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Found 26 results

  1. Jeff Bezos first named the company as Cadabra, after the magic slogan “Abra-Cadabra”. When he first mentioned this to his lawyer over the phone, his lawyer misheard it as “Cadaver ???” . Bezos knew right then, that the name would not stick. Bezos had the customer-centric approach to the business, right from the start. So, he had proposed to change the name to “Relentless Inc”, a way of saying that the company would be relentless in its approach to customer satisfaction. In 1994, the company’s then de-facto CTO was Shel Kaphan. He was not very amused by the proposal. So, Bezos continued to look for options for the company name. In the 1990s, the number of websites were finite, and countable by humans. The websites were sorted alphabetically on the “internet directory” of those days. After a bunch of research, Bezos settled on Amazon Inc for two reasons - Amazon river has the largest collection of flora and fauna in the world. Amazon Inc will represent the largest collection of retail items on the internet Amazon-dot-com will appear in the first pages of the internet directory, making it easier to attract users and customers. Source
  2. Amazon's done it to books. And electronics. And clothing. Now it wants to rule the grocery aisles.
  3. Just think what we could do if we all shopped on smile.amazon.com and designated the Watchtower Bible & Tract Society as our charity. I did this over a year ago and, well, my purchases sent $73.45 to the society. But with others, we have contributed $21,439.23 to the society - that could build two kingdom halls in Africa!! Spread the word to use this feature and switch to smile.amazon.com
  4. From the company that brought you the option of letting a courier inside your homecomes a new service: package delivery inside your car. Amazon is expanding its in-home delivery service called Key to include deliveries to trunks and back seats of cars. The service is available only to Amazon Prime members in 37 cities who have a 2015 or newer Chevrolet, Buick, GMC, Cadillac or Volvo with an active OnStar or Volvo On Call account. Essentially, these are already connected cars that can be remotely unlocked — in this case for package delivery, which Amazon promises within a four-hour window. The shopper has to confirm that they've parked within range of the delivery location — in a publicly accessible area — and can track the progress through the Amazon Key app. Amazon has devoted much effort to figuring out how to stop its packages from being stolen from porches and public spaces, which is costing the company a pretty penny. With in-car service, Amazon can use shoppers' cars as secure mail drop boxes. Amazon, which recently started an offer to deliver packages inside people's homes, now offers to deliver inside people's cars. Amazon Read more:Â
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  5. Want to increase sales? Give your customers what they want! How do you know what your customers want? This can be a difficult and expensive process of trial and error! Well, NOT if you have hungry “guinea pigs” willing to pay YOU, while they share all their trade secrets with you! Meet a $400 million dollar[1] business called Amazon Basics. In 2016, there were over 100,000 sellers[2] with sales of more than $100,000 selling on Amazon. Shoppers ordered more than 28 million items from third-party sellers during 2016.[3] To answer your question: What’s the dirty tactic? Amazon “invites” you to sell on their marketplace. You hustle. You innovate. You test the market. You risk your time and money. Until FINALLY you nail it! After weeks or months of hard work you finally find the right product at the right price… SUCCESS! You start making money! Everything is amazing… But “someone” has been watching you! The “owner” of YOUR customers has been collecting ALL your data. Watching your progress, your growth, your competitors, your margins, your shipping costs, etc. THANK YOU FOR PARTICIPATING! Amazon will copy your product. Add their private label “Amazon Basics” to it. Sell it at an unbeatable price. Attach FREE Amazon Prime shipping to it. Position the exposure of their product on their website b better than yours. In a matter of days, you will be OUT of business! THANK YOU FOR PARTICIPATING IN AMAZON MARKETPLACE! Footnotes [1] http://mypbrand.com/2017/12/20/a... [2] https://www.businesswire.com/new... [3] Amazon’s Third-Party Sellers Had Record-Breaking Sales in 2016 https://www.quora.com/What-dirty-business-tactics-do-you-know
  6. Amazon is testing a service that provides two-hour deliveries directly from Whole Foods stores, the tech giant’s latest push toward selling groceries in a way that allows customers to avoid physical stores altogether. According to the Seattle Times,Prime account holders in Austin, Dallas, Cincinnati, and Virginia Beach can order items online and an employee will go and remove them from the shelves at his or her Whole Foods. (You thought Whole Foods employees had a lot to cry about right now …) A Prime courier will then collect and deliver the items in the one- or two-hour time window, the website promises. Amazon says it’s already working on expanding. Photo: Patrick T. Fallon/Bloomberg via Getty Images
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  7. If you thought Amazon’s retail domination would slow down any time soon, you were mistaken. Just a day after it announced it’ll let Prime shoppers try on clothing at home for free before charging them, Goldman Sachs notified clients that Amazon is inching toward a wholesale partnership with Nike. Until now, Nike has only been available on Amazon through third-party sellers. Competitors Adidas and Under Armour already sell directly to Amazon, but Nike is one of the many brands that have held out, likely because of Amazon’s rampant counterfeit problem. According to Goldman Sachs, Nike is “close to commencing a direct relationship selling product on Amazon.com.” This partnership could give Nike $300 million to $500 million more in revenue. As Gordon Haskett analyst Chuck Grom notes, the impact of this new partnership would be devastating to other stores. It could essentially wipe out a massive chunk of business for struggling department stores like Kohl’s and J.C. Penney, which are in a dire state and rely on business from popular and approachable brands like Nike. Stores like Dick’s Sporting Goods and Foot Locker, businesses that mainly rely on a brand like Nike, could also see colossal effects. Read more:
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  8. Andy Rubin said Wednesday that his new startup's anticipated Essential Phone is now "in full mass production" and he plans to announce next week when the $699 device will become available. The phone's launch is delayed after Rubin, the creator of Google's Android, first promised a June release. So, to prove that Essential's first product is in fact coming soon, Rubin posted three pictures on Twitter of the production of the phones. Read more:
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  9. Amazon is giving a price break on its prime service to low-income consumers on food stamps and other government assistance. Customers who receive benefits such as the Supplemental Nutrition Assistance Program, or food stamps, can pay $5.99 per month for membership, which would include free shipping and unlimited streaming of movies and TV shows with Prime Video. Customers will need to qualify for the discount by having a valid EBT card, which are typically used to disburse funds for food stamps and other government aid programs, such as the Temporary Assistance for Needy Families (TANF.) More:
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  10. Amazon is customer-obsessed to the point that everyone has to be able to work in a call center. As part of a training session each year, Jeff Bezos asks thousands of Amazon managers, including himself, to attend a two-day call center training program. In the early days, Bezos had brought an empty chair to the meetings and informed his top executives that they should consider the empty seat as being occupied by a customer, who is "the most important person in the room."
  11. Amazon is dominating the voice-controlled speaker market, according to a new forecast from eMarketer out this morning. The maker of the Echo-branded speakers will have 70.6 percent of all voice-enabled speaker users in the U.S. this year – well ahead of Google Home’s 23.8 percent and other, smaller players like Lenovo, LG, Harmon Kardon, and Mattel, who combined only account for 5.6 percent of users. The new report backs up another from VoiceLabs released in January, which also found that Amazon was leading the voice-first device market, thanks to Echo’s popularity. While the market itself is not expected to be a winner-take-all scenario, competitors like Amazon and Google will win entire homes, as most consumers have said they wouldn’t consider buying a competing device once they already own one voice-controlled speaker. Continue reading
  12. A handful of apps are no longer supported on the Apple Watch, according to a report by Apple Insider. Major apps like Google Maps, Amazon, and eBay appear to have quietly abandoned the Apple Watch App Store, without giving a heads-up or providing any explanation to users. AI reports that Google pulled support for its Maps app on watchOS a few weeks ago, while recent updates to the Amazon and eBay apps no longer reference support for the Apple Watch. Other affected apps include Target (the main one, not its coupon app Cartwheel) and TripAdvisor. A TripAdvisor thread dating back to February questioned the changes, but users said they emailed technical support and received no response. Continue reading
  13. Amazon has the potential to meet the expectations of investors. But success will bring a big problem AMAZON is an extraordinary company. The former bookseller accounts for more than half of every new dollar spent online in America. It is the world’s leading provider of cloud computing. This year Amazon will probably spend twice as much on television as HBO, a cable channel. Its own-brand physical products include batteries, almonds, suits and speakers linked to a virtual voice-activated assistant that can control, among other things, your lamps and sprinkler. Yet Amazon’s shareholders are working on the premise that it is just getting started. Since the beginning of 2015 its share price has jumped by 173%, seven times quicker than in the two previous years (and 12 times faster than the S&P 500 index). With a market capitalisation of some $400bn, it is the fifth-most-valuable firm in the world. Never before has a company been worth so much for so long while making so little money: 92% of its value is due to profits expected after 2020. That is because investors anticipate both an extraordinary rise in revenue, from sales of $136bn last year to half a trillion over the next decade, and a jump in profits. The hopes invested in it imply that it will probably become more profitable than any other firm in America. Ground for scepticism does not come much more fertile than this: Amazon will have to grow faster than almost any big company in modern history to justify its valuation. Can it possibly do so? It is easy to tick off some of the pitfalls. Rivals will not stand still. Microsoft has cloud-computing ambitions; Walmart already has revenues nudging $500bn and is beefing up online. If anything happened to Jeff Bezos, Amazon’s founder and boss, the gap would be exceptionally hard to fill. But the striking thing about the company is how much of a chance it has of achieving such unprecedented goals A new sort of basket-case This is largely due to the firm’s unusual approach to two dimensions of corporate life. The first of these is time. In an era when executives routinely whinge about pressure to produce short-term results, Amazon is resolutely focused on the distant horizon. Mr Bezos emphasises continual investment to propel its two principal businesses, e-commerce and Amazon Web Services (AWS), its cloud-computing arm. In e-commerce, the more shoppers Amazon lures, the more retailers and manufacturers want to sell their goods on Amazon. That gives Amazon more cash for new services—such as two-hour shipping and streaming video and music—which entice more shoppers. Similarly, the more customers use AWS, the more Amazon can invest in new services, which attract more customers. A third virtuous circle is starting to whirl around Alexa, the firm’s voice-activated assistant: as developers build services for Alexa, it becomes more useful to consumers, giving developers reason to create yet more services. So long as shareholders retain their faith in this model, Amazon’s heady valuation resembles a self-fulfilling prophecy. The company will be able to keep spending, and its spending will keep making it more powerful. Their faith is sustained by Amazon’s record. It has had its failures—its attempt to make a smartphone was a debacle. But the business is starting to crank out cash. Last year cashflow (before investment) was $16bn, more than quadruple the level five years ago. If Amazon’s approach to time-frames is unusual, so too is the sheer breadth of its activities. The company’s list of current and possible competitors, as described in its annual filings, includes logistics firms, search engines, social networks, food manufacturers and producers of “physical, digital and interactive media of all types”. A wingspan this large is more reminiscent of a conglomerate than a retailer, which makes Amazon’s share price seem even more bloated: stockmarkets typically apply a “conglomerate discount” to reflect their inefficiencies. Many of these services support Amazon’s own expansion and that of other companies. The obvious example is AWS, which powers Amazon’s operations as well as those of other firms. But Amazon also rents warehouse space to other sellers. It is building a $1.5bn air-freight hub in Kentucky. It is testing technology in stores to let consumers skip the cash register altogether, and experimenting with drone deliveries to the home. Such tools could presumably serve other customers, too. Some think that Amazon could become a new kind of utility: one that provides the infrastructure of commerce, from computing power to payments to logistics. A giant cannot hide And here lies the real problem with the expectations surrounding Amazon. If it gets anywhere close to fulfilling them, it will attract the attention of regulators. For now, Amazon is unlikely to trigger antitrust action. It is not yet the biggest retailer in America, its most mature market. America’s antitrust enforcers look mainly at a firm’s effect on consumers and pricing. Seen through this lens, Amazon appears pristine. Consumers applaud it; it is the most well-regarded company in America, according to a Harris poll. (AWS is a boon to startups, too.) But as it grows, so will concerns about its power. Even on standard antitrust grounds, that may pose a problem: if it makes as much money as investors hope, a rough calculation suggests its earnings could be worth the equivalent of 25% of the combined profits of listed Western retail and media firms. But regulators are also changing the way they think about technology. In Europe, Google stands accused of using its clout as a search engine to extend its power to adjacent businesses. The comparative immunity from legal liability of digital platforms—for the posting of inflammatory content on Facebook, say, or the vetting of drivers on Uber—is being chipped away. Amazon’s business model will also encourage regulators to think differently. Investors value Amazon’s growth over profits; that makes predatory pricing more tempting. In future, firms could increasingly depend on tools provided by their biggest rival. If Amazon does become a utility for commerce, the calls will grow for it to be regulated as one. Shareholders are right to believe in Amazon’s potential. But success will bring it into conflict with an even stronger beast: government.
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  14. Preaching in the Amazon region in Brazil. Photo shared by @likke_miller View the full article
  15. If you go to Amazon Smile, log in, and pick "change your charity" in the Your Account page, you can search for charities. WTBS of Brooklyn is there, as are many assembly halls and congregations.

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