BUSINESS WIRE)—January 28, 2016—Amazon.Com, Inc
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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. -
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. -
Public Hospital District
State of Washington Capital Projects Advisory Review Board (CPARB) PROJECT REVIEW COMMITTEE (PRC) APPLICATION FOR PROJECT APPROVAL To Use the General Contractor/Construction Manager (GC/CM) Alternative Contracting Procedure The CPARB PRC will only consider complete applications: Incomplete applications may result in delay of action on your application. Responses to Questions 1-7 and 9 should not exceed 20 pages (font size 11 or larger). Provide no more than six sketches, diagrams, or drawings under Question 8. Identification of Applicant a) Legal name of Public Body (your organization): Seattle School District No.1 b) Address: 2445 3rd Avenue South, Seattle, WA 98124 c) Contact Person Name: Richard Best Title: Director of Capital Projects and Planning d) Phone Number: 206-252-0647 E-mail: [email protected] 1. Brief Description of Proposed Project a) Name of Project: Alki Elementary School Addition and Renovation b) County of Project Location: King Please describe the project in no more than two short paragraphs. (See Example on Project Description) The proposed project is located at 3010 59th Avenue SW, Seattle, WA 98116, on a 1.45-acre site. The project will build a new multi-story school of approximately 75,000 sq. ft and renovate an existing gymnasium approximately 12,000 sq. ft., to provide permanent space for up to 500 students in grades K-5. The new school will meet the requirements outlined in the District’s elementary educational specifications for 500 students, be organized in learning clusters with classrooms surrounding a learning commons, have secure points of entry and be contextually appropriate for and respectful of the surrounding single-family, residential neighborhood. -
“Jeff, What Does Day 2 Look Like?” That's a Question I Just Got at Our
“Jeff, what does Day 2 look like?” That’s a question I just got at our most recent all-hands meeting. I’ve been reminding people that it’s Day 1 for a couple of decades. I work in an Amazon building named Day 1, and when I moved buildings, I took the name with me. I spend time thinking about this topic. “Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.” To be sure, this kind of decline would happen in extreme slow motion. An established company might harvest Day 2 for decades, but the final result would still come. I’m interested in the question, how do you fend off Day 2? What are the techniques and tactics? How do you keep the vitality of Day 1, even inside a large organization? Such a question can’t have a simple answer. There will be many elements, multiple paths, and many traps. I don’t know the whole answer, but I may know bits of it. Here’s a starter pack of essentials for Day 1 defense: customer obsession, a skeptical view of proxies, the eager adoption of external trends, and high-velocity decision making. True Customer Obsession There are many ways to center a business. You can be competitor focused, you can be product focused, you can be technology focused, you can be business model focused, and there are more. But in my view, obsessive customer focus is by far the most protective of Day 1 vitality. -
25 Book Challenge!
The 2014 25 Book Challenge! Compiled by Paula Bourque www.litcoachlady.com Paula Bourque 2014 Research Supports This! Children get better at reading BY reading. The research shows that children who read more have higher vocabularies, score better on standardized tests, show greater verbal intelligence, demonstrate greater declarative knowledge, have expanded world knowledge, improved memories, have reduced stress and increased empathy So HOW do we get our students to be HIGH VOLUME readers? 1. It becomes the expectation. 2. We create the conditions to make it happen. Paula Bourque 2014 The Expectation If we really want our students to develop lifelong love of reading they need to develop reading habits. In his book Outliers, Malcolm Gladwell examined what factors led to high levels of success. From his research he hypothesized the “10,000 Hour Rule”. His claim was that the key to success was practicing a task for at least 10,000 hours. (That’s 600,000 minutes) If our students only read 20 minutes a day it would take them 30,000 days to meet his criteria (82 years!). If they read for 2 hours a day it would only take 5,000 days! That’s about 13 ½ years. Just about the amount of time we have children in public school. 2 hours a day is not unreasonable for most of our kids, IF we have time in our school days devoted to immersion in reading. I’m not talking the old model of ‘the book flood’ where you just have books available and reading takes place through osmosis. -
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Advances in Social Science, Education and Humanities Research (ASSEHR), volume 75 2016 International Seminar on Education, Innovation and Economic Management (SEIEM 2016) China's Dilemma of Cross-border E-commerce Company Take Amazon China as an Example Zhao Lunan Jin Shui Business School Business School Beijing Institute of Fashion Technology Beijing Institute of Fashion Technology Beijing, China Beijing, China [email protected] [email protected] Abstract—With the continuous extension of information, Chinese market, and eventually we could get some inspiration human beings can always tap the existing business opportunities on that base. and the e-commerce platform is to flourish in the context of the globalization of the Internet. It takes the computer network as II. ABOUT AMAZON CHINA the carrier, and builds a virtual network of transactions between Amazon China is the world's largest e-commerce company sellers and buyers. Since the 1990s, there are many international Amazon branch in China. Amazon China calls for the slogan cross-border Internet platforms such as Amazon, Ebay, Yahoo, which is "every day low-cost, authentic licensed", having been Ubar, etc. with the popularity of computers. They seem to be on the way of internationalization encountered difficulties in China. adhering to the "customer-centric" concept. Amazon China This paper aims to get some inspiration and suggestions about aims to create a reliable online shopping environment for China's dilemma of cross-border e-commerce companies through consumers from the angles of low-cost, selection and analyzing problems of Amazon China as an example. convenience of three areas. Amazon China business concludes books, audio and video, software, movies and other 32 Keywords—electronic commerce platform; Amazon China; categories, up to tens of millions of products. -
E-COMMERCE LOGISTICS in the UNITED STATES Domestic and International Transportation, Warehousing and Fulfillment, Last-Mile Delivery, and Reverse Logistics
E-COMMERCE LOGISTICS IN THE UNITED STATES Domestic and International Transportation, Warehousing and Fulfillment, Last-Mile Delivery, and Reverse Logistics April 2018 Phone: +1-800-525-3915 Website: www.3PLogistics.com Email: [email protected] ABOUT ARMSTRONG & ASSOCIATES, INC. Armstrong & Associates, Inc. (A&A) was established in 1980 to meet the needs of a newly deregulated domestic transportation market. Since then, through its leading third-party logistics (3PL) market research and history of helping companies outsource logistics functions, A&A has become an internationally recognized key information resource for 3PL market research and consulting. A&A’s mission is to have leading proprietary supply chain knowledge and market research not available anywhere else. As proof of its continued work in supporting its mission, A&A’s 3PL market estimates are the most often cited in securities filings by publicly traded 3PLs, media articles and trade publications. In addition, A&A’s email newsletter currently has over 59,000 subscribers globally. A&A’s research complements its consulting activities by providing a continually updated detailed database for analysis. Based upon its unsurpassed knowledge of the 3PL market and the operations of leading 3PLs, A&A has provided strategic planning consulting services to over 30 3PLs, supported 17 closed investment transactions, and provided advice to numerous companies looking to benchmark existing 3PL operations or outsource logistics functions. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopied, recorded or otherwise, without the prior permission of the publisher, Armstrong & Associates, Inc. -
Lux-Recruiting.Pdf
“I love the fact that we really do start with the customer and work backwards: this is particularly evident in our role helping Sellers develop their businesses. We use data to make smart business decisions and, as a Introducing Amazon result, have been able to grow the third party seller business Amazon’s mission is to be the Earth’s most customer-centric company. A significantly. I am part of a truly committed team, which Fortune-500 company based in Seattle, Washington, Amazon was founded by enjoys getting things done and thrives on the variety of Jeff Bezos in 1994 and went online in 1995. Amazon now offers its customers work we do. Amazon definitely gives you the opportunity to everything from books and toys to diamonds and luxury watches. Amazon operates challenge yourself and develop on a frequent basis.” retail websites in many countries, including the United States, Canada, the United Kingdom, Germany, France, Italy, Spain, Japan and China, and there are dozens of LAURA | SELLER SERvicES fulfillment, customer service, and data centers around the world. We’re a company of builders, developing ideas, services and products to make life easier for tens of millions of customers. Progressive thinking and long-term planning got us to where we are and will take us to where we’re going. Our Earth's most customer centric company philosophy of ownership carries through everything we do – from the proprietary technologies we create to the new businesses we launch and grow. Do we think it’s Javari our job to serve our customers? No. -
Amazon, E-Commerce, and the New Brand World
AMAZON, E-COMMERCE, AND THE NEW BRAND WORLD by JESSE D’AGOSTINO A THESIS Presented to the Department of Business Administration and the Robert D. Clark Honors College in partial fulfillment of the requirements for the degree of Bachelor of Arts June 2018 An Abstract of the Thesis of Jesse D’Agostino for the degree of Bachelor of Arts in the Department of Business to be taken June 2018 Amazon, E-commerce, and the New Brand World Approved: _______________________________________ Lynn Kahle This thesis evaluates the impact of e-commerce on brands by analyzing Amazon, the largest e-commerce company in the world. Amazon’s success is dependent on the existence of the brands it carries, yet its business model does not support its longevity. This research covers the history of retail and a description of e-commerce in order to provide a comprehensive understanding of our current retail landscape. The history of Amazon as well as three business analyses, a PESTEL analysis, a Porter’s Five Forces analysis, and a SWOT analysis, are included to establish a cognizance of Amazon as a company. With this knowledge, several aspects of Amazon’s business model are illustrated as potential brand diluting forces. However, an examination of these forces revealed that there are positive effects of each of them as well. The two sided nature of these factors is coined as Amazon’s Collective Intent. After this designation, the Brand Matrix, a business tool, was created in order to mitigate Amazon’s negative influence on both brands and its future. ii Acknowledgements I would like to thank Professor Lynn Kahle, my primary thesis advisor, for guiding me through this process, encouraging me to question the accepted and giving me the confidence to know that I would find my stride over time. -
Amazon Kindle to Our Customers
To our shareowners: November 19, 2007, was a special day. After three years of work, we introduced Amazon Kindle to our customers. Many of you may already know something of Kindle—we’re fortunate (and grateful) that it has been broadly written and talked about. Briefly, Kindle is a purpose-built reading device with wireless access to more than 110,000 books, blogs, magazines, and newspapers. The wireless connectivity isn’t WiFi—instead it uses the same wireless network as advanced cell phones, which means it works when you’re at home in bed or out and moving around. You can buy a book directly from the device, and the whole book will be downloaded wirelessly, ready for reading, in less than 60 seconds. There is no “wireless plan,” no year-long contract you must commit to, and no monthly service fee. It has a paper-like electronic-ink display that’s easy to read even in bright daylight. Folks who see the display for the first time do a double-take. It’s thinner and lighter than a paperback, and can hold 200 books. Take a look at the Kindle detail page on Amazon.com to see what customers think—Kindle has already been reviewed more than 2,000 times. As you might expect after three years of work, we had sincere hopes that Kindle would be well received, but we did not expect the level of demand that actually materialized. We sold out in the first 5 1⁄2 hours, and our supply chain and manufacturing teams have had to scramble to increase production capacity. -
Sarris Nicholas STS Research Paper.Pdf
Amazon and Alibaba: How Cultural Misunderstandings Precede Failure in International Markets A Research Paper submitted to the Department of Engineering and Society Presented to the Faculty of the School of Engineering and Applied Science University of Virginia • Charlottesville, Virginia In Partial Fulfillment of the Requirements for the Degree Bachelor of Science, School of Engineering Nick Sarris Spring, 2020 On my honor as a University Student, I have neither given nor received unauthorized aid on this assignment as defined by the Honor Guidelines for Thesis-Related Assignments Signature: Date: Nicholas Sarris Approved: Date: Sharon Tsai-hsuan Ku, Department of Engineering and Society !1 Table of Contents —————————————————————————————————- 1 - A Fable for Tomorrow ………………………………………………………………………. 3 2 - Introduction …………………………………………………………………………………. 5 3 - Literature Review …………………………………………………………………………… 6 4 - Research Framework ……………………………………………………………………….. 8 4.1 - Cultural Perspectives ………………………….…………………………………… 8 4.2 - Institutional Perspectives ……………………………………………….………… 12 4.3 - Networking Perspectives ..….….…….….….……………………………….…….. 14 5 - Methodology ..……………………………………………………………………………… 15 6 - Data Analysis ……………………………………………………………………………….. 16 6.1 - Founding/Initial Growth (Amazon) ……………………………………………….. 16 6.2 - Founding/Initial Growth (Alibaba) ……………………………………………….. 18 6.3 - Business Models/Management (Amazon) …………………………………………. 21 6.4 - Business Models/Management (Alibaba) …………………………………………. 23 6.6 - Chinese Expansion (Amazon) …………………………………………………….. -
Liberty Mutual Exhibit 1016
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