焦點(diǎn)教育出品托福閱讀背景知識之亞馬遜還能走多遠(yuǎn)

焦點(diǎn)教育——托福閱讀背景知識之亞馬遜還能走多Ithasupendedindustriesandchangedthewaytheworldshops.Butitshouldbewareofabusingits亞馬遜了傳統(tǒng)產(chǎn)業(yè)，甚至改變了世界的消費(fèi)方式。但現(xiàn)在應(yīng)該謹(jǐn)防它其主導(dǎo)地位WHENJeffBezoslefthisjobinfinanceandmovedtoSeattle20yearsagotostartanewfirm,herentedahousewithagarage,asthatwaswherethelikesofAppleandHPhadbeenborn.Althoughhestartedsellingbooks,hecalledthefirmAmazonbecauseagiantriverreflectedthescaleofhisambitions.Thisweektheworld'sleadingmercecompanyunveileditssmartphone,whichAmazontreatslessasacommunicationdevicethananingeniousshopplatformandawayofgatheringdataaboutpeopleinordertomakeevenmoreaccurate 20年前，當(dāng) ThesmartphoneistypicalofAmazon.Thereistheremorselessexpansion:ifyoucandeliverbooksandwashingmachines,whynotaphone?Thereistheabilitytoswitchbetweentherealworldofatomsandthedigitalworldofbits:Amazonhasoneoftheworld'smostimpressivephysicaldistributionsystems,evenasithasbranchedoutintocloudcomputing,e-books,streamingandmusicdownloads(seearticle).Thereisthedriveformarketshareoverimmediateprofits.AndthereistheslightlycreepyfeelingthatAmazonknowstoomuchaboutitsusersalready.Sofaritsinsatiableappetitehashelpedconsumers;butasitgrowsinsizeandpowerthedangeristhatitwillgotoofar.這款智能極具亞馬遜的特色。它始終在堅(jiān)持不懈的擴(kuò)張其業(yè)務(wù)：如果你能配送書和洗衣機(jī)，那為什么不能配送呢?它有著在實(shí)世界和數(shù)字空間之間交替跳躍的能力亞馬遜擁有世界上最令人欽佩的物流系統(tǒng)同時(shí)還擴(kuò)展到云計(jì)算流和音樂等(見文章相比較于眼前利益亞馬遜更趨迄今為止，它對數(shù)據(jù)的需求，雖有些貪得無厭，但還是對客戶有幫助。但是隨著亞馬遜的規(guī)模不斷擴(kuò)大，能力的不斷提升，該公司可能會走的過遠(yuǎn)，以至于無法回頭。Customerswhoboughtthisitemalso過此商品的人還過Forthemoment,admirationshouldcountformorethanfear.ManythingstheworldnowtakesforgrantedwereintroducedbyMrBezos.Tyyourcredit-cardnumberintoawebbrowserwasonceconsideredasignofinsanityuntilAmazonshowedhoweasyandsafebuyingthingsonlinecouldbe.Oncepeoplehadboughtabook,theytriedotherthings.Todaytheglobal mercemarketisworth$1.5trillion.就目前而言，人們對亞馬遜尊敬大于恐懼。如今許多人們認(rèn)為理所當(dāng)然的事，都是出自先生之手。一旦人們成功了一本書，他們就會想要買的東西。如今，全球電子商務(wù)市場份額已達(dá)到1.5萬億。Amazonalsofosteredtheemergenceofcustomerreviews.Fromthestartitletbuyersrateandreviewbooks.Thisstillirkssomeprofessionalcritics,andsomeofthemostfulsomefive-starratingsmaybefromspousesofauthors.Butoveralltheyprovidevaluableadvicetobuyers.Todayeverythingfromappstohostohosescanberatedonline,andretailwebsitesseem pletewithoutcustomerreviews.除此之外，亞馬遜還催生出了用戶點(diǎn)評模式。從創(chuàng)立之初，亞馬遜便允許買家對進(jìn)行評分及評論。這Thentherearetheindustriesithasupended.Bookscame.Amazonhaschangedpublishinice—bymakinganybookintheworldquicklyavailableandthenbymakinge-booksmainstream.BeforeAmazonlaunchedtheKindlein2007,e-readerswerefiddlygadgetsthatfewpeopleused.TheKindlewaseasytouse,workedanywhereandallowedinstantdeliverystraighttothedevice(ratherthanviaaPC).Amazonalsopioneeredanewmodelforcloudcomputing.In2006itbeganrentingoutcomputercapacitybythehour.Theoptiontorentratherthanbuycomputingpowergreatlyreducedthecostandcomplexityoflaunchinganewcompany.Amazon'scloudserviceshavesincebeenusedbystartupsincludingNetflix,,Pinterest,SpotifyandAirbnb,andhavespawnedawholenewindustry.此外，亞馬遜還了許多行業(yè)，其中首當(dāng)其沖。亞馬遜已經(jīng)改變了兩次行業(yè)。一次是通過網(wǎng)絡(luò)書店方便人們購書，第二次則是通過方便人們隨時(shí)閱讀。在2007，亞馬遜推出Kindle之前，只是一種小眾設(shè)備。因?yàn)镵indlePC的情況下，能夠立即將到設(shè)備中。亞馬遜還推出了一種全新的云計(jì)算方法。在2006年便開始按照時(shí)間出租計(jì)算資源。，Pinterest,Spotify和Airbnb這樣的新創(chuàng)公司，甚至還催生出了一些全新的產(chǎn)業(yè)。Applemaybebetterknownasaninnovator,butAmazonmayhavehadjustasbiganimpactontheworkingsofthedigitalworld.Anditkeepsonexperimenting.Unconstrainedbyaself-imageasacompanythatdoesaparticularthing,Amazonhasdabbledinareasfrominternetsearchtoroboticstofilmandevision探索。但亞馬遜并不是局限在單一的業(yè)務(wù)上，在不斷嘗試中，亞馬遜從互聯(lián)網(wǎng)搜索發(fā)展到機(jī)器人，從Indeed,ifyourglassesareparticularlyrose-tinted,Amazonseemstohaveputthe“l(fā)ongterm”backAnglo-Saxoncapitalism.AtatimewhenWallStreetisobsessedbyquarterlyresultsandsharebuy-backs,Amazonhasmadeitcleartoshareholdersthat,givenachoicebetweenmakingaprofitandinvestinginnewareas,itwillalwayschoosethelatter.Whileothertechnologygiantssitonrecordpilesofcash,Amazonstillhasplentyofideasaboutwheretoinvestandinnovate.Andinvestorsseemhappywithit:Amazon'sprice-to-earningsratiohasexceeded3,500attimes.Italignstopexecutives'interestswiththoseofshareholdersbypayingthemlargelyinstock:itshighestsalaryis$175,000ayear.事實(shí)上，如果你足夠樂觀，亞馬遜似乎在把“長期視角”重新帶回。在，普遍看利益在一起：高管的最高年薪是17.5萬。Giantselection,tinytax巨大的選擇，微小的方Theproblemisthatmanyofthesevirtuescomewith panyingvices.Amazonstandsaccusedofunfaircompetition—ofbeingalousyemployer,dodgingtaxandbullyingitsrivals.AmazonsaysmedianpayinitsAmericanwarehousesis30%higherthaninlargeretailstores.Ontax,thepictureisalittlemorenuanced.Themainreasonitstaxbillissolowisthatitdoesnotmakeprofits,butAmazonhasalsobeenextremelyaggressivein(legally)bookingprofitstolow-taxcountries.Havingnedagainstsalestaxesforonlinetransactionsformanyyears,ithaslaychangeditstune,andnowcollectssalestaxesinagrowingnumberofAmericanstates.問題在于，在這許多的優(yōu)點(diǎn)之中依然伴隨著許多缺點(diǎn)。亞馬遜被指責(zé)競爭，用工環(huán)境不佳，和對手。亞馬遜對此表示，其在倉庫的薪水中值比大型零售商還要高出30%。在上，可能有些很微妙的情況。亞馬遜的之所以很低，是因?yàn)槠淅麧櫜⒉桓撸豢煞裾J(rèn)的是，亞馬遜也在積極地采取合法方式將利潤轉(zhuǎn)移至稅率低的國家在了那么多年的網(wǎng)上交易稅后亞馬遜最近卻改變了態(tài)度開始在的越來越多的州代收營業(yè)稅。Asforbullyingcompetitors,mostofthisisjustthesavagemagicofcapitalism.AmazonhascrushedlocalbookshopsbutonlyinthesamewaythatTescoandWalmartcrushedgrocers—byprovidingacheaper,easierwaytoshop.Howeverantitrustregulatorsmustensureitisnotabusingitsmarketpower,onacase-by-casebasis.Forinstance,Amazon'scurrentdisputewithHachette,alargepublisher,maylargelybeastandardtusslebetweenretailerandr.Butwhenthedominantsellerofe-booksremovespre-orderbuttonsandmakesdeliverytimeslongerforHachettebooks,thathardlysquareswithMrBezos'sprofessedemphasisoncustomer至于弱小的競爭對手大部分的只是的野蠻魔法亞馬遜像樂購和沃爾瑪摧毀雜貨商們一樣，用提供更便宜，更方便的購物方式來摧毀當(dāng)?shù)氐臅?。然而在這個(gè)案子的基礎(chǔ)上，反機(jī)制必須確保它不會其市場支配力。例如，亞馬遜目前與大型商，阿歇特的競爭，很大程度上可能是一個(gè)零售商和供應(yīng)商之間的。但當(dāng)主要的銷售商刪除預(yù)訂按鈕時(shí)，將會使阿歇特的交貨時(shí)間延長。這很難符合先生所強(qiáng)調(diào)的重視客戶服務(wù)。PerhapsthebiggestconcernaboutAmazonis,paradoxically,aconsequenceofitslong-termvision.Itishardtocompetewithacompanywhoseshareholdersdonotexpectitt