Last weekend, Jeff Bezos and Halle Berry, Chris Hemsworth and other Hollywood celebrities attended the Golden Globe Awards show. Last December, under the lens of The Washington Post, Jeff Bezos walked the red carpet with superstars such as Meryl Streep and Tom Hanks.
On Friday, Bezos and his wife, MacKenzie, donated $ 33 million to a non-profit nonprofit that offered university scholarships to young immigrants who were illegally brought into the United States during childhood as “dreamers.” In October last year, he was honored for donating money to the Equal Gay Campaign.
Jennifer Cast, an Amazon executive who made the donation to Bezos, said the event would have also accepted anonymous donations, “but Jeff believes it is equally important to openly support equal rights and donations for same-sex marriage.”
She added, “If we openly accept his donations, the world will soon know that Jeff Bezos supports affirmative action for same-sex marriage.”
This is a new aspect that Bezos presents to the general public.
(Bezos and movie stars Matt Damon, Taika Waititi, Chris Hemsworth) after the Golden Globe Gala on Sunday
Bezos has shaped Amazon into one of the most valuable companies in the world and has also created the image of a glittering corporate giant with lots of talent. He loves dwelling on Amazon’s home base in Seattle, in part because he thinks it would be better for Amazon’s business to grow and more for wanting to avoid unnecessary public affairs and entertainment.
However, Bezos, 54, who holds more than $ 100 billion in net worth, has become the richest man in the world and deserves to enjoy one of the world’s most luxurious, understated and obscure but none of this.
As a monster worth more than $ 600 billion, Amazon has become synonymous with “technology giants,” along with Apple, Google and Facebook. These companies seem to be standing on the opposite side of the public. Amazon will be placed under a microscope, critics say the company has a huge impact on jobs and market competition, and Bezos has also become a “thorn in the throes of Trump,” the president always giving Bezos and his Amazon Twitter Contempt.
Steve Case, co-founder of America Online, said “People are beginning to feel scared of Amazon.” Recently, he pulled Bezos to create a fund to invest in start-up companies that serve the more underdeveloped regions. “If Jeff continues to nest in Seattle, the scary mood will intensify, and even if it’s just for defense reasons, he must now launch an attack.”
Bezos’s portfolio of boxing punches him further into the spotlight. In October 2013, he bought the Washington Post for $ 250 million and vigorously promoted the revival of the press. In 2016, it bought one of Washington’s most expensive mansions for $ 23 million, and the house is undergoing extensive renovations to become a place suitable for gatherings of urban political classes. His neighbors include former President Obama and his family, Trump’s daughter Ivanka Trump and her husband Jared Kushner.
Blue Origin, a space company created by Bezos, is also expanding its influence, giving Bezos another platform. The company is trying to save the planet by helping to remove huge, heavy industries from the planet.
(Bezos In front of Blue Origin’s reusable spacecraft, Blue Origin expanded Bezos public exposure as a startup)
“He was grateful for the Golden Globe and was the subject of a presidential push on Twitter – even Steve Jobs did not have such a cultural standing.” Margaret O’Mara, a professor of history at the University of Washington, said: She hosted a museum show donated by Bezos in Seattle.
Amazon spokeswoman Drew Herdener said in a statement that “Jeff loves his efforts for the community through Amazon, Blue Origin and The Washington Post. He likes to share his passion with the public while he works with the team. . ”
However, following an interview with more than 30 people who know Bezos, most of whom refuse to reveal their identities to protect their relationship with Bezos, Bezos in their mouth is increasingly aware that more and more people are increasingly ignoring the Amazon Hostile, but also gradually adapt to appear in the public view.
They say Bezos embraces the possibility that the growing Amazon will be more scrutinized by the government. The chief executive has suggested that Amazon executives take the initiative to self-check in order to pass any legal or regulatory test.
Buffett, an investor who has known Bezos since the 1990s, said Bezos had to learn from Microsoft’s story. For 10 years, Microsoft has been stuck in a government textbook antitrust investigation. As the case unfolds step by step, Microsoft, the once dominant technology company, has been shaken and given unforeseen opportunities for competitors.
Buffett said: “If your work disrupted the livelihoods of others, you will be subject to a lot of censorship.”
Some people who know Bezos say he built a new public image out of business interests, while others think it is the result of personal growth.
But they all said it is clear Bezos and his Amazon are trying to show the world something other than their “tech personality.”
Escape the spotlight period
People who used to work with Bezos say Bezos has always been happy to play the role of lead salesman for Amazon, especially when he thinks it would bring benefits to Amazon’s customers. He will be interviewed and given speeches on major events such as when a new product such as the Kindle e-reader or Echo smart speaker is available and needs to be explained to the world.
For almost two decades, however, he insisted that companies should stay away from political focus, not to disturb the local community and to engage in the simplest lobbying possible.
Even after being named “Time” magazine’s 1999 character in 1999, he tried to evade politics. A former employee who had been working in Amazon for a long time said he was even reluctant to take a group photo with politicians, and this was the “daily routine” of the management of large companies.
At the time, avoiding concerns led to direct business interests.
Bezos, a former hedge fund manager in New York City, as one of the first to discover the value of the Internet, had a wife and grandchildren traveling across the country with her wife in 1994, only to find a suitable startup to start a book-selling book on the Internet The city of the company In the same year, he founded Amazon in Seattle, partly because Microsoft introduced more and more skilled people to the region.
(Bezos, 1997, three years after he founded Amazon’s online bookstore)
Another reason is that starting a startup in Washington means that Amazon does not have to pay sales tax in large states like California, Texas and New York. Because retailers are only obliged to levy sales taxes in the states where they actually have stores.
During that period, the company did not openly talk about the exact location of most warehouses for the same reason. And if an Amazon employee in Seattle plans to work outside of the country, he or she must submit a review of the itinerary to avoid triggering unnecessary sales tax provisions.
These efforts, in turn, have given this fledgling company a further price advantage against the long-established physical retailers such as Barnes & amp; Noble.
This also means that, despite growing customer base, Amazon has little if any presence in the political arena.
By the end of 2012, the company already had more than 88,000 employees and annual sales of more than $ 61 billion, all the while creating large businesses such as Prime Affiliate Services and Amazon Cloud Services (AWS). That year, however, Seattle politicians and the news media criticized the company for claiming that Amazon was moving away from civic life compared to such staunch companies as Boeing and Starbucks.
(Amazon warehouse in Carteret, New Jersey, a turning point for Bezos by turning to a sales tax payment agreement with various states in return for permission to set up facilities across the country)
Sally Jewell, the then CEO of retailer R.E.I, told The Seattle Times in 2012, “I’m not sure what Amazon has really done to the community, which is infrequent in the nonprofit organizations I work with.”
For investors, Bezos’s attitude toward business is less than speaking, leaving competitors skeptical and investors confused. Until today, Amazon did not publicly disclose how many Kindle, Echo or any other device it sold, and over the years it has declined to disclose the financial details of its highly-profitable Amazon cloud service.
Despite the lack of detail, investors’ concerns over the past decade have caused the share price to climb by more than 1,100%, a marvel.
Collection of spotlights
In 2011, Bezos ushered in another turning point – Amazon and the state government’s open confrontation.
At that time, lawmakers began to force Internet retailers such as Amazon to impose sales taxes. A former Amazon employee who participated in the incident said that Amazon first operated in California in an attempt to reverse a new law aimed at levying online sales taxes. However, in the discovery of Amazon’s image is bound to be damaged, Bezos gave up the plan.
Therefore, Amazon began peaceful coexistence with the government. In 2011, it signed an agreement with California to levy a sales tax in the state, and it has successively reached a series of similar agreements with other states.
(Amazon’s headquarters in Seattle)
As part of the deal with the state government, Amazon began deploying warehouses across the country, allowing Amazon to deliver orders faster and allow local politicians to advertise, bringing in thousands of new jobs.
Suddenly, a company that once refused to confirm how many employees it has at its headquarters in Seattle began talking non-stop about how many positions it created. Amazon now has 542,000 employees.
Yet while Bezos and his company are constantly talking about how many jobs they have created, they also face many diametrically opposed attacks: Critics think Amazon is actually a bully who is strangling jobs.
The wave of closures by physical retailers such as Barnes & amp; Noble and Macy’s have increased the voice of critics. “Someone must stop Amazon,” writes New Public article on Amazon’s growing market power.
That year, a fight with book publisher Hachette about the price of e-books made it even more “unscrupulous” by Amazon. For a time, Amazon deliberately delayed the delivery of paper books under the name of the publisher to reduce the attractiveness of paper books.
After the problem was solved, Bezos told reporters that Amazon is only carrying out arduous negotiations on behalf of consumers.
(Amazon now has a market capitalization of more than 600 billion U.S. dollars, expanding into businesses all over the world such as India)
When it comes to book publishers, he said: “Making it easy for those vested interests to make changes is a very difficult matter.”
Another impact on the company’s public profile occurred in 2015 when the New York Times published a long essay examining Amazon’s corporate work culture, describing it as an “intolerant” environment. “This article is not about the Amazon I know nor the group of helpful colleagues who work with me every day,” Bezos wrote in an email to company employees after the article was published. .
According to two people who have a close working relationship with Bezos, Bezos has been concerned with the company’s reputation since the New York Times and the Hachette incident.
In late 2015, just months after Trump’s presidential election, Trump began slamming Bezos on Twitter – as Bezos frequently criticized him in The Washington Post.
“The Washington Post hurt the public interest by continuing to make a loss for its owners, Bezos and Amazon, to pay less.” In December of the same year, Trump also called Amazon “a tax evader.”
And Bezos responded by moving out of the Blue Origin rocket to persuade the future president of the United States to “go up to heaven.”
The White House Spokesman did not respond to the incident.
In June, when Washington announced the acquisition of the Whole Foods Markets chain, Washington began to pay attention to the company again. Although Amazon remains a niche player in the food department store, the acquisition begins to give some lawmakers some doubts about the power of the company.
“The acquisition of Whole Foods gives rise to a realization that this company is an economically undeniable force,” said Stacy Mitchell, partner at the Institute for Local Self-Reliance. The agency, a public interest lobbying group serving local businesses, has published a commentary on Amazon and criticized Amazon’s impact on employment and society.
From Washington to another Washington
People who have known Bezos for a long time say he is a perseverant and Amazon shows many of his personalities.
From the end of 2015, he has become an active Twitter user. He had posted a photo of himself wearing a pair of lucky cowboy boots and a video of himself standing on a wind turbine in Texas. In November, at a gathering of leaders in business, healthcare, and entertainment, he talked in his speech that the ideal job was to be a waitress because he enjoyed talking to people.
“I’m very proud of the art of making cocktails,” he said.
If you want to use a picture to portray Bezos at the moment, it’s a good fit to take a photo of him at a business meeting in Idaho in July. Bezos arms and muscles in the picture drum, prop up the polo shirt. “Tough guy Bezos” quickly became a network heat map. A tweezers contrasting his poorly-mannered photos of the 1990s (with wen: selling books) and 17-year-old muscular images (with wen: what do I want to sell?).
(“Selling books” and “I sell what I sell”)
People often start talking about the details of his life, including his once-unforgettable schedule. Now, most of the time he will leave the lakeside view of a luxury lake in the Medina, Washington state, where he runs Amazon in a refurbished 37-storey building in Seattle.
Every Wednesday, he goes to an industrial park on the outskirts of Kent. Blue Origin rocket is assembled here.
Every two weeks, he has a conference call with the Washington Post’s leadership. Twice a year, members of the leadership team will visit Bezos home. A mailing list full of posts from the top of the post has been named “Pancake Group.” When members of this group first came to his house, Bezos made a sweet oatmeal cake for members according to his favorite recipe for “Cooking Fun.”
(Bezos acquisition energizes The Washington Post)
“We do not look at home to a billionaire home with more servants than our guests,” said Shailesh Prakash, CIO’s chief information officer. “The rich himself was busy trying to find a way out of the couch . ”
Changes in Amazon’s management nearly two years ago made Bezos’s work better known, leaving Jeff Wilke to head the consumer business and Andy Jassy in charge of cloud computing. This frees him more time with the Washington Post and Blue Origin, but he still invests heavily in Amazon, spending most of his time with at least two to four years Available in the work.
Bezos also began to use the media for the company’s campaign. In September last year, he curated a widely watched project – finding the site for Amazon to set up its second headquarters. At the conference, Amazon highlighted the potential new jobs created by the project – up to 50,000 – and motivated some towns such as Dallas and Boston to bid.
This means that Bezos may appear more in Washington in the future than in Washington. Now Bezos visits Washington DC about 10 times a year – attending forums in the Washington Post, discussing issues with engineers, and dining with reporters. His home is undergoing renovations, two townhouses near Kalorama, a row of embassies on Mass.’s Boulevard, where the city was once the textile museum.
Bezos plans to hold a salon-style dinner in the house, inspired by a dinner prepared by Katharine Graham, the former publisher of The Washington Post, for the bewildered characters of both parties. Bezos asked his guests to have a conversation around only one theme at each dinner, a well-known rule that would prevent everyone from discussing private topics.
“This is a big house,” said Martin Baron, executive editor of The Washington Post. “I hope he has a party for us at home.”
(Bezos At the White House meeting of the US Technical Committee, participants included President Trump and Microsoft CEO Satya Nadella)
Sally Quinn, a veteran post writer and Washington-based godmother, said she has yet to receive news of how Bezos will make use of her new home. But she praised the idea of trying to bring together the big coffee of politics.
“No one in Washington now really does something similar,” said Quinn, who recently met Bezos at the premiere of the Washington Post. “It’s like retrogression.”
Two retail companies that monopolize both China and the United States are using their own advantages to “tax” other companies
Ma almost almost become the boss of the global retail industry.
On September 19, the market capitalization of Alibaba reached 457.9 billion U.S. dollars, only 6.6 billion U.S. dollars behind Amazon.
However, Ma has not been able to catch up with Bezos. Since then, the North Korean nuclear crisis, the Fed rate hike issues and other events, the United States stocks down. Alibaba, Amazon also failed to survive.
Amazon rebounded faster thereafter, expanding the market gap between itself and Alibaba to 18.3 billion U.S. dollars.
This catch-up rush may make it easy for people to ignore the fact that Alibaba.com, when it went public in 2014, is already more than $ 300 billion more than Amazon and more than $ 100 billion from Amazon.
At the beginning of listing in 2014, investors are optimistic about Alibaba for a number of reasons, such as its near-monopoly control over China’s electricity supplier market and Alipay’s control over mobile payments. This expectation also makes Alibaba the largest IPO in US history.
Amazon was experiencing the fiasco of the Fire mobile phone and massive losses for two consecutive quarters, investors sell stocks. However, a year later, the market capitalization of the two companies showed the opposite trend.
2015 Bezos Announces Cloud Computing (AWS) Performance. The business is the key to Amazon’s profit or stop loss, and Bezos also persuaded investors to give up short-term gains again in support of continuing to burn. Its stock price rose rapidly, driving the company into the top five global market cap.
Another challenge that Alibaba experienced in 2015 was that investors did not believe the transactions between Lynx and Taobao reflected the health of the company because its revenue and profits were not the same behind double-digit highs increase.
By the beginning of this year, the market capitalization of Alibaba is 240 billion U.S. dollars, while Amazon still has 1.66 times its market capitalization.
By midyear, Alibaba has issued a series of high-growth expectations about the company’s revenue. Wall Street believed the above rhetoric. The stock price rose 5% on that day. One view is that Alibaba is a representative of China’s rapid middle class growth, and the impressive spending power of these people can eventually translate into the beautiful figures in its earnings.
This is expected to promote Alibaba stock prices continue to rise. The two battles between companies that have similar ways of making money and dominating the company will continue.
Alibaba and Amazon are the largest electricity providers in their respective markets, but they are essentially taxing the retail industry
Alibaba and Amazon look more like retail companies. This is indeed the case from the revenue structure, 85% of Alibaba’s revenue comes from the business of e-commerce, while Amazon’s share is more than 90%.
However, there is another view about the business models of these companies: they are drawing up or taxing a whole industry.
The earliest person to make that claim was Chamath Palihapitiya, CEO of investment company Social Capital. Paribacibia, a likely choice-maker, joins the company as a senior at AOL and Facebook, respectively, in return for the company’s soaring stock value after it goes public.
When he was asked, “If you want to spend all your money on a stock and for ten years, who will choose,” Paribaciati’s answer is Amazon.
In his opinion, Amazon is essentially building an infrastructure that allows other companies to rely on it and pull it out. Paribu Abbiati summed it up as a tax that Amazon levies on other companies.
It’s like the government building an expressway for vehicles that pay for the tolls. Or like the power plant to produce electricity, and then delivered through the power grid to all households, users only need to pay to buy electricity, do not buy your own generator.
An important reason that Alibaba and Amazon can do this is that they each monopolize the markets of China and the United States. Alibaba’s market capitalization is eight times that of its biggest competitor, Jingdong. Amazon’s market capitalization is 2 times that of Wal-Mart, which has long been considered the world’s largest selling company.
They control the e-commerce traffic after the monopoly market, consumers and businesses do not have a better place to go. In the process of providing services, Alibaba and Amazon do not provide logistics directly, but provide complete logistics docking.
For example, Amazon built many years of warehouses, collection and delivery of the entire set of processes leased to the platform business, and now third-party electricity supplier sales accounted for half of Amazon’s total sales.
Alibaba is also doing logistics, in another way. In 2013, it spent 5 billion yuan to establish a logistics subsidiary rookie logistics, to attract partners to manage, in an attempt to improve Taobao, Lynx widely criticized the logistics experience.
Monopoly advantage recently extended to offline retail. Alibaba is transforming private convenience stores on the street, with shop owners paying $ 3,999 a year for technical services and ordering a certain amount of goods from Alibaba.
E-commerce is the main revenue of the two companies, are also the biggest driver of growth
September 20, 2014, Alibaba market, the day closing market value reached 231.44 billion US dollars. It not only surpassed Tencent, Baidu, more than Facebook and Amazon, becoming the world’s second-largest Internet company.
The electricity supplier business, which is dominated by the Chinese market, holds up Alibaba’s market capitalization. Looking ahead 12 months in June 2014, Ali’s seven e-commerce platforms achieved a total annual transaction volume of 1.83 trillion yuan in China, up from all other major competitors – including Amazon, JD.com and eBay – More.
At that time, at least 1/3 of Chinese Internet users in Taobao, Lynx to buy things. Alibaba defines these people as active buyers, who place an average of 52 orders per person per year.
But after Alibaba’s electricity supplier and stock prices have experienced a serious decline. FY15 (April 1 to March 31) The revenue growth of Alibaba dropped from 52% to 45%.
Alibaba replaced CEO, Zhang Yong succeeded Lu Zhaoxi. High-level executives, including Jack Ma, also continued to grow their company’s performance and future growth. However, second-quarter 2015 results show revenue up 28% YoY and China retail sales up 34%. Both of these key indicators are below the consensus of previous analysts and the slowest in three years.
Wall Street disappointment was almost at its peak at the time: they kept selling Alibaba shares cheap. Until August 2015 Ali shares fell below the issue price of 58.16 US dollars. The company’s market value of more than 40% impairment.
Starting from 2016, Alibaba started to make content and recommended channels through the micro-Amoy (Weibo and WeChat public numbers), invite everyone (consumer communities), invite Taobao stores, partners or write articles or videos to recommend products, Extract from commission. Through the content, Ali tries to keep people and turn them into what it wants to say.
One year, Taobao + Lynx e-commerce revenue increased 45% to 138.8 billion yuan.
Amazon Although the e-commerce business around the world, but its largest source of income is the United States local e-commerce business, the international business is still at a loss.
Its e-commerce business in the United States has no competitors, the current Americans spend 100 online shopping, there are 43 to the Amazon. And US e-commerce is still driving the company’s performance and profits, supporting the loss of global e-commerce business.
So you can clearly see that Amazon has a steep rise in revenue curve, but profits are always hovering at zero axis.
Their user shopping stickiness is also more solid
Both platforms each have a sufficiently large user stickiness.
As people rely more on computers, forms such as search or homepage shows are an important way to engage users.
But after the mobile phone became the most important personal belongings, consumers are shopping more directly to open the shopping application instead of searching the web.
This also means that leading companies are getting ahead.
Alibaba relies on content marketing such as socializing and shopping guides to keep people. According to Zhang Yong, CEO of the company, 2016, after Taobao added social functions, it was opened seven times a day.
This stickiness can be converted into consumption. In the second quarter of this year, Ali’s per capita contribution to income increased from 202 yuan to 273 yuan.
When users’ spending habits are cultivated, Alibaba brings a rise in revenue on such a large scale as double 11 without incurring high costs.
Even in the “6 · 18” promotion of Jingdong, the cost of Alibaba is still lower.
Amazon has been as much income as possible into new business, so the amount of profits is always low. It’s user stickiness is more reflected in the membership service: now more than half of users dig $ 99 a year as a Prime member, access to free two-day delivery courier service.
As Guggenheim Securities analyst Robert Drbul estimates, Amazon has about 65 million paying members. John Blackledge, an analyst at Cowen & Co., calculates more of the world’s subscribers, for a total of nearly 80 million.
Amazon 5-8 days the slowest delivery fee of 5 dollars, Prime users if you fancy free postage, one year to buy more than 20 orders in return.
This figure means that nearly half of American online shopping users promise to buy 20 things in Amazon within a year.
In fact these people may buy more. One study said Prime members spend 2-3 times more money on Amazon than average users.
Alibaba is not as fast as Amazon in opening up new businesses
There is no doubt that Amazon is the world’s largest provider of cloud computing, with more than 30% of the market share of the market, two or three Microsoft and Google add up and no more.
This is outside the relay business, Amazon envy another adversary business.
Bezosia had kept the data of the business behind complicated reports for the first time and no one knew how much it did and whether it was making money. In the first quarter of 2015, Amazon reported its first AWS performance, accounting for only 6% of revenue, but more than any other business.
Nobody thinks AWS can make that money. The day the figure was released, the market value of Amazon surged 25.6 billion U.S. dollars. After that, it was distributed with the US E-commerce providers and became the source of Amazon’s profits, a steady stream of blood transfusions for its huge investment in Europe, India and logistics.
Another Amazon started a promising new business is Echo smart speakers. Today is the company’s new $ 1 billion business. Last year’s Thanksgiving, Christmas and Prime Members Day promotions this year, Echo products sold the most.
Investment firm Mizuho expects Echo hardware sales and the built-in Alexa software voice assistant service to bring $ 11 billion in revenue to Amazon by 2020.
Today, the major technology companies have tried to smart speakers as the entrance.
The revenues from these technology businesses have driven Amazon’s $ 5 billion into the Indian market.
Alibaba’s cloud computing investment time and intensity are ahead of other large Chinese companies. In 2009, Aliyun operated as an independent subsidiary.
Since 2015, Aliyun’s revenue has maintained a three-digit increase in almost every quarter. Although the loss has been reduced to 4%, but still at a loss.
This is still in the policy of protection, blocking the overseas cloud computing competitors into China.
As announced in the second half of last year, the big entertainment group has now lost a total of 4.8 billion yuan. It goes on to enter the game industry will compete directly with the world’s largest game player Tencent. The latter has spent billions of dollars on a global acquisition of game production and distribution companies.
Both companies are also entering the offline retail business
From shopping malls to fresh supermarkets and convenience stores of all sizes, the physical businesses that the e-commerce operators tried to replace did not disappear, but instead became partners in e-commerce.
Alibaba faster than this point on the Amazon.
Not counting the million (expected) convenience stores that are still on the rise, Alibaba has partnered with hundreds of offline supermarkets and convenience stores through acquisitions and partnerships.
In August 2015, Alibaba announced a total of 28.3 billion yuan into Suning, becoming the latter’s second shareholder. Suning also spent 14 billion yuan to subscribe for new shares issued by Alibaba. To spend more than 10 billion yuan in mutual funds, Suning, Ali can show the importance of cooperation between each other.
There are a few tens of billions of level investment, Ali choose to own their own industry-leading companies are not good, to “fill” – which of their own product supply chain construction deficiencies, lack of experience, what to invest.
For example, nearly 200 billion privatization Intime, announced with Brilliance strategic cooperation. After online and offline competition from Jingdong, Alibaba.com is looking for the next way to entice consumers to spend money.
And recently Lynx convenience store to do, in essence, is looking for an entrance to the wholesale business, to find a new channel in 2345 line cities.
Similarly, in order to seize the group of people who do not have the habit of consuming food online, Alibaba opened a new box.
Because whether it is seafood, or more common fruits, vegetables, meat, the user in the electricity business page to see what and often get the last will be different. Existing cold chain delivery is not enough to give consumers enough trust in buying fresh produce online.
Market for Alibaba this attempt to basically positive attitude.
In July of this year, unmanned retail stocks in China’s A-share market jumped on the news that no one supermarket in Alibaba was about to open. For example, the transaction started less than five minutes on July 5, and the price of newly opened stock rose by 9.98%. Shen Si Electronics, Branch Blue software, Midea Electronics, Transmission Technology and other companies have the same concept of a 10% increase to close.
However, this rise may also be related to the A-share investment environment, they like chasing hot spots. As long as hot-related companies, will be sought after, no matter whether a giant into the market after the company will not benefit.
Amazon has a similar attempt, a little slower, but made a huge investment after it decided to move in that direction.
It was originally scheduled in 2014 to open a physical store in downtown Manhattan, New York, shoulder the responsibility of brand promotion, return, mini-warehouse. But when it opened in 2015, it was a small distribution center hiding in an office building opposite the Empire State Building, not a store or convenience store.
Amazon involved in fresh, food, daily necessities street convenience store, has been doing experiments, but the store’s shape is not fixed.
Until July this year, Amazon spent 17.7 billion US dollars to buy Whole Foods. The deal is the largest acquisition Amazon has ever made and the fourth-largest deal in U.S. retail history. Amazon, which owns Whole Foods’ 460-plus stores, became the nation’s fifth-largest grocery retailer.
After the announcement, Wal-Mart, Kroger, Oxfam and other major US supermarket chains plummeted.
The market is worried that after Amazon defeated them online, they tried to defeat them all over the mass purchases. In the retail market, Amazon wants to become the main seller of goods, no matter how consumers buy in the future.
A similar thing happened again last week.
CNBC reported last Friday that Amazon will decide before Thanksgiving whether to enter the multi-billion-dollar prescription drug market. This is just a Amazon business is still considered, but enough for Walgreens, CVS, Rite Aid and other drug stores plunged about 5%.
In short, the largest big company is growing
Today, the top 10 companies in the world, seven are technology companies.
Each company monopolizes a market. Except for Alibaba and Amazon, Apple is a high-end hardware company. Google Monopoly Search, Microsoft’s basic monopoly for software services, and Facebook and WeChat respectively monopolize social networks in two worlds.
In addition to the Chinese electricity supplier, payment platform, Alibaba’s influence is also reflected in its holdings of a large number of shares of listed companies. In fact, if you count these investments and their holdings of ants gold clothes, its overall valuation has surpassed Amazon.
These huge lead-ups make it possible in most cases for the rise of new companies to consolidate their leadership positions.
Geoffrey G. Parker, a professor of business at Tulane University, said, “To a certain extent, much of the R & D cost is borne by companies other than the technology giants, which allows them to make more Good product development. ”
Subversion of them has become more and more difficult.
No such module ‘Differentiator’
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