Name: アマゾンの大理論 (The Grand Theory of Amazon)
Uploaded: 2021-01-14T08:23:21.000Z
Duration: 10 min 31 s
Description: VoiceTubeの動画で発音を聞きながら英語表現を覚えよう！学べる英語：

基礎受動態

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法助動詞 B1

On February 28th, 2017, you might've thought the internet was down.

4 hours without Netflix, Spotify, Buzzfeed, Reddit, Dropbox, Pinterest, Imgur, League,

If the world was more productive that day, now we know why.

r/Outside become, just, ya know, outside.

A shark hadn't bitten an underwater cable, nor was it five/nine, Just an Amazon engineer's

Probably a stressful afternoon in Seattle, but also an impressive demonstration of the

Amazon Web Services hosts so much of the internet that for many people, myself included, it

We know Amazon as an online store, Companies store their products in its warehouses, which

handle the marketing, and shipping, and returns.

For us, this means total convenience - one click away from $125, 27-pound gummy bear

pythons, or 5, crisp, 2 dollar bills for $20.

A hundred thousand companies make over a hundred thousand dollars a year this way.

But for Amazon, it's only a fraction of their business.

There's also Twitch, Whole Foods, Kindle, Alexa sensibly named Echo, Echo Plus, Echo

Dot, Echo Dot Kids, Amazon Tap, Echo Connect, Echo Spot, Echo Show, and Echo Look, also

a completely different Alexa, Fire Tablets and TV, Prime Music, Video, Pantry, Ring Doorbell,

Zappos, IMDb, Fresh, GoodReads, and over 70 consumer brands you'd never know they owned.

Hardly a month goes by where they don't enter and dominate a new industry,

Just trademarking the slogan “We do the prep.

You be the chef.” was enough to drop Blue Apron's stock 12%.

They're even investigating pharmaceuticals, education, and finance.

Amazon defines its competitors as “publishers, producers, and distributors of physical, digital,

and interactive media of all types and all distribution channels”, among others.

Which raises the question: is Amazon… scatter-brained?

Many of these products have nothing in common.

Yesterday they wanted to conquer streaming video.

Today, sell organic grapes in grocery stores.

And their ideas, increasingly let's say, creative: 2-day delivery?

How about 2-hour delivery, a 3D smartphone, a grocery store without employees, a front

door that unlocks for delivery drivers, A flying warehouse complete with detachable

For all its success as an online store, more and more, it also seems distracted.

The only way to make sense of their actions and mistakes, and anticipate their future,

And there are three pillars to Amazon's plan for world domination:

To really understand Amazon you have to understand Jeff Bezos

Like Steve Jobs or Elon Musk, the philosophy of the man is that of the company.

Apple was founded by people in love with technology and its design.

No matter how big the company gets, this will always be reflected in its decisions, priorities,

Amazon began as a bookstore, but that was never its heart and soul.

Bezos chose books because no one bookstore could hold all of them, warehouses visited

But make no mistake: They aren't a book company, a website, a delivery network, or

Bezos understood that when you take something and multiply it a hundred, thousand, million

times, you can do things all the small businesses in the world never could.

But put 400 billion together and you have the Amazon rainforest, a force so powerful

From any other company, this sounds like generic business-speak.

We say a company is focused if it specializes in beverages, or cars, or bad website design,

Amazon is rare in that its specialty isn't the product itself but its scale.

When considering a new product, the flowchart is pretty simple: “Would this benefit from

being a thousand times quicker, bigger, easier?”

If so, you can bet Amazon either sells it, or soon will.

It's easy to stop there, Sit back and enjoy the profit.

But Amazon asks “Okay, now what can we do?”

And this is why it's unstoppable: the snowball effect.

Give out $50 tablets, free shipping, license Echo to every company willing.

More users bring more data, which helps improve the product.

And the better product attracts even more users.

They aren't just making it easy to live off Amazon, they're making it hard not to.

That's the power of data in the hands of someone operating at this scale.

It's why there's now a movement to limit this,

why companies like Digi.me, who I've previously mistaken for a data collection company, actually

let users manage and safeguard their information.

And the results are things like Prime: It may lose money on the heaviest shoppers, but

with a hundred million of them, they're winning a lot more than they're losing.

So why purchase competitors like Whole Foods?

Exactly because it's not what they're good at:

You have to go back repeatedly, putting Amazon in your routine.

Spending $11 billion fulfilling 300 million packages in 2015, they can do something almost

no-one else can: Compete with UPS and FedEx.

They already lease 32 Boeing 767 cargo jets, and plan a massive cargo hub in Kentucky,

After announcing a new $79 Kindle, Bezos wrote

“There are two types of companies: those that work hard to charge customers more, and