asterisk2a + zappos   15

E-Commerce is a Bear — Medium
Only two start-ups have properly challenged Amazon over the past decade: Zappos and Diapers. [...] Having spent time with Tony Hsieh and Alfred Lin, the leadership duo who built Zappos, and Marc Lore and Vinit Bharara, the founders of Diapers, I can tell you: these are intense competitors who recognized the best outcome was to join forces with the industry leader. So if Amazon is the low cost winner of selling brands online, if they are acquiring their best competitors, and if their everyday low prices are available to the entire country via a mechanical turk algorithm which is guaranteed to beat you, how do you compete? [...] [ eBay pure p2p marketplace ] [...] This next generation of e-commerce companies is as much about what you exclude as what you include. // &! only up for grabs (Amazon model) is in the developing world & emerging market - for entrepreneurs - & only possible double digit returns for investors. and the battle has already begun ... since like 05/09 China/India ...
e-commerce  Amazon  eBay  commodity  business  commoditization  differentiate  differentiation  vertical  category  Jet.com  business  model  subscription  model  distribution  model  discovery  Google  Shopping  commerce  Retail  Walmart  brick  and  mortar  business  Online  Shopping  mall  USA  Europe  Zalando  emerging  market  Developing  World  emerging  middle  class  consumer  choice  consumerist  materialism  consumerism  zombie  consumer  Etsy  Marketplace  Platform  Honest  Co.  Bonobos  Warby  Parker  Nasty  Gal  Branding  Zulily  flash  sale  Gilt  Groupe  ModCloth  Birchbox  corporate  strategy  business  strategy  closetphile  Rent  the  Runway  Zappos  tradesy  pure  play  Nordstrom  Macy's  H&M  Primark  Zara  Fast  Fashion  Fashion  Industry  ASOS  John  Lewis  Marks  &  Spencer 
august 2015 by asterisk2a
You probably don't want to work for Amazon | The Verge
Amazon is known for its cutthroat efficiency and harsh tactics; it's what makes it possible to get a pack of toilet paper delivered to your door in less than 24 hours. But CEO Jeff Bezos' love of precision and data goes far beyond fulfilling orders and undercutting competitors' prices. It permeates every aspect of the workplace. [...] Working at the retail giant's Seattle offices is apparently nothing like showing up to work at an idyllic Silicon Valley campus. // &! on.recode.net/1fhOStC &! on.recode.net/1THgExm - SVers take shots at the NYT's piece vs "_reflexive criticism_" by those who left AMZN. ( flashy offices *false sense of success* leased with money from Venture Capital, companies pushing PR on their A, B, C round like its a major milestone ). Keith Rabois "Awaiting the NYT expose on Kobe Bryant's success or Jordan's. Or any Olympic medalist." &! Josh Elman ["start-ups can] have intense cultures." --- My take, its about the balance of things! // how to nudge to be no asshole
Amazon  corporate  culture  corporate  values  Jeff  Bezos  workplace  beyond  workplace  drama  work  environment  Silicon  Valley  OKR  Google  Netflix  Reed  Hastings  Tony  Hsieh  Zappos  Facebook  linkedin  Reid  Hoffman  Start-Up  advice  Start-Up  lesson  Ryan  Carson  TeamTreehouse  stress  chronic  stress  Success  Gary  Vaynerchuk  Collaborative  cooperation  backstabbing  asshole  culture  asshole  game  gossip  culture  loyalty 
august 2015 by asterisk2a
Why Amazon Has No Profits (And Why It Works) | Andreessen Horowitz
Amazon has perhaps 1% of the US retail market by value. Should it stop entering new categories and markets and instead take profit, and by extension leave those segments and markets for other companies? Or should it keep investing to sweep them into the platform? Jeff Bezos’s view is pretty clear: keep investing, because to take profit out of the business would be to waste the opportunity. He seems very happy to keep seizing new opportunities, creating new businesses, and using every last penny to do it. Still, investors put their money into companies, Amazon and any other, with the expectation that at some point they will get cash out. With Amazon, Bezos is deferring that profit-producing, investor-rewarding day almost indefinitely into the future. This prompts the suggestion that Amazon is the world’s biggest ‘lifestyle business’ – Bezos is running it for fun, not to deliver economic returns to shareholders, at least not any time soon. || via bit.ly/1pY1U3a
Amazon  Wall  Street  Jeff  Bezos  Zappos  AWS  Amazon  Prime  business  investment  e-commerce  ecommerce  Retail  market  share  convenience 
september 2014 by asterisk2a
Zappos-Style Fashion Portal Zalando To File For $657M IPO In Frankfurt In 2014 | TechCrunch
bit.ly/1rp5Yso - "Zalando employs 7,000 people, with an average age of 29. More than 40% of its traffic comes from mobile devices. Its total number of active customers rose to 13.7 million from 11.6 million a year ago. The retailer, which makes 60% of its sales in Germany, Switzerland and Austria, still forecasts huge potential to grow further given that the European fashion market is worth €420bn." +++ bloom.bg/1lzHOLp - "Zalando’s offering will consist of new shares and the existing investors won’t sell in the IPO." +++ http://tech.eu/news/zalando-ipo-frankfurt-2014/ - Has a 50% return rate. "The company is only mildly profitable as a whole, but profitability in the DACH region has ballooned to 4.6 percent in H1 2014." +++ bit.ly/1lzIxfL 60% of its business is in DACH
Zalando  IPO  Rocket  Internet  e-commerce  ecommerce  commoditization  commodity  business  Amazon  Zappos  ASOS  Europe 
september 2014 by asterisk2a
Foundation 25 // Tony Hsieh - YouTube
- it goes downhill when you don't have the confidence, guts, vision, passion, ... to make the hard decisions (willing to have hard conversations); not hiring great talent that do not fit the internal culture, saying no many times (avoiding feature creep, mission creep, walking past the core product value prop - 'does it actually help solve the problem?'). +++ Lessons from Good to Great (Book) - they all had strong cultures. ... it comes from the alignment, all being on the same page, pulling on the same string at the same time. not necessarily what you values are. [...] its hard to fake 4 weeks. [ ... make that 3 months on a contractor basis before hiring full-time and giving stock-options for any other start-up < advisable process. ... ]
Start-Up  lesson  Start-Up  advice  corporate  culture  culture  HR  human  resources  Product/Market  Fit  product  management  Design  consumer  product  Minimal  Viable  product  experience  book  Tony  Hsieh  Zappos  trust  hiring 
july 2014 by asterisk2a
Drowning in venture capital, mobile startups are waging unsustainable price wars | PandoDaily
upside of this up-cycle/up-business cycle? everyone with a little bit of chops and a MVP with little bit of traction can get capital. Downside? Everyone spends their capital. Would never happen in a down cycle. Down cycles are great, you've got more time to build a great team, product and brand. .... "[L]ook at ecommerce 2.0 companies like Fab and EcoMom who blew millions in capital acquiring customers at unsustainable rates, hoping for some magic lifetime customer value to justify the spending. (It didn’t.) “There’s a tension between growing fast enough and having a disastrous bottom line,” Jeff Clavier, Founder of SoftTech VC, says. Clavier was an early investor in Fab, among others playing this game. “If you don’t have growth you’re stuck, but if you have growth with economics not viable in the long term, [you’re making] a real bet that you’ll be funded nevertheless.” [...] companies aren’t developing a sustainable business model. [Freemium works better with Software Product.]
Start-Up  lesson  Start-Up  advice  Lean  Start-Up  VC  Venture  Capital  hunt  for  yield  growth  round  Uber  Lyft  Fab.com  sustainable  sustainability  customer  acquisition  customer  retention  2014  asset  bubble  bubble  Silicon  Valley  Palo  Alto  San  Francisco  business  model  business  plan  user  experience  user  expectations  Amazon  Zappos  free  freemium  SAAS  on-demand  mobile  services  Industry  mobile  first  Uber  for  X  Groupon  Berlin  Start-Up  Scene  Europe  Start-Up  Scene  London  Start-Up  Scene  me  too  price  war  commoditization  commodity  business  differentiation  differentiate  brand  brands  branding  indefensible  values  defensible  values  business  management  management  economics  frictionless  friction  rackspace  training  your  customer  growth  crutch  growth  hacker  traction  Value  Proposition  long-term  thinking  long-term  view 
july 2014 by asterisk2a
Aaron Levie of Box - TWiST #224 - YouTube
min 35:40 - Freemium in the business space is even cooler than in the consumer space. min 39 - Marc Andreessen "how much do you need to win in this space? how fast do you need to grow, to win." [cost of customer acquisition (freemium, and or Bounty Model from Paypal) and retention]. and define what is winning, what scenario? what measure? ... key accounts long-term commitment? ad spend from key accounts? customer happiness - retention? resellers, dominating sales channels to a vertical of business type and SME/SMB's? min 53 - new playbook is now Get Big, then turn on revenue. disrupt the ecosystem/existing business model, winner takes all. min 54 - how you go from a small shop with profit to raising $+100m round telling than that they get multiples back in their investment, that comes when you live a time here in Palo Alto/Silicon Valley. (crunchbase.com/organization/box) + follow-up "having a playbook." + war for talent: 1 disenfranchised 2 ppl wnt 2 create value, 3 business model
freemium  business  model  Box.net  Dropbox  Google  Docs  Google  Drive  Microsoft  Enterprise  Consumer  friction  frictionless  Evernote  Slack  Gmail  Marc  Andreessen  Venture  Capital  Flickr  Yammer  enterprise2.0  Enterprise  2.0  Bounty  Paypal  SAAS  Why  Software  Is  Eating  the  World  Software  Is  Eating  World  Silicon  Valley  Salesforce  value  creation  added  value  war  for  talent  Top  war-for-talent  Cloudstorage  paradgimshift  paradgim  paradigm  shift  Google  Jive  Software  Jive  Netflix  cloudcomputing  Zappos 
may 2014 by asterisk2a
Amazon.com Full Story - World Biggest Online Retailer Revealed - YouTube
his business accumen, eye for detail and design - enabled him to see his vision(s) though. period. execution, execution. business ops. and co.
Amazon  e-commerce  Zappos  jeffbezos  commodity  business  commoditization  Kindle  ebooks  Silicon  Valley  Start-Up  entrepreneurial  entrepreneurship  competitive  advantage  competitiveness 
april 2014 by asterisk2a
The Importance Of Enthusiasm In Any Product
Speaking of the newest employees, Twitter’s new COO, Dick Costolo, just started at the company recently. During TechCrunch50, he was asked on stage why he joined Twitter. After all, he had sold his previous company, FeedBurner, to Google for $100 million, and upon leaving Google, he probably never needed to work again. But his response is telling, “My first reaction was, you don’t get a chance to work on potentially one of the pivotal companies.”
apple  amazon  marketing  philosophy  leadership  inspiration  passion  business  google  enthusiasm  twitter  facebook  netflix  zappos  entrepreneurship  entrepreneurial 
september 2009 by asterisk2a

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