You would be quite happy to allow someone else to open the boot of your car and drop off your groceries while you are absent. You would trust random strangers to deliver your new shoes on their way past your home. You would gladly accept a prescription-drug order from an unidentified flying object hovering outside your door. All to avoid going the extra mile to pick up cheap goods ordered online in person.
The possibility that a senior Amazon executive may find his name on a range of “non-medicated toilet preparations” has considerably brightened my week. Not that I have anything against Amazon. But Lush, the British handmade cosmetics company, does.
Inside Britain's 'everything store'. Photo: Bloomberg
A no-frills retailer offering a keenly priced range from AA batteries to Z-frame suitcases launches its own tablet device and prepares to expand its same-day click-and-collect service. Amazon? No, Argos, which was Britain’s “everything store” before Jeff Bezos reached high school. Read more
No one will ever find themselves in precisely the position Jeff Bezos found himself in when he launched Amazon.com in 1994, with the ambition to create an online “everything store”. Instead, most competitors will – at least for now – have to learn from Bezos’s success.
On Monday, The Everything Store, which traces Amazon’s rise, was named FT/Goldman Sachs Business Book of the Year for 2013, partly, in the words of one judge, because of its management lessons.
I talked to Brad Stone, the book’s author, about what those lessons might be, and he outlined four. Read more
If a destination’s desirability is measured by the number of maps that claim to lead you to it, innovation is the corporate world’s Taj Mahal. Among the manuals on sale is an Innovator’s Guide, a Cookbook, a Toolkit, a Path, a Way, a Handbook and a Manifesto.
About a year ago I was in San Francisco’s Pacific Heights, gazing down at the Golden Gate Bridge from one of Larry Ellison’s many spectacular homes. The Oracle chief executive wasn’t there – he had lent the house out for a reception. In any case, he would be the last person to apologise for enjoying the fruits of his success. But the view from technology executives’ balconies is getting stormier. After banks and bankers, could they be next to feel the sting of a populist backlash?
I can’t remember a declaration of war as emphatic as the one made by Neil Ashe of Walmart on Wednesday. The chief executive of the US retailer’s ecommerce arm told the FT:
We own what we own, and we’re going after what we don’t. We can get to every customer in the world via ecommerce. It doesn’t matter where they live or how much they earn.
In Walmart’s sights: Amazon, the online jungle’s biggest beast. Read more