E-Marketing with Reference to Amazon
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Amazon + Baltimore: Building the American City of Tomorrow
HQ2 @ Amazon + Baltimore: Building the American City of Tomorrow Page 02 Location, location, Let’s talk Building Port location talent Covington Maryland is your It’s ranked in the top The first master- gateway to everywhere five most educated planned smart city regions in the U.S., and is here Page 07 Baltimore businesses Page 25 couldn’t be happier Page 10 /01 A Letter from our Mayor CATHERINE E. PUGH MAYOR OF BALTIMORE Baltimore. This Must Be the Place. Amazon will have a great impact on the city chosen for Amazon HQ2, but that city will have a great impact on Amazon. The right city must have a talented workforce, a passion for innovation, a commitment to diversity and inclusion, and environmentally-friendly and sustainable design. The city you choose will share Amazon’s culture and values; Amazon and its HQ2 city will share in each other’s momentum. Baltimore, as you will see, is a city on the rise like no other. When it comes to Amazon HQ2, I am confident you will agree ‘This Must Be the Place.’ Baltimore is located at the epicenter of talent, education and innovation, borne out of its strategic, central location in the heart of the Northeast Corridor of the United States, and decades of collaboration between government, private enterprise, academia, the military and venture capital. As port and rail traffic blends with fiber-optic connections, makerspaces and tech start- ups, Baltimore is the only city with the grit, history and innovative spirit to lead the synergistic union of American commerce and technology for the 21st century. -
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. -
What They're Saying About Amazon's Long Island City HQ2 Announcement
Date: November 14, 2018 Contact: [email protected] What They’re Saying About Amazon’s Long Island City HQ2 Announcement “I also don’t understand why a company as rich as Amazon would need nearly $2 billion in public money.” New York Post Editorial Board: “Sure looks like Amazon’s Jeff Bezos just fleeced Gov. Andrew Cuomo and Mayor Bill de Blasio as rubes.” “New York is offering vastly more than Virginia for its half of the new Amazon headquarters. What’s up with that? The city and state ponied up nearly $3 billion in grants, credits and so on over 25 years. Down south, Amazon is getting $573 million plus $195 million in infrastructure upgrades. Sure looks like Amazon’s Jeff Bezos just fleeced Gov. Andrew Cuomo and Mayor Bill de Blasio as rubes.” (Editorial Board, New York Post, “The Amazon deal is no win for New Yorkers,” 11.13.2018) Governor Cuomo and New Yorkers paid “more than twice what the other supposed headquarters are paying.” “A company like Amazon could present an opportunity to collect more taxes to fix the crumbling foundation. Instead, Governor Cuomo and Mayor Bill de Blasio made a deal with Jeff Bezos that cost the city more than twice what the other supposed headquarters are paying.” (Cale Guthrie Weissman, Fast Company, “New York got played by Amazon,” 11.13.18) Virginia taxpayers paid "about half of the $61,000 per job that Amazon said it will receive from New York to create the same number of jobs at the site in Long Island City in Queens." "Virginia’s state and local governments agreed to shell out as much as $796 million in tax incentives and infrastructure improvements over the next 15 years in exchange for 25,000 well- paying tech jobs. -
41-1-64-Vlazakis-Pdfa.Pdf (378.1Kb)
Amazon’s Antitrust Fair Play, a Transatlantic Evaluation ANGELOS VLAZAKIS AND ANGELIKI VARELA For the first time after a century, antitrust law has been making head- lines around the country. Amazon, among other technological giants, finds itself in the middle of a cyclone against economic power. This article joins the endeavor of several scholars to understand Amazon’s conduct, but through a different lens. It tries to see the big picture of Amazon’s relevant market of operation, it evaluates indirect and potential competition and reaches the conclusion that the legendary e-retailer has a weak monopoly, if not any monopoly power. Subsequently, the article assesses several doctrines that could sanction Amazon’s market conduct through comparative legal re- search between American and European law to reach the conclusion that a broad interpretation of the current theory would have an adverse impact on social welfare. What if Amazon is a fair market player after all? . Angelos Vlazakis is an Attorney-at-Law; Onassis Foundation Scholar for Anti- trust Law; LL.M., University of Chicago; LL.M. in European Law (hons.) and LL.B. (hons.), National & Kapodistrian University of Athens. Angeliki Varela is an Attorney-at-Law; M.B.A. (hons.), University of Chicago Booth School of Business; LL.M., University of Penn- sylvania; LL.B., National & Kapodistrian University of Athens. The current article is a prod- uct of independent research conducted at the University of Chicago. It represents the opinions of the authors only, and not the position or opinions of the authors’ current employers. We are grateful to Professor Andrew Rosenfield for his meaningful feedback, mentorship and guid- ance throughout the drafting process. -
A Study on Users' Discovery Process of Amazon Echo
A STUDY ON USERS’ DISCOVERY PROCESS OF AMAZON ECHO DOT’S CAPABILITIES by Lingyi Zhang A Thesis Submitted to the Faculty of Purdue University In Partial Fulfillment of the Requirements for the degree of Master of Science Department of Computer Graphics Technology West Lafayette, Indiana May 2019 THE PURDUE UNIVERSITY GRADUATE SCHOOL STATEMENT OF COMMITTEE APPROVAL Dr. Paul Parsons, Chair Department of Computer Graphics Technology Dr. Austin L Toombs Department of Computer Graphics Technology Dr. Mihaela Vorvoreanu Department of Computer Graphics Technology Approved by: Dr. Nicoletta Adamo-Villani Graduate Program Co-Chair Dr. Colin Gray Graduate Program Co-Chair Head of the Graduate Program III ACKNOWLEDGMENTS I would like to thank my committee for helping me refine the thesis topic, giving me suggestions on methods and all the other supports. It has been through a long way since my very first research question. I could not complete this thesis without their help. Thank you. IV TABLE OF CONTENTS LIST OF TABLES ........................................................................................................................ VI LIST OF FIGURES ..................................................................................................................... VII ABSTRACT ............................................................................................................................... VIII INTRODUCTION .................................................................................................. 1 1.1 Statement of Problem -
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. -
Amazon's HQ2 and Economic Development
INSIGHTi Amazon’s HQ2 and Economic Development: Perspectives and Policy Options March 8, 2019 In February 2019, facing political and public opposition, Amazon canceled the New York portion of its planned second headquarters (HQ2). Originally announced in November 2018, HQ2 was going to be split between the Northern Virginia suburbs of Washington, DC, and Long Island City, NY, which Amazon claimed would each gain as many as 25,000 direct jobs as a result. According to its cancelation announcement, Amazon plans to proceed with its Virginia site, along with a smaller third site in Nashville also announced last November that Amazon suggested would generate 5,000 additional jobs. Amazon’s announcement followed an approximately year-long process in which over 238 localities competed to attract HQ2. Overall, reactions to Amazon’s initial announcement were mixed, reflecting contrasting views of economic development prioritizing economic growth on the one hand, and social welfare on the other. While proponents of the Virginia and New York bids celebrated the expected economic and job growth, detractors claimed the value of robust economic incentives—nearly $3 billion in New York, about $750 million in Virginia, and hundreds of millions in additional indirect incentives—would be better used to address poverty and economic inequality. Amazon’s selections also reinforced concerns over “mega- regions” like New York City and Washington, DC, attracting outsized economic gains while other regions plateaued or declined. The debate over HQ2 has led to questions over the justifiability of economic incentives for large corporations like Amazon, how those incentives play out in competition between states and localities, and the role of economic development policies in general. -
JD: Envisioning the Future of Retail
N9-618-051 REV: MAY 18, 2018 FENG ZHU SHIRLEY SUN JD: Envisioning the Future of Retail After celebrating JD’s 13th birthday on June 18, 2017, Richard Liu, the company’s founder, chairman and CEO, observed the construction site outside his office window. JD was the second largest e- commerce company in China by gross merchandise volume (GMV). (See Exhibit 1 on JD’s growth over the years.) The new office building expanded JD’s headquarters in Beijing, China, and symbolized the company’s recent success. June 18 not only marked JD’s founding, it also represented a shopping festival established by the company—and had quickly become one of China’s largest online shopping festivals in addition to the massive Singles’ Day sale on November 11, originally a festival for youths to celebrate their singlehood, as represented by the date’s four single digits “11.11.” From June 1-18, JD offered special promotions followed by other online retailers. In 2017, JD amassed a $17.6 billion in total transaction volume during that period, an increase of over 50% compared to the same period in the previous year.1 As JD challenged Alibaba more directly, Liu had to decide how to generate continued growth. To him, one important competitiveness of JD lay in the company’s self-operated nationwide logistics network and developments in proprietary technologies.2 With control over fulfillment and delivery, JD was able to offer same-or-next-day delivery as a standard service for Chinese consumers, a strategy that had won customers’ hearts over the years.3 This fulfillment capability put JD in the leadership position, even when compared to its US counterparts such as Amazon. -
Performance at Scale with Amazon Elasticache
Performance at Scale with Amazon ElastiCache July 2019 Notices Customers are responsible for making their own independent assessment of the information in this document. This document: (a) is for informational purposes only, (b) represents current AWS product offerings and practices, which are subject to change without notice, and (c) does not create any commitments or assurances from AWS and its affiliates, suppliers or licensors. AWS products or services are provided “as is” without warranties, representations, or conditions of any kind, whether express or implied. The responsibilities and liabilities of AWS to its customers are controlled by AWS agreements, and this document is not part of, nor does it modify, any agreement between AWS and its customers. © 2019 Amazon Web Services, Inc. or its affiliates. All rights reserved. Contents Introduction .......................................................................................................................... 1 ElastiCache Overview ......................................................................................................... 2 Alternatives to ElastiCache ................................................................................................. 2 Memcached vs. Redis ......................................................................................................... 3 ElastiCache for Memcached ............................................................................................... 5 Architecture with ElastiCache for Memcached ............................................................... -
Amazon's Competitive Advantage
The Amazon Amazon’s Network Australia Brazil Canada China France Germany Competitive India Italy Japan Mexico Spain United Kingdom Advantage 6pm East Dane Score deals Designer Men's on fashion brands Fashion Audible Soap.com Download Health, Beauty & April 1, 2014 Audio Books Home Essentials AbeBooks BeautyBar.com Rare Books Prestige Beauty & Textbooks Delivered Fabric TenMarks.com Sewing, Quilting Math Activities & Knitting for Kids & Schools AfterSchool.com Book Depository Kids’ Sports, Outdoor Books With Free & Dance Gear Delivery Worldwide IMDb Vine.com Movies, TV Everything & Celebrities to Live Life Green Alexa Bookworm.com Actionable Analytics Books For Children for the Web Of All Ages Junglee.com Wag.com Shop Online Everything in India For Your Pet Amazon “The Earth’s Most AmazonFresh Casa.com Groceries & More Kitchen, Storage Right To Your Door & Everything Home Customer-Centric Company” Kindle Direct AmazonSupply Publishing Business, Industrial Indie Digital & Scientific Supplies Publishing Made Easy Amazon Local CreateSpace Great Local Deals Indie Print Publishing in Your City Made Easy Look.com Woot! Kids' Clothing Discounts and & Shoes Shenanigans Warehouse Deals Diapers.com Open-Box Everything Discounts But The Baby MYHABIT Yoyo.com Private Fashion A Happy Place Designer Sales To Shop For Toys Amazon Web DPReview Services Digital Scalable Cloud Photography Computing Services Tutorial D203 Shopbop Zappos Group 3 : Katrina Sekhon, Jacob Designer Shoes & Fashion Brands Clothing Blacklock, Kerwin Leung For more information, please visit our blog: Amazon's Competitive Advantage When it first began in the 1990s Amazon aimed to be “The Earth’s Largest Bookseller.” In the past twenty years, its goal has since evolved to being How Does Amazon “The Earth’s most Customer-Centric Company.” This company-wide focus is at the heart of its long-term competitive advantage. -
Amazon, De La Innovación Al Éxito: Un Análisis Desde La Perspectiva Estratégica
FACULTAD DE CIENCIAS ECONÓMICAS Y EMPRESARIALES GRADO EN ADMINISTRACIÓN Y DIRECCIÓN DE EMPRESAS DEPARTAMENTO DE ADMINISTRACIÓN DE EMPRESAS E INVESTIGACIÓN DE MERCADOS (MARKETING) TRABAJO FIN DE GRADO Amazon, de la innovación al éxito: un análisis desde la perspectiva estratégica Tutora: Alumno: Dña. Encarnación Ramos Hidalgo D. David Muñoz Ramos Correo Electrónico: [email protected] / [email protected] Convocatoria de Junio. Curso 2017/2018 RESUMEN EJECUTIVO Partiendo desde los comienzos de la década de los 90, estando muy reciente la caída del Bloque Comunista, la economía se ha caracterizado por una tendencia creciente hacia la globalización, es decir, por una homogeneización de los gustos, necesidades e interdependencias entre todos los países del mundo. Por otra parte, el desarrollo e innovaciones tecnológicas experimentados desde el comienzo del nuevo milenio han revolucionado las comunicaciones y la forma de relacionarnos en todos los ámbitos: social, económico, financiero, etc. (Torrez, 2017). En los albores de este contexto nace Amazon como una humilde empresa dedicada a la venta online de libros. Partiendo de este negocio, y aprovechando las oportunidades que se le presentaba, diversificó sus negocios hasta convertirse en una empresa omnipresente en cualquier sector, contando con un catálogo de productos y servicios descomunal, la cual está destinada a marcar una época en el comercio mundial en el pasado, en el presente y en el futuro por su enorme transcendencia e importancia en el mismo. Para su estudio exhaustivo, nos marcaremos como objetivo principal del presente trabajo analizar Amazon desde tres vertientes interconectadas: la Estrategia Internacional, la Estrategia Tecnológica y el fenómeno de las empresas que, desde su concepción, están creadas para desarrollarse en un contexto global: las denominadas born global. -
Design Perspectives on Delivery Drones
C O R P O R A T I O N Design Perspectives on Delivery Drones Jia Xu For more information on this publication, visit www.rand.org/t/RR1718z2 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2017 RAND Corporation R® is a registered trademark. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Preface Delivery drones may become widespread over the next five to ten years, particularly for what is known as the “last-mile” logistics of small, light items. Companies such as Amazon, Google, the United Parcel Service (UPS), DHL, and Alibaba have been running high-profile experiments testing drone delivery systems, and the development of such systems reached a milestone when the first commercial drone delivery approved by the Federal Aviation Administration took place on July 17, 2015.