This story was first featured on Ensia. In the United States, producing and delivering consumer purchases releases twice as much carbon into the atmosphere as home energy use and personal travel. By gathering and sharing information on carbon emissions associated with their products, companies can make environmentally friendly choices easier for consumers and boost their own reputations as planet-friendly businesses. Advances in online technology provide effective and inexpensive opportunities to do this, according to a recent study PDF conducted by the U.
By Noah Robischon long Read Picture your ideal neighborhood. What does it look like? Is it manicured, with buildings set in a pattern so that everything flows together, designed for perfection? Or is it gritty and spontaneous, the kind of place where a restaurant might move into the space that used to house a dry cleaner?
Over its nearly 22 years, Amazon has moved into one sector after another and gentrified it, even if that meant tearing down its own existing structures. Unlike Apple, Google, and Microsoft, Amazon is not fixated on a tightly designed ecosystem of interlocking apps and services.
Bezos instead emphasizes platforms that each serves its own customers in the best and fastest possible way.
Twitchthe streaming video-game network that Amazon acquired inunveiled its first three original titles from its recently formed studios. Amazon invested millions in startups that will build voice-control apps for the intelligent assistant Alexa and give her thousands of new skills.
The company opened two dozen new fulfillment centers, became the largest online store in India, and made its first delivery by autonomous drone in the United Kingdom. The website that once sold only books now lets anyone set up a storefront and sell just about anything. The warehouse and logistics capabilities that Amazon built to sort, pack, and ship those books are available, for a price, to any seller.
In January, the nonprofit Institute for Local Self-Reliance conducted a survey of nearly 3, independent businesseshalf of them retailers, asking them to cite the biggest threats they faced. Competition from chains and big-box stores, health care, finding employees, and rising rents all ranked near the bottom as modest concerns.
And to repeatedly remake itself. Amazon refuses to offer any hard numbers related to Prime membership—that would be competitor focused rather than customer obsessed, as the executives there say—but it will confirm that Prime members spend more and shop across a greater number of categories than other users.
Along with free two-day shipping for millions of products, and tens of thousands of items available at your door in an hour or less through Prime Now, there is one-hour restaurant delivery, a free e-book a month including the entire Harry Potter seriesand ad-free viewing of a streaming video-game channel on Twitch—all included in the annual fee.
Every executive I spoke to, when asked about how it all fits together, cites this desire to get you whatever you want in the shortest window possible. Stephenie Landry, the Amazon vice president who launched Prime Now in and has overseen its expansion into 49 cities in seven countries, explains that her business merely has to answer two questions: The more products and services Amazon is able to cram into Prime, the more likely users are to renew their membership and buy more stuff, which gives Amazon more data about their tastes and what they are likely to buy next.
That information is used to spin out new products and services, such as the Dash button, which replenishes popular items with a tap, and Alexa, which is built, in part, for shopping. A sizzle video for Amazon Go, an automated convenience store being tested in Seattle.
Bezos says that people have been asking him for 20 years whether he would ever open physical stores. The answer, consistently, has been no. Yet today, suddenly, Amazon has four concepts in the works. In part it links back to Prime; retail stores offer a tangible lure for the uninitiated.
Monitoring the interplay is a classic Amazon way to spot new opportunities. The first wave of Amazon stores is somewhat traditional: Amazon Go is a convenience-store concept the company announced in December it will launch publicly in Seattle in early After a shopper swipes a code on her mobile phone at the entryway turnstile, she can grab whatever items she likes; they are magically added to her digital cart and automatically paid for when she leaves, through her existing account.
Finally, and more quietly, another grocery-store concept is also being prepped. Although no one inside Amazon is willing to talk about it, documents filed with local buildings departments in Seattle and the San Francisco suburbs of Sunnyvale and San Carlos show that the company is erecting stores in all three locales.
Construction at the Seattle location—where a Chinese restaurant once stood, on a busy commercial thoroughfare in the fast-growing Ballard neighborhood—appears to be nearly complete. The documents describe a system that would seem to extend the AmazonFresh grocery service: Customers load their digital carts remotely and pay online, then schedule a physical pickup within a two-hour window.
These stores are not likely to change the way most Americans get their cornflakes overnight. Still, Amazon has always been good at being patient—and incrementally improving its offerings.
Since AmazonFresh launched inthe service has slowly expanded to dozens of cities. The Amazon neighborhood continues to change.
As each box comes off the truck, it is photographed and scanned on all sides. Image-recognition algorithms then sort each parcel based on variables such as the type of product or size and weight. What takes humans with bar-code scanners an hour to accomplish at older fulfillment centers can now be done in half that time.
Amazon One, a Boeingis part of a fleet of 40 cargo planes Amazon plans to roll out over the next two years. Bezos rolled out the first in a fleet of 40 wide-bodies last summer, which will be operated in partnership with two aircraft-leasing companies.Sep 07, · The company seeks to be more than a concierge service for the affluent, and it arrives at a time when companies such as Uber, rutadeltambor.com, Whole Foods (now owned by Amazon) and Netflix are trying.
Why Iowans may see higher Netflix, Uber and Amazon bills. the House plans calls for leveling the playing field between brick-and-mortar retailers and online marketplaces like Amazon and Ebay.
Disruptive innovation describes the specific way smaller companies can outcompete and, eventually, destroy their bigger rivals.
Sometimes, it can even be a strategy. We examine the case of Netflix.
Is it possible for a small, young company to beat an industry giant on its own terms? Yes, through disruptive innovation.
The term ‘disruptive innovation’ was . The GeekWire Summit was our biggest event yet, an action-packed national tech conference that explored what’s next in the innovation economy and brought together more than business. Innovation By Design only powers the likes of Airbnb and Netflix, with two aircraft-leasing companies.
In January, Amazon announced that the fleet would be supported by a new air hub in. Tech companies like Amazon, Netflix, Airbnb, Uber, Tesla, and WhatsApp are shaking traditional enterprises to their core.
But instead of waving the proverbial white flag, incumbents like Hilton.