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Amazon VS Google business model

A New Ecommerce Business Model

Google vs. Amazon In The Battle For The End User

Google is increasingly losing customers to Amazon; Amazon has repositioned itself as the leading mediator platform for sales of goods and services. In the battle for last mile delivery, user profiles and preferences are shifting to the core of future ecommerce business models.

Google’s acquisition of the Canadian start-up BufferBox™ has brought excitement to the analogue community of parcel distribution services.

Few believed that a digital multinational such as Google would be interested in a start-up calling itself a “parcel pick-up kiosk operator”.

Ecommerce business model makes takeover strategy clear

It is clear that Google recognises Amazon as a potentially fierce competitor.

Amazon has understood how to enhance and develop its position as a mediator. Google’s own data shows that a decreasing number of users are using its own platform to search for goods and services; instead they search directly at Amazon.

Google is losing out in its area of core competence – optimized search. Meanwhile Amazon is expanding its own ecommerce business model to include the search for goods and services available on its own sites.

Consumer data remains with Amazon

Consumers search Amazon directly for goods and services which they then buy from Amazon. The consumer data this search generates now stays with Amazon.

Amazon has little or no interest in selling its user data - a core asset - to third parties for marketing purposes.

On the contrary; Amazon uses this data - in most cases with the explicit knowledge and consent of the user - to target them with new offers.

Amazon’s ability to predict interests and preferences relating to the goods and services it offers is a growing part of its ecommerce business model - placing it in direct competition with Google.

Google’s strategy behind the purchase of Buffer-Box™ now becomes clear: it is a means of retaining access to the profiles of end customers whose stated delivery preference (on platforms including Amazon) is their local Buffer-Box™ station.

Other factors are also gaining importance.

Amazon's ecommerce business model includes pricing according to preferences & customer profiles, end-user delivery preferences, last mile, national, regional and international (including different tariffs for delivery, landed costs – such as tax and customs fees) delivery costs, and payment options (paypal, Credit Cards and (remittance-like) escrow services.

Chevron Runs from Judgment

by RuffJustice

And you thought BP was ethically challenged?...
by Greg Palast
Chevron is attempting to slither out of an $8 billion judgment rendered yesterday by a trial court in Ecuador for cancer deaths, illnesses and destruction caused by its Texaco unit.
They didn't lose their shrimp boats; they lost their kids. Emergildo Criollo, Chief of the Cofan Natives of the Amazon, said about his three-year-old. "He went swimming, then began vomiting blood." Then he died.
Texaco lawyer Rodrigo Perez, showed the epidemiological studies tracing childhood cancers to their oil, sneered and said, "And it’s the only case of cancer in the world? How many cases of children with cancer do you have in the States, in Europe, in Quito? If there is somebody with cancer there, [the Cofan parents] must prove [the deaths were] caused by crude or by the petroleum industry

Report: IBM Named #1 Preferred Provider of IaaS Cloud by Enterprises  — Virtual-Strategy Magazine
Ultimately, the report states, players competing in the cloud services market will need to build to the end-state structure of a cloud service provider business model that resembles the automotive factory model of services delivery involving a robust ..

Reframing the fiduciary debate  — BenefitsPro
Rhoades proposes we reframe the argument by shifting the focus from the service provider's business model to the clients' best interests. Furthermore, he suggests we move the venue from the offices of regulators to the kitchen tables of clients.

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