Amazon has experienced unprecedented growth and high expectations from investors. While it has the potential to continue growing rapidly in revenue and profits, becoming more profitable than any other American company, its success may attract increased scrutiny from regulators. As Amazon expands into more industries and provides infrastructure for commerce, it could be seen as a utility and face calls for greater regulation. Shareholders are right to believe in Amazon's potential, but its growth may eventually bring it into conflict with government authorities concerned about its growing power.
- About the company
- Mission and Vision Statements
- Amazon's Competitive Advantage
- External Environment that affects the business
- Global and environmental trends
(prepared by NQCI students)
Get Retail Smart - A fresh look at Amazonemmersons1
This week, we take a look at some of Amazon's most recent experiments to see what we could learn about the Everything Store and what it means for businesses across all industries going forward.
Strategies adopted by amazon during the recession along with generic business...Md. Nazmus Sakib
The assignment reflects the generic strategies of Amazon.com. it undertakes to highlights the financial performance of Amazon during the recession and reasons behind the success of that time. Finally, it focuses on the lessons for a manager from its strategies.
Meaning of Logo of Amazon
Product Line of Amazon
Amazon’s Other Services
Problems faced by Amazon
Major Competitors
Competition
Tagline Wars
Business Strategies
Competitors(RIVALRY)
Present scenario in Amazon vs Flipkart vs Snapdeal
- About the company
- Mission and Vision Statements
- Amazon's Competitive Advantage
- External Environment that affects the business
- Global and environmental trends
(prepared by NQCI students)
Get Retail Smart - A fresh look at Amazonemmersons1
This week, we take a look at some of Amazon's most recent experiments to see what we could learn about the Everything Store and what it means for businesses across all industries going forward.
Strategies adopted by amazon during the recession along with generic business...Md. Nazmus Sakib
The assignment reflects the generic strategies of Amazon.com. it undertakes to highlights the financial performance of Amazon during the recession and reasons behind the success of that time. Finally, it focuses on the lessons for a manager from its strategies.
Meaning of Logo of Amazon
Product Line of Amazon
Amazon’s Other Services
Problems faced by Amazon
Major Competitors
Competition
Tagline Wars
Business Strategies
Competitors(RIVALRY)
Present scenario in Amazon vs Flipkart vs Snapdeal
Trends, tips and stats on the current state of e-commerce in the fashion space. Learn more from industry experts on how to optimize your customer experience.
Stiki at Electronic Retailing Association February 2016Robin Shapiro
Keynote presentation by Robin Shapiro, Founder and CEO of Stiki, LLC at the Electronic Retailing Association, February 2016 "Great Ideas Summit" in Orlando, Florida.
Mobile March Keynote-It’s A Great Time To Be Part Of MobileRemainComm
Mark Mosiniak, Director of Business Development, for Best Buy Mobile, shares his thoughts on industry observations, trends and insights and his perspectives on the current and future state of experimentation and innovation at the recent Mobile March mobile event in Minneapolis on March 27th, 2010.
Trends, tips and stats on the current state of e-commerce in the fashion space. Learn more from industry experts on how to optimize your customer experience.
Stiki at Electronic Retailing Association February 2016Robin Shapiro
Keynote presentation by Robin Shapiro, Founder and CEO of Stiki, LLC at the Electronic Retailing Association, February 2016 "Great Ideas Summit" in Orlando, Florida.
Mobile March Keynote-It’s A Great Time To Be Part Of MobileRemainComm
Mark Mosiniak, Director of Business Development, for Best Buy Mobile, shares his thoughts on industry observations, trends and insights and his perspectives on the current and future state of experimentation and innovation at the recent Mobile March mobile event in Minneapolis on March 27th, 2010.
Shlesh Paudel
SPCH-1315
Articles and their sources for persuasive speech
1.The EMPIRE of Everything. (cover story)
Images
Go to all 9 images >>
Authors:
MITCHELL, STACY
Source:
Nation. 3/12/2018, Vol. 306 Issue 7, p22-33. 7p. 4 Color Photographs, 1 Diagram, 3 Graphs.
Document Type:
Article
Subject Terms:
*MONOPOLY capitalism
*ANTITRUST law
Company/Entity:
AMAZON.COM Inc. DUNS Number: 884745530 Ticker: AMZN
AMAZON Web Services Inc.
People:
BEZOS, Jeffrey, 1964-
Abstract:
The article offers information on the e-commerce company Amazon and its alleged monopoly on several markets in the U.S. Topics discussed include the company's chief executive officer (CEO) Jeff Bezos, the cloud computing services provided by Amazon Web Services, and the need for improved antitrust laws in order to prevent a Amazon's monopoly on the market.
Full Text Word Count:
4389
ISSN:
0027-8378
Accession Number:
128001748
Images:
· Show all 9 images
·
·
The EMPIRE of Everything
Full Text
Top of Form
Section:
Features
Amazon is a radically new kind of monopoly that aims to do far more than dominate the market—it aims to become the market.
Chris lampen-crowell started to feel the undertow four years ago. Gazelle Sports, the running-shoe and apparel business he founded in downtown Kalamazoo, Michigan, in 1985, had grown steadily for decades, adding locations in Grand Rapids and Detroit and swelling to some 170 employees. But then, in 2014, sales took a downward turn. From the outside, at least, it was hard to see why. Gazelle Sports was as beloved as ever by local runners. People continued to flock to its free clinics and community runs. And scores of enthusiastic reviews on Google and Yelp, along with an industry ranking as one of the best running-shoe retailers in the country, gave Gazelle Sports and its e-commerce website plenty of prominence in online searches.
The problem wasn’t so much that customers had made a conscious decision to buy their running gear elsewhere, Lampen-Crowell says. Rather, a number were doing more of their overall shopping on Amazon—and as the online giant became a pervasive, almost unconscious habit in their lives, they had started dropping into their Amazon shopping carts some of the items they used to buy from Gazelle Sports. Lampen-Crowell’s initial response was to double down on marketing his company’s own website. But while that helped, there were many potential customers who still had little chance of landing on it. That was because, by 2014, nearly 40 percent of people looking to buy something online were skipping search engines like Google altogether and instead starting their product searches directly on Amazon.
By the fall of 2016, the share of online shoppers bypassing search engines and heading straight to Amazon had grown to 55 percent. With sales flagging and staff reductions under way, Lampen-Crowell made what seemed like a necessary decision: Gazelle Sports would join Amazon Marketplace, becoming.
1Amazon Corporate Social ResponsibilityJeannette StaTatianaMajor22
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Amazon Corporate Social Responsibility
Jeannette Stanley
University of Phoenix
January 14, 2022
Corporate Social Responsibility
Company description
In this case, we'll consider Amazon as our company. Amazon.com Inc. is the globe's premier e-commerce and cloud based company (Chaffey, 2021). The firm provides a wide range of items, including those for the home, cosmetics, gaming, electronics, and health. It sells things directly to clients or via a third-party provider that distributes them to them. Currently the single greatest e-retailer in the US as per Statista, having gross earnings of close to 387 billion USD in 2020. The mission statement of Amazon is to provide ease and a good pricing selection to its consumers both physically and virtually. Its objective is to use internet technologies to connect the world's biggest markets, and the approach has proven to be successful so far.
Environmental analysis
Competitive forces
Apple, Microsoft, Walmart, Netflix, and Google are Amazon's key rivals. Amazon's E-books, movies, and Amazon Prime are basically cash cows, providing the company with the highest margins above its rivals as per the BCG matrix. Online services on Amazon, Kindle, and VOD are all question marks since, with the digital revolution, they have become outdated. Electricals and other household goods items are Amazon's standouts, not just because of their rapid progression, but because of Amazon's huge market share in these categories.
Economic forces
Taxing and inflationary rates, general and industry-specific GDP expansion, rates of unemployment and alterations in currencies are all economic variables that have a direct impact on Amazon's revenue flow and advancement possibilities.
Political forces
Political safety or volatility in the United States, the effect of domestic market advocacy, and the government's stance toward e-commerce and retailing sectors in particular are political variables that affect Amazon (Sadq et al., 2018). Amazon has an inverse impact in governance in a lot of places due to the extent and magnitude of its corporate activities.
Legal forces
Various rules and regulations apply to Amazon's commercial activities. Antitrust statutes, laws to do with discrimination, laws to do with consumer protection for e-commerce enterprises, and privacy laws are just a few of the legal issues that might influence Amazon.
Technological forces
Amazon's foundation is technology. To serve its clients, Amazon is investing on technology in the form of cloud services (amazon application server).
Social forces
The firm will profit from the rising trend of online buying and greater consumption. The appeal of Amazon amongst youngsters and elderly individuals who do not want to leave their homes is due to its easy accessibility of items and doorstep shipment (Chaffey, 2021). Furthermore, the pace at which employment prospects are dwindling as Amazon relies on tech to substitute workers poses a risk.
Current target ...
Running head Amazon.com incorporated 1Amazon.com inc 9Amazon .docxtoddr4
Running head: Amazon.com incorporated 1
Amazon.com inc 9Amazon Inc.
Matthew H Helsel
ECO203: Principles of Microeconomics
Abstract
Since Amazon began as an online bookstore in 1994, it has grown to dominate multiple markets and become the largest e-retail store in the world, and a huge employer in the United States of America. Amazon competes with major companies in each of the markets that it participates in and is always close to the top, if not number one. Amazon has entered multiple markets over the years, expanding over a wide selection of services that they offer and even seem to be aiming to be independently operated.
Amazon Inc
Amazon.com Incorporated (Amazon) is the second most valuable publicly traded company in the world, following behind Apple (Bach, 2018) and the second largest employer in the United States of America (U.S.), following behind Walmart (Fortune, 2018). Amazon has very few competitors and has been taking over the e-retail game for years, growing faster than any big company in the U.S. (Ramstad 2017). Amazon has a lot of control over pricing, beating out the competition. Amazon’s market structure is an oligopoly, a market dominated by only a small number of stores. These oligopolies maximize profits, set prices, and dominate the market.
Buying Out the Competition
Amazon is the U.S.’s biggest online retailer of cleaning supplies and home good, competing with stores like Walmart, Target, and Bed Bath and Beyond. When it comes to clothing and shoe retailer, Amazon competes with Designer Shoe Warehouse, Footlocker, and GAP. Moving onto a distributer of music, books, and television the company competes with Apple, Netflix, and Home Box Office. Over the past few years, Amazon has bought; the internet’s biggest independent online shoe store: Zappos, the biggest online diaper stores: Diapers.com, and the biggest online comics store: ComiXology. Amazon bought Twitch, a live streaming video game platform. Most recently Amazon bought Whole Foods Market, the U.S.’s sixth-largest grocery store, now letting Amazon participate in the $700 billion grocery-store business (Meyer, 2017). In most recent news, in early September of 2018, Amazon announced the order of 20,000 delivery vans from Mercedes-Benz. Amazon plans on using these vans for last-mile delivery, meaning getting the packages from a shipping hub to your house. Amazon has started to build its own delivery service, starting with their initial order of 5,000 vans that have been the trial of the service in Austin, Texas. Amazon’s goal is not to replace its competition, USPS, FedEx, and UPS in the newly entered delivery service, but Amazon will definitely end up relying less on other logistic companies (Mann 2018).
Dominating the Market
Amazon’s goals seem to not only dominate, but to own the market. Amazon, in short, is an everything store. Amazon lends credit, publishes books, designs clothing, and manufactures hardware. Amazon Web Services rents bandwidth an.
1Managerial Report for Case Problem Amazon.com lnc.”Execu.docxdrennanmicah
1
Managerial Report for Case Problem “Amazon.com lnc.”
Executive Summary
Today, Amazon is no longer the “online book-selling store” people used to be familiar with, but a very diversified company with an open platform. It not only has a third-party vendor platform that can attract numerous customers but also has achieved a good result in the logistics, film, and television industry. Moreover, Amazon is one of the first group of enterprises to enter the cloud service. Amazon’s leader Jeff Bezos proposed Amazon’s exclusive flywheel business model, which totally demonstrates his business insights and philosophy. Amazon ranks among the world’s top companies through its strengths in customer experience, logistics, cloud services, etc. Also, Amazon has been devoted to the technological area such as artificial intelligence and cloud services. Even faced with intense competition from the leading technology companies like Microsoft, IBM, and Google, Amazon has achieved excellent performance. This report will analyze Amazon’s flywheel model and its core competency, also introduce the competition between Amazon and Microsoft in cloud services and the future development direction of Amazon.
The Business Model of Amazon
Amazon has three core businesses. The first one is Amazon Prime, it is a paid membership system. When customer become a member of Amazon Prime, they can purchase any products on Amazon.com and enjoy free and fast delivery. The second one is the third-party seller platform, Individual merchants can create an online store on Amazon to sell their products. The third one is the AWS (Amazon Web Service). It’s a cloud service and offers a broad set of global cloud-based products including compute, storage or databases and so on. These services help organizations move faster, lower IT costs and scale (Cloud Products, Amazon Official Website). Whether a startup or a large enterprise, they can build their company’s IT system on Amazon’s cloud service system. It’s cheaper and more stable than building your own system.
These three core business looks unprofitable at first, but in fact, they are like a small saw tooth on a huge gear. The Prime and low price product can let the customer keep purchasing on Amazon, while the cloud and logistic service keep the supplier to work with Amazon. More suppliers will attract more customers, vice versa, the more the customers purchase, the more supplier is inseparable with Amazon. These have enabled Amazon to gain more with costs fixed (like logistics and warehouse) and provide customers with a lower price and turns the huge flywheel. Turning the stationary flywheel up must spend a lot of efforts at the beginning. However, in fact, every effort will not be wasted, and the flywheel will turn faster and faster. When a high speed is reached, no more effort is required and the flywheel can maintain its original state of motion.
Amazon’s Core Competency
Amazon’s success relies on robust operations, strict management.
From designer clothing and top brand shoes to home goods and jewe.docxhanneloremccaffery
From designer clothing and top brand shoes to home goods and jewelry, Amazon has set themselves apart from other online retailers by becoming an online superstore that offers consumers the ability to purchase just about anything that they can imagine in one place. Recognizing the rapid growth of internet use, in 1994 Jeff Bezos left his job as the Vice President of a Wall Street brokerage firm to begin selling books over the internet. “Get Big Fast” was not only Bezos’ mantra, it became Amazon’s strategic business model. (Lashinsky, 2016) Amazon initially began in Bezos’ garage, but within 2 month’s had sales of over $ 20,000 per week. As Amazon grew and began offering additional products, they purchased several fulfillment centers to expedite the shipping of their most popular items. But Amazon realized that these fulfillment centers alone would be enough to differentiate them from other online superstores. So in 2005 Amazon launched Amazon Prime, a yearly fee that allows consumers to receive their orders using 2-day shipping at no additional charge catapulting its success. In the past 22 years, Amazon has established itself as one of the most successful retailers in the world with 80 distribution centers worldwide.
Amazon’s growth strategy was simple yet effective. They wanted to become the singular place where consumers could locate and purchase almost anything available.in the retail market; and that strategy has proven very successful over the past 2 decades. Among Amazon’s bestselling items are Lego’s, Levi’s jeans, Play Station game cards and the Amazon Fire Stick, an HDMI streaming stick that allows users to enjoy thousands of channels and games “including access to over 250,000 TV episodes and movies on Netflix, Amazon Video, HBO NOW, Hulu, and more”. (Amazon, N.D.) Amazon has found some fierce competition in companies such as Walmart, Target and Big Lots, but they continue to outperform their competitors in every way. When Amazon initially went public in 1997, just two years after its inception, stock shares were offered at a mere $ 18 per share. (Public, NASDAQ:AMZN). Increasing approximately 43% its original price, Amazon’s stock is now trading at $ 772.44 per share. A long way from its humble beginnings as an online bookstore operated out of Bezos’ Bellvue, Washington garage, Amazon now employs over 240,000 employees worldwide. Amazon’s impressive Seattle, Washington headquarters occupy (3) – 37-story office buildings and (3) dome shaped buildings. (Elmer-DeWitt, 2016) “The executive team at Amazon’s Headquarters is comprised of Officers and Directors.” (Amazon.com, N.D.) Bezos still acts as Chief Executive Officer, President and Chairman of the Board of Directors; In addition to Jeffrey Blackburn, Sebastian Gunningham, Andrew Jassey, Steven Kessel, Diego Piacentini, Thomas Szkutak and Jeffrey Wilke as the company’s Senior Vice President’s and Shelley Reynolds and David Zapolsky as the Vice President’s. (Am ...
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
1. Corporate ambitions
Amazon, the world’s most remarkable firm, is just getting started
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 f ifth-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's 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
2. 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 A mazon 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.
Student B:
Look up the words / phrases in bold in Merriam Webster or Mac Millan Dictionary and devise a vocab-
searching activity for student A along the lines of those we've been doing this year:
1. (adjective) definition / synonyms
2. (noun) definition / synonyms
Among the different possible meanings offered by Merriam Webster / Mac Millan Dictionary,
make sure you choose the definition that makes sense in the context!
Use a separate sheet of paper and hand it to me when you're done!
Speaking (in pairs / groups of 3):
Sum up the take-home message of the text with regard to Amazon's share price. How would you describe
The Economist's tone ? (supply an adverb and an adjective)
Is Amazon in a delicate position with Regulatory Authorities in Europe and in the USA? Could it be in the
future? On what grounds?
In your opinion, what risks would an all-powerful, all-encompassing Amazon pose? To customers, the
economy, society...
Can you think of the rise and fall of a seemingly indestructible giant in recent times? Do you think the
same could happen to Amazon? If not, how is Amazon likely to avoid the typical conglomerate pitfalls?
After watching the video on the blog, what do you think of Amazon's new brick-and-mortar venture? Do
you think it will be successful? Would you consider physically shopping at an Amazon store? Why / why
not?