The Case for Drill-Ready Cloud Computing
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Joy Rice Pg 33 Pg 62 Supply Chain Support DIRECTOR, Asia-Pacific, Diageo
Connect. Communicate. Collaborate. MICA(P) 189/01/2013 | MAY/JUNE 2014 SThe Magazineupply for Supply Chain & Logistics Professionals inC Asia hain ASIA COMPETING IN today’s dynamic retail market place PG 25 indonesia 2014: IMPACT OF ELECTION RACE ON THE ECONOMY PG 18 A SALUTE to smes JOY RICE PG 33 PG 62 SUPPLY CHAIN SUPPORT DIRECTOR, ASIA-PACIFIC, DIAGEO ISSN 1793 5377 AHOY, MARITIME PG 27 www.supplychainasia.org Retail & e-Commerce Asia 2014 Limited Complimentary Seats for 26 June 2014 | 9.30 am – 4.30 pm | Endorsers & Overview Premier The evolution of the Internet has created a new fast growing industry with more commercial activities being performed online and more consumers opting to shop online. Today, e-Commerce has grown to be a powerful force in the retail supply chain industry and is set to enjoy even stronger growth in the near future. In 2013, there was more than $638m in investments made into companies addressing mobile commerce in Asia. With online marketers seeing great potential, 2014 is definitely poised to be a big year for e-commerce in Asia. Details Supply Chain Asia’s Retail & e-Commerce 2014 aims to discuss the trends and to encourage knowledge DATE: 26 June 2014 sharing on how companies effectively manage their supply chain and retail & e-Commerce platforms. TIME: 9.30 am – 4.30 pm Through panel discussions, SCA hopes that attendees can generate possible innovations to improve the retail and e-Commerce supply chain and logistics processes. VENUE: Mandarin Orchard Programme Singapore 9.30 am – 10.30 am Registration -
Merger Policy in Digital Markets: an Ex Post Assessment 3 Study Is to Undertake a Less Common Form of Ex Post Assessment
Journal of Competition Law & Economics, 00(00), 1–46 doi: 10.1093/joclec/nhaa020 MERGER POLICY IN DIGITAL MARKETS: AN EX Downloaded from https://academic.oup.com/jcle/advance-article/doi/10.1093/joclec/nhaa020/5874037 by guest on 18 December 2020 POST ASSESSMENT† Elena Argentesi,∗Paolo Buccirossi,†Emilio Calvano,‡ Tomaso Duso,§,∗ & Alessia Marrazzo,¶ & Salvatore Nava† ABSTRACT This paper presents a broad retrospective evaluation of mergers and merger decisions in markets dominated by multisided digital platforms. First, we doc- ument almost 300 acquisitions carried out by three major tech companies— Amazon, Facebook, and Google—between 2008 and 2018. We cluster target companies on their area of economic activity providing suggestive evidence on the strategies behind these mergers. Second, we discuss the features of digital markets that create new challenges for competition policy. By using relevant case studies as illustrative examples, we discuss theories of harm that have been used or, alternatively, could have been formulated by authorities in these cases. Finally, we retrospectively examine two important merger cases, Facebook/Instagram and Google/Waze, providing a systematic assessment of the theories of harm considered by the UK competition authorities as well as evidence on the evolution of the market after the transactions were approved. We discuss whether the competition authority performed complete and careful analyses to foresee the competitive consequences of the investigated mergers and whether a more effective merger control regime can be achieved within the current legal framework. JEL codes: L4; K21 ∗ Department of Economics, University of Bologna † Lear, Rome ‡ Department of Economics, University of Bologna, Toulouse School of Economics and CEPR, London § Deutsches Institut fuer Wirtschaftsforschung (DIW Berlin), Department of Economics, Tech- nical University (TU) Berlin, CEPR, London and CESifo, Munich ¶ Lear, Rome and Department of Economics, University of Bologna ∗ Corresponding author. -
Entering New Markets and Diversifying Business the Role of Amazon’S Acquisitions in International Growth and Development
No. 69 – August 2019 Entering New Markets and Diversifying Business The Role of Amazon’s Acquisitions in International Growth and Development Stefan Schmid Sebastian Baldermann No. 69 – August 2019 Entering New Markets and Diversifying Business The Role of Amazon’s Acquisitions in International Growth and Development Stefan Schmid Sebastian Baldermann AUTHORS Prof. Dr. Stefan Schmid Chair of International Management and Strategic Management ESCP Europe Business School Berlin Heubnerweg 8-10, 14059 Berlin Germany T: +49 (0) 30 / 3 20 07-136 F: +49 (0) 30 / 3 20 07-107 [email protected] Sebastian Baldermann, M.A. ISSN: 1869-5426 Department of International Management and Strategic Management EDITOR ESCP Europe Business School Berlin © ESCP Europe Wirtschaftshochschule Berlin Heubnerweg 8-10, 14059 Berlin Heubnerweg 8-10, 14059 Berlin, Germany Germany T: +49 (0) 30 / 3 20 07-0 T: +49 (0) 30 / 3 20 07-191 F: +49 (0) 30 / 3 20 07-111 F: +49 (0) 30 / 3 20 07-107 [email protected] [email protected] www.escpeurope.eu ESCP Europe, Working Paper No. 69 – 08/19 ABSTRACT: E-commerce has grown considerably in recent decades and has had a disruptive impact on the retail industry. In this context, Amazon, one of the major players in (online) retailing and beyond, has been able to expand its business activities continuously in many countries. The present case study sheds light on the internationalization of Amazon, with a particular focus on the company’s acquisitions. The study illustrates that Amazon’s acquisitions over the last decades had two major objectives. First, acquisitions helped Amazon enter new markets and strengthen its presence in specific regions. -
The Top 10 Alternative Sources for Goodreads
Supplemental Content to the article “Goodreads: Social Media Meets Readers Advisory,” appearing in the July/August 2013 issue of Online Searcher (Vol. 37, No. 4), pp. 38–41. SEARCHER’S VOICE The Top 10 Alternative Sources for Goodreads any libraries are now using existing social media systems for book recommendations as a way to Mengage with their users and move into the new work of social book recommendation. A quick poll of information professionals, who have decided to look beyond Goodreads for some good reads, brings up some interesting options. Here are the top suggestions from the pros. Bookish BookLikes and find other interesting blogs, bookish.com/home booklikes.com writers and avid readers.” This is a new, widely hyped project of It has the same look and feel as three well-known publishers, hoping Goodreads and allows for similar i09 Book Club to more directly connect authors and functions in organizing, sharing, io9.com/tag/io9-book-club readers through their publishers. and rating books with a strong social “io9 is a daily publication that “Bookish taps the expertise of authors, sensibility. “BookLikes gathers book covers science, science fiction, their editors and their publishers to lovers, book bloggers, reviews, writers and the future.” Its book club find you the best reads. Tell us which and avid readers from all over the operates as an online book books you like and we’ll show you world who can share their reviews discussion that often includes more like them.” and other writings, reading updates the book’s author as well. > JUL | AUG 2013 ONLINE SEARCHER SUPPLEMENTAL CONTENT SC1 IndieBRAG ratings and other social aspects. -
(GAFAM) More Successful Than Non-Tech Bidders?
Grande Ecole Majeure Finance – Master in International Finance Master’s Thesis Acquiring technology companies: Are Google, Amazon, Facebook, Apple and Microsoft (GAFAM) more successful than non-tech bidders? Authors: Giacomo Genzini Simona Kepalaitė Supervisor: Prof. Aram Attar Paris, June 2018 ABSTRACT In this paper, we compare the relative success of Google, Amazon, Facebook, Apple and Microsoft (GAFAM) on one hand, and a range of non-technology companies on the other hand, when acquiring technology targets. We develop a comprehensive definition of technology companies as well as a measure of success for this specific type of acquisition and provide both qualitative and quantitative analyses on a proprietary database covering over 700 deals. We find that – in principle – GAFAM enjoy a small relative advantage, but that its role in predicting success is limited . Instead, we identify four specific factors on which successful technology firm acquisitions depend – regardless of the nature of the acquirer – and we discuss how each may favour GAFAM or traditional buyers. Additional research would be necessary to establish whether these factors also apply to situations in which technology companies acquire non-technology targets. 2 ACKNOWLEDGEMENTS Firstly, we would like to express our gratitude to our alma mater – HEC Paris – without whose education and resources our research would have been much more limited and less insightful. Secondly, we would also like to thank our supervising professor Aram Attar for first suggesting such an interesting research topic and for pointing us in the right direction on multiple occasions. We are also thankful to our friends and families for their support and understanding when we chose to dedicate our time to this research. -
Understanding Amazon: Making the 21St-Century Gatekeeper Safe For
Understanding Amazon: #5 POWER CORPORATE ON SERIES PAPER WORKING Making the 21st-Century Gatekeeper Safe for Democracy Pat Garofalo Matt Stoller Olivia Webb July 2020 AMERICAN ECONOMIC LIBERTIES PROJECT economicliberties.us ABOUT THE AUTHORS PAT GAROFALO Pat Garofalo is the Director of State and Local Policy at the American Economic Liberties Project. Pat is the author of The Billionaire Boondoggle: How Our Politicians Let Corporations and Bigwigs Steal Our Money and Jobs. Prior to joining Economic Liberties, Pat served as managing editor for Talk Poverty at the Center for American Progress. Previously, Pat was assistant managing editor for opinion at U.S. News & World Report and economic policy editor at ThinkProgress, and his work has also appeared in The Atlantic, The Nation, The Guardian, and The Week, among others. MATT STOLLER Matt Stoller is the Director of Research at the American Economic Liberties Project. He is the author of the Simon and Schuster book Goliath: The Hundred Year War Between Monopoly Power and Democracy, which Business Insider called “one of the year’s best books on how to rethink capitalism and improve the economy.” Stoller is a former policy advisor to the Senate Budget Committee and also worked for a member of the Financial Services Committee in the U.S. House of Representatives during the financial crisis. His 2012 law review article on the foreclosure crisis, “The Housing Crash and the End of American Citizenship,” predicted the rise of autocratic political forces, and his 2016 Atlantic article, “How the Democrats Killed their Populist Soul,” helped inspire the new anti-monopoly movement. -
Amazon.Com, Inc. ( / ˈ Æ M Ə Z ɒ N / Or / ˈ Æ M Ə Z Ə N /) Is an American Electronic Commerce Company with Headquarters in Seattle, Washington
Amazon.com, Inc. ( / ˈ æ m ə z ɒ n / or / ˈ æ m ə z ə n /) is an American electronic commerce company with headquarters in Seattle, Washington. It is the largest Internet-based retailer in the United States. [12] Amazon.com started as an online bookstore, but soon diversified, selling DVDs, VHSs, CDs, video andMP3 downloads/streaming, software, video games, electronics, apparel, furniture, food, toys, and jewelry. The company also produces consumer electronics— notably, Amazon Kindle e-book readers, Fire tablets, Fire TV andFire Phone — and is a major provider of cloud computing services. Amazon has separate retail websites for United States, United Kingdom & Ireland, France, Canada, Germany, The Netherlands, Italy, Spain, Australia, Brazil, Japan, China, India and Mexico. Amazon India will soon start offering music, movie and video streaming services in India.[13] Amazon also offers international shipping to certain other countries for some of its products.[14] In 2011, it had professed an intention to launch its websites in Poland[15] and Sweden.[16] Contents [hide] 1 History o 1.1 Acquisitions and investments o 1.2 Investment o 1.3 Subsidiaries 2 Corporate governance 3 Board of directors 4 Merchant partnerships 5 Locations o 5.1 Headquarters o 5.2 Software development centers o 5.3 Customer service centers o 5.4 Fulfillment and warehousing o 5.5 Brick-and-mortar store o 5.6 Other o 5.7 Closed fulfillment, warehousing and customer service locations 6 Products and services o 6.1 Retail goods o 6.2 Consumer electronics o 6.3 Digital content . -
Information Systems Education Journal
Volume 16, No. 1 February 2018 ISSN: 1545-679X Information Systems Education Journal In this issue: 4. Connecting the Dots and Nodes: A Survey of Skills Requested by Employers for Network Administrators Gerard Morris, Metropolitan State University of Denver Janos Fustos, Metropolitan State University of Denver Wayne Haga, Metropolitan State University of Denver 13. Introducing the Cloud in an Introductory IT Course David M. Woods, Miami University Regionals 21. Grit and the Information Systems Student: A Discipline-Specific Examination of Perseverance and Passion for Long Term Goals Nita G. Brooks, Middle Tennessee State University Scott J. Seipel, Middle Tennessee State University 33. A Comparison of Key Concepts in Data Analytics and Data Science Kirby McMaster, Weber State University Brian Rague, Weber State University Stuart L. Wolthuis, Brigham Young University – Hawaii Samuel Sambasivam, Azusa Pacific University 41. The Challenges of Teaching Business Analytics: Finding Real Big Data for Business Students Alexander Y. Yap, North Carolina A&T University Sherrie L. Drye, North Carolina A&T University 51. “Hour of Code”: A Case Study Jie Du, Grand Valley State University Hayden Wimmer, Georgia Southern University Roy Rada, University of Maryland Baltimore 61. ViNEL: A Virtual Networking Lab for Cyber Defense Education Bryan Reinicke, Rochester Institute of Technology Elizabeth Baker, University of North Carolina Wilmington Callie Toothman, GE Digital Technology Information Systems Education Journal (ISEDJ) 16 (1) ISSN: 1545-679X February 2018 __________________________________________________________________________________________________________________________ The Information Systems Education Journal (ISEDJ) is a double-blind peer-reviewed academic journal published by ISCAP (Information Systems and Computing Academic Professionals). Publishing frequency is six times per year. -
Spring 2019 Alumni Class Notes
Alumni Notes Alumni Notes Alumni Notes Policy » Send alumni updates and photographs directly to Class Correspondents. » Digital photographs should be high- resolution jpg images (300 dpi). » Each class column is limited to 650 words so that we can accommodate eight decades of classes in the Bulletin! » Bulletin staff reserve the right to edit, format and select all materials for publication. Class of 1937 James Case 3757 Round Top Drive, Honolulu, HI 96822 [email protected] | 808.949.8272 Carol Chang Yap passed in December 2018. She was known to us, her classmates, as Wai Tor Chang. She changed her name to Carol after her graduation from Punahou. Now there are three in the class of 1937 – myself, Betsy Knudsen Toulon and Deryk Row. Hau’oli La Hanau! Elizabeth “Betty” Spalding ’35 Boynton celebrated her 100th birthday on Dec. 11, 2018, in Class of 1939 th REUNION Honolulu. Her daughter, Elizabeth “Lee” Boynton ’60 Hoxie; her son, Peter Starbird Boynton ’67 and his wife, 80 JUNE 3 – 9, 2019 Tracy Bowman ’73 Boynton, PhD; as well as Lee’s two children from Seattle, Rob Hoxie and Lisa Hunter, were on hand for a birthday dinner and celebration. Betty has two grandchildren and four great-grandchildren who Ethel Twitchell Orr passed away on Oct. 4, live in Seattle. 2018, in Stockton, California. She was 97 years old and lived a very full life. Ethel grew up in Vermont and Hawai‘i, took nurse’s training in Barbara Twitchell ’43 Lewis; and numerous New Hampshire and New York City, and served nieces and nephews. -
Amazon-And-Apple.Pdf
CI 304 Reporting and Communications of Intelligence Amazon Partnership Exercise Articles Apple Innovation Exercise Articles Presented by Heather Hallenbeck Academy of Competitive Intelligence 630.983.5530 www.academyci.com No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means – electronic, mechanical photocopying, recording or otherwise without the permission from the Academy of Competitive Intelligence and Heather Hallenbeck THE AMAZON APPROACH As Amazon enters new spaces, it follows a strategic playbook: First, Amazon introduces a customer-friendly product with a user experience and customer experience superior to that of its competition. This allows the company to build economies of scale, network effects, and leverage for negotiating with other parties (e.g. suppliers). Then, it invests in upfront fixed costs that allow it to function better and provide an outsourced version of services to its customers. We’ve seen this with Fulfilled By Amazon (FBA) and Amazon Web Services (AWS), which allow companies to use traditionally expensive services (warehouses, data centers, etc.) on a rent-to-own basis. By attracting enough users to a platform and offering its own outsourced services, Amazon can then standardize suppliers’ offerings on its platform. This allows it to create transparent and competitive markets for buyers and suppliers. Hiring Atul Gawande to lead its joint healthcare venture with JPM and Berkshire suggests a continuation of this playbook. Gawande is focused -
The Ama-Zōning of America Anticipating Disruption and Using It to Shape Our Cities Justin Robbins, AICP – AV Transportation Planner; HDR Inc
The Ama-zōning of America Anticipating Disruption and Using it to Shape Our Cities Justin Robbins, AICP – AV Transportation Planner; HDR Inc. [email protected] Jason Sudy, AICP – Principal, OHM Advisors [email protected] Kelly Rula – New Mobility, Climate, and Urban Freight specialist; Seattle Department of Transportation [email protected] Rick Stein, AICP – Principal & Owner; Urban Decision Group [email protected] The Ama-zōning of America Anticipating Disruption and Using it to Shape Our Cities Bookstores in America 1994 – 12,607 2017 – 6,663 Total Change -5,944 47 percent Source: Quarterly Census of Employment Source: Flickr (fsse8info) and Wages; U.S. Bureau of Labor Statistics Acquisitions since 1998 (82) PlanetAll MindCorps Inc. Box Office Mojo Yap Safaba Translation Systems Junglee Della.com AbeBooks Kiva Systems Elemental Technologies Bookpages.co.uk Back to Basics Toys Shelfari Teachstreet AppThwack Telebook Ashford.com Reflexive Entertainment Evi NICE IMDb Leep Technology Zappos Avalon Books Curse Inc. Alexa Internet CDNow Lexcycle IVONA Software Biba Systems Accept.com Joyo.com SnapTell Goodreads Cloud9 IDE e-Niche Inc. BookSurge Touchco Liquavista Harvest.ai Drugstore.com Mobipocket.com Woot TenMarks Education Inc. Thinkbox Software GeoWorks CreateSpace.com Quidsi Double Helix Games Do.com Pets.com Smallparts.com BuyVIP comiXology Souq.com LiveBid.com Shopbop Amie Street Twitch Whole Foods Market HomeGrocer.com dpreview.com Toby Press Annapurna Labs GameSparks Gear.com Brilliance Audio LoveFilm 2lemetry Graphiq Tool Crib of the North Audible.com The Book Depository ClusterK Wing.ae Convergence Corporation Fabric.com Pushbutton Shoefitr Body Labs Goo Technologies Blink Home Acquisitions by Year 25 20 15 10 5 0 1998-2000 2001-2005 2006-2010 2011-2015 2016-2017 Acquisitions by Year Whole Foods Market • 2017 • Cost of $13.7 Billion • 504 stores and distribution centers (including Whole Foods 365) • 183 million people within a 30-minute drive (56 percent of U.S. -
Acquisitions of Startups by Digital Firms and Merger Policy
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Philipps Universität Marburg Acquisitions of Startups by Digital Firms and Merger Policy Name: Marinell E. Falcón G. ABSTRACT The rise of the digital economy has brought significant challenges to competition authorities around the world. When it comes to merger control, the authorities have realized that there is an increasing trend in acquisitions of startups by digital firms such as Google, Amazon, Facebook, Apple, and Microsoft (GAFAM). The latest research and reports on this area suggest that the main problem with the acquisition of startups in digital markets is that due to the low-turnover characteristic of the acquired companies, the transactions are not detected by competition authorities for a pre-merger assessment. As a result, it is challenging to distinguish anti-competitive from pro- or neutral competitive acquisitions. The purpose of this research is to contribute to the discussion of the challenges of merger control in the digital economy by addressing the following question: what are the factors that can be considered in the assessment of startup acquisitions by digital firms to identify anti-competitive acquisitions better? Through a literature research and descriptive analysis of the acquisitions of startups undertaken by GAFAM within the last decade, the present research considers that a better assessment of startup acquisitions should take into consideration the characteristics of the digital economy, the incentives of the startups and firms, as well as trends and characteristics of past acquisitions. ACQUISITIONS OF STARTUPS BY DIGITAL FIRMS AND MERGER POLICY TABLE OF CONTENTS 1. Introduction ................................................................................................................... 1 2. Competition challenges in the digital economy .............................................................. 5 2.1 Distinctive characteristics of the digital economy and market concentration ........................