regularly sanitise door handles, stairway handrails, lockers, lift buttons and touch screens, and disinfectant wipes and hand sanitiser are standard across our network. We have also introduced extensive social distancing measures to help protect our associates. In all, we have made over 150 significant process changes in our operations network and Whole Foods Market stores, which we audit frequently, to help teams stay healthy. DURING THIS CRISIS, we’ve added 175,000 new jobs to help meet customer demand for essential products. -
The Silicon Six
The Silicon Six and their $100 billion global tax gap December 2019 © Fair Tax Mark 2019 About the Fair Tax Mark The Fair Tax Mark certification scheme was launched in - regulators, investors and municipalities across the UK in 2014, and seeks to encourage and recognise the globe have expressed a desire to support Fair organisations that pay the right amount of corporation tax Tax Mark accreditation (or equivalent) in their at the right time and in the right place. Tax contributions jurisdictions; are a key part of the wider social and economic contribution made by business, helping the communities - there is in many parts of the world an ongoing in which they operate to deliver valuable public services international race to the bottom on tax, and and build the infrastructure that paves the way for growth. this creates a downward pressure on standards everywhere (including in the UK); and More than fifty businesses have now been certified in the UK, including FTSE-listed PLCs, co-operatives, - if no action is taken by civil society, unscrupulous social enterprises and large private business – which accounting and auditing entities will step into the between them have over 7,000 offices and outlets. vacuum and propagate low-bar tax kitemarks. We operate as a not-for-profit social enterprise and believe that companies paying tax responsibly should Further information at: be celebrated, and any race to the bottom resisted. • Website: www.fairtaxmark.net To date, the Fair Tax Mark’s activities have been focused on the UK; however, a new suite of international • Phone: (within UK) 0161 7690427 / standards is now under development. -
Amazon Dynamodb
Dynamo Amazon DynamoDB Nicolas Travers Inspiré de Advait Deo Vertigo N. Travers ESILV : Dynamo Amazon DynamoDB – What is it ? • Fully managed nosql database service on AWS • Data model in the form of tables • Data stored in the form of items (name – value attributes) • Automatic scaling ▫ Provisioned throughput ▫ Storage scaling ▫ Distributed architecture • Easy Administration • Monitoring of tables using CloudWatch • Integration with EMR (Elastic MapReduce) ▫ Analyze data and store in S3 Vertigo N. Travers ESILV : Dynamo Amazon DynamoDB – What is it ? key=value key=value key=value key=value Table Item (64KB max) Attributes • Primary key (mandatory for every table) ▫ Hash or Hash + Range • Data model in the form of tables • Data stored in the form of items (name – value attributes) • Secondary Indexes for improved performance ▫ Local secondary index ▫ Global secondary index • Scalar data type (number, string etc) or multi-valued data type (sets) Vertigo N. Travers ESILV : Dynamo DynamoDB Architecture • True distributed architecture • Data is spread across hundreds of servers called storage nodes • Hundreds of servers form a cluster in the form of a “ring” • Client application can connect using one of the two approaches ▫ Routing using a load balancer ▫ Client-library that reflects Dynamo’s partitioning scheme and can determine the storage host to connect • Advantage of load balancer – no need for dynamo specific code in client application • Advantage of client-library – saves 1 network hop to load balancer • Synchronous replication is not achievable for high availability and scalability requirement at amazon • DynamoDB is designed to be “always writable” storage solution • Allows multiple versions of data on multiple storage nodes • Conflict resolution happens while reads and NOT during writes ▫ Syntactic conflict resolution ▫ Symantec conflict resolution Vertigo N. -
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. -
And Type the TITLE of YOUR WORK in All Caps
THE MATH WARS: COMMUNITIES OF MEANING WITHIN THE CRITICS OF SCHOOL MATHEMATICS REFORMS by PATRICIA ANNE WAGNER (Under the Direction of Jeremy Kilpatrick and AnnaMarie Conner) ABSTRACT Over the course of United States history, there have been numerous attempts to reform school mathematics in order to increase student achievement. Although the methods of reform have varied, a common theme has emerged: The reform encounters a political backlash that forces a retreat into traditional instructional materials and methods. This research study examined the beliefs and motivations of those on one side of the “math wars,” a struggle over the goals and methods for school mathematics that originated in the 1990s. In her policy work, Yannow (2000) described individuals reacting to policies as inhabiting communities of meaning: groups in which “cognitive, linguistic, and cultural practices reinforce each other, to the point at which shared sense is more common than not, and policy-relevant groups become ‘interpretive communities’ sharing thought, speech, practice, and their meanings” (p. 10). I drew upon this interpretation to describe the communities of meaning of those who took a reactive position in the math wars; that is, critics of school mathematics reforms. Using this framework in conjunction with Green’s (1971) and Rokeach’s (1968) interpretations of belief systems, I identified three communities of meaning and described their primary lenses for viewing school mathematics and reforms. These descriptions enabled me to infer each group’s motivation for political activism against the reforms. The findings from this study have implications for the political advocates of reforms, educational researchers, and those charged with implementing school mathematics reforms. -
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.