![]() We have a marketplace with about 2 million sellers, many of whom are small, medium-sized businesses. How do you square that with your principles? But there are competitors of yours who sometimes have complaints about how Amazon behaves in the marketplace, for instance, by reproducing products and selling them to consumers at cheaper prices. You’ve talked in the past about how this relentless focus on the customer means that sometimes Amazon isn’t focused on competitors. So, you don’t expect to do that and you don’t plan to do that. We built a fulfillment-center footprint over the first 25 years of Amazon that we had to double in 24 months. We grew two to three times faster than we expected because so many things were shut down. In the context in which I started in the role, we were in the middle of a global pandemic, and whatever role we thought Amazon played in the world pretty significantly changed, with respect to getting PPE, to getting food, clothing, all sorts of items people needed to be comfortable. I have an incredible amount of respect for Jeff, but I haven’t thought of this opportunity in the context of following an icon or needing to put a stamp on the CEO role. What’s it like taking over for such an iconic founder and leader? And how are you able to put your own stamp on how the company is run? There are just so many opportunities.” Jassy recently spoke to TIME about what drives him–and Amazon–to keep reaching. “Think about our low Earth orbital satellite Kuiper, providing connectivity to the hundreds of millions of people that have no connectivity and can’t participate in the internet … or what we’re doing with Zoox with autonomous driving ride-hailing. “There are businesses that we just haven’t started yet that have, I think, a real opportunity to change what’s possible,” he tells TIME. Now, as Jassy considers expansion into new arenas, the possibilities seem to animate him. With Jassy as its leader until last summer, AWS grew into the company’s most profitable business. In 2003, the pair brainstormed the creation of a cloud computing unit that became AWS. ![]() But he and Bezos shared a competitive drive to do more. A former honors student with dreams of becoming a professional athlete, he was fresh out of business school and Amazon was still just a scrappy online bookseller at the time. These are the problems on the docket for one of the world’s largest retailers-a company that Jassy joined when it was anything but a behemoth. ![]() ![]() The legal and regulatory troubles add to longstanding complaints of poor pay, mistreatment, and even surveillance at Amazon warehouses, issues that are coinciding with unionization efforts across the U.S. The following day, Amazon won dismissal of an antitrust lawsuit brought by the District of Columbia, which alleged the company engages in anticompetitive behavior and hurts consumers by blocking sellers on its site from offering better prices elsewhere. On March 17, Amazon finalized its $8.45 billion acquisition of MGM studios, but the merger is still under review by regulators in Washington, where lawmakers continue to express concerns about Amazon’s size and power in a number of sectors. Over a 24-hour period in mid-March, the company received a double dose of good news that also pointed to profound challenges ahead. “Whether we’re talking about serving consumers or sellers or brand advertisers or developers or enterprises or governments, we have a really strong connective tissue in being Earth’s most customer-centric company,” he said in a virtual fireside chat with employees last July. ![]()
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