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2012 100 - Networld Media Group

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It’s instructive to remember that Jeff Bezos founded<br />

Amazon in the mid-1990s, at a time when most re-<br />

tailers and corporations treated the Web as little more<br />

than a space for billboard messages. More than any<br />

other company or institution, Amazon made the Web<br />

a venue for commerce. Amazon’s pioneering security<br />

innovations are responsible for chipping away at customers’<br />

initial reluctance to enter their credit-card<br />

numbers and other sensitive information online. David<br />

Hornik of VentureBlog notes that, “while many<br />

firms use Web platforms successfully, very few make<br />

real money from Web commerce alone. … Amazon<br />

stands out for demonstrating what can be done, and<br />

— just as important — for showing how difficult and<br />

rare real Web-commerce success is. Amazon is so<br />

big, so embedded in our daily habits, that it’s folly to<br />

think it could serve as a useful model for any emerging<br />

firm.”<br />

Amazon now accounts for more than 40 percent of<br />

online commerce transacted in the US, yet Tom Foremski<br />

of Silicon Valley Watcher reckons that Bezos’<br />

most impressive feat may be summed up in Amazon’s<br />

JEFF BEZOS<br />

miniscule operating profit margin — just 2.47 percent<br />

for its most recent quarter. (Compare that to Google’s<br />

33 percent Apple’s 31 percent, and Microsoft’s 39<br />

percent.) Bezos has consistently<br />

rebuffed institutional investors’<br />

pleas to maximize quarterly returns<br />

for the sake of shares value, choosing to focus<br />

instead on long-term profitability and stability, sacrificing<br />

high margins for market share. “Amazon’s slim<br />

margins are a key component of Mr Bezos’ business<br />

strategy in keeping competition away,” says Foremski.<br />

“Amazon forces a competitor to fight in the gutter<br />

over margins that are rounding errors for others.” No<br />

longer content with being a mere retail outlet, Bezos<br />

is turning Amazon into an entertainment hub, taking<br />

bigger risks on ventures such as the Kindle, inking big<br />

Hollywood content deals, providing in-the-cloud access<br />

to music and video, and hosting Web service data<br />

for other firms and institutions. His newly rekindled<br />

spirit of adventure, along with the untimely passing of<br />

Steve Jobs, may yet give Bezos his long-awaited turn<br />

as the wizened savant, showing the world the way to<br />

the future.<br />

36

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