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“It is genius for the current consumer culture,” Christine Whelan, a clinical professor of consumer science at the University of Wisconsin at Madison, told me. “It encourages and then meets the need for the thing, so we then continue on the hedonic treadmill: Buy the latest thing we want and then have it delivered immediately and then buy the next latest thing.”

With traditional retail, “there’s the friction of having to go to the store, there’s the friction of will the store have it, there’s the friction of carrying it,” Whelan said. “There’s the friction of having to admit to another human being that you’re buying it. And when you remove the friction, you also remove a lot of individual self-control. The more you are in the ecosystem and the easier it is to make a purchase, the easier it is to say yes to your desire rather than no.”

“It used to be that being a consumer was all about choice,”

But now, “two-thirds of people start their product searches on Amazon.

Prime discourages comparison shopping—looking around is pointless when everything you need is right here—even as Amazon’s sheer breadth of products makes shoppers feel as if they have agency.

“Consumerism has become a key way that people have misidentified freedom,”

what Amazon represents is a corporate infrastructure that is increasingly directed at getting as many consumers as possible locked into a consumerist process—an Amazon consumer for life.”

Amazon offers steep discounts to college students and new parents, two groups that are highly likely to change their buying behavior. It keeps adding more discounts and goodies to the Prime bundle, making subscribing ever more appealing. And, in an especially sinister move, it makes quitting Prime maddeningly difficult.

the United States now has more Prime memberships than households. In 2020,

In 2019, Amazon shaved a full day off its delivery time, making one-day shipping the default, and also making Prime an even more tantalizing proposition: Why hop in the car for anything at all when you could get it delivered tomorrow, for free?

As subscription numbers grew through the 2010s, the revenue from them helped Amazon pump more money into building fulfillment centers (to get products to people even faster), acquiring new businesses (to control even more of the global economy), and adding more perks to the bundle (to encourage more people to sign up)

“Every decision we make is based upon the fact that Amazon can get these books cheaper and faster. The prevailing expectation is you can get anything online shipped for”— he scrunched his fingers into air quotes—“‘free,’ in one or two days. And there’s really only one company that can do that. They do that because they’re willing to push and exploit their workers.”

Thanks in large part to the revenue from Prime subscriptions and from the things subscribers buy, Amazon’s value has multiplied roughly 97 times, to $1.76 trillion, since the service was introduced. Amazon is the second-largest private employer in the United States, after Walmart, and it is responsible for roughly 40 percent of all e-commerce in the United States.

It controls hundreds of millions of square feet across the country and is opening more fulfillment centers all the time. It has acquired dozens of other companies, most recently the film studio MGM for $8.5 billion. Its cloud-computing operation, Amazon Web Services, is the largest of its kind and provides the plumbing for a vast swath of the internet, to a profit of $13.5 billion last year.

Amazon has entered some 40 million American homes in the form of the Alexa smart speaker, and some 150 million American pockets in the form of the Amazon app

“Amazon is a beast we’ve never seen before,” Alimahomed-Wilson told me. “Amazon powers our Zoom calls. It contracts with ICE. It’s in our neighborhoods. This is a very different thing than just being a large retailer, like Walmart or the Ford Motor Company.”

I find it useful to compare Big Tech to climate change, another force that is altering the destiny of everyone on Earth, forever. Both present themselves to us all the time in small ways—a creepy ad here, an uncommonly warm November there—but are so big, so abstract, so everywhere that they’re impossible for any one person to really understand

Both are the result of a decades-long, very human addiction to consumption and convenience that has been made grotesque and extreme by the incentives and mechanisms of the internet, market consolidation, and economic stratification

Both have primarily been advanced by a small handful of very big companies that are invested in making their machinations unseeable to the naked eye.

Speed and convenience aren’t actually free; they never are. Free shipping isn’t free either. It just obscures the real price.

Next-day shipping comes with tremendous costs: for labor and logistics and transportation and storage; for the people who pack your stuff into those smiling boxes and for the people who deliver them; for the planes and trucks and vans that carry them; for the warehouses that store them; for the software ensuring that everything really does get to your door on time, for air-conditioning and gas and cardboard and steel. Amazon—Prime in particular—has done a superlative job of making all those costs, all those moving parts, all those externalities invisible to the consumer.

The pandemic drove up demand for Amazon, and for labor: Last year, company profits shot up 70 percent, Bezos’s personal wealth grew by $70 billion, and 1,400 people a day joined the company’s workforce.

Amazon is so big that every sector of our economy has bent to respond to the new way of consuming that it invented. Prime isn’t just bad for Amazon’s workers—it’s bad for Target’s, and Walmart’s. It’s bad for the people behind the counter at your neighborhood hardware store and bookstore, if your neighborhood still has a hardware store and a bookstore. Amazon has accustomed shoppers to a pace and manner of buying that depends on a miracle of precision logistics even when it’s managed by one of the biggest companies on Earth. For the smaller guys, it’s downright impossible.

Amazon’s revenue from subscriptions alone—mostly Prime—was $25.2 billion, which is a 31 percent increase from the previous year

Just as abstaining from flying for moral reasons won’t stop sea-level rise, one person canceling Prime won’t do much of anything to a multinational corporation’s bottom line. “It’s statistically insignificant to Amazon. They’ll never feel it,” Caine told me. But, he said, “the small businesses in your neighborhood will absolutely feel the addition of a new customer. Individual choices do make a big difference to them.”

Whelan teaches a class at UW called Consuming Happiness, and she is fond of giving her students the adage that you can buy happiness—“if you spend your money in keeping with your values: spending prosocially, on experiences. Tons of research shows us this.”

“In some ways Amazon doesn’t really want to be a retailer,” said Juozas Kaziukenas of Marketplace Pulse, an e-commerce consultant. “It doesn’t want to do curation or offer human interaction,” two of the essential qualities of retail for centuries.

Offering tens of millions of items to hundreds of millions of customers prevents any human touch — but opens up a lot of space for advertising, and for confusion and duplicity.

It’s the paradox of plenty: The more things there are to buy, the more difficult it is to find the right thing among the plethora of ads and competition, new material and secondhand, quality and garbage.

“Amazon knows what I buy, how often I buy, what I search for,” Mr. Kaziukenas said. “But decades after it launched, it can’t answer a simple question — what would Juozas like to buy? Instead it shows me thousands of deals, with some basic filters like category and price, and hopes I will find what I like. Amazon is so much work.”

Once upon a time, when the dot-coms roamed the earth, the Amazon bookstore was a simple place. It had knowledgeable human editors, bountiful discounts and delivery that was speedy for the era. For the book-obsessed, it offered every publisher’s backlist, obscure but irresistible titles that had previously been difficult to discover and acquire.

Amazon “doesn’t care if this third-party stuff is a chaotic free-for-all,” she added. “In fact, it’s better for Amazon if legitimate businesses don’t stand a chance. In the same way Amazon wants to turn all work into gig jobs, it wants to turn running a business into a gig job. That way it can walk off with all the spoils.”

Third-party sellers were an Amazon innovation in the late 1990s. Before that, stores either entirely controlled the shopping experience or, if they had a lot of sellers under one roof, were called flea markets and were not quite reputable.

Amazon in theory offered the brisk competition of the latter while exercising the oversight of the former. Bringing in third-party sellers was also a way for Amazon to champion how it was helping small businesses, which helped defuse controversies about its size and behavior.

A new report from the Institute for Local Self-Reliance, a research and advocacy group often critical of Amazon, details the most direct benefit of third-party sellers to the retailer: profits. A third-party seller pays Amazon $34 out of every $100 in sales, the nonprofit institute calculates, up from $19 in 2014.

The money comes from fees, ads and premium logistics that make the merchandise more visible to potential buyers. Amazon called the report “intentionally misleading” because the site does not force sellers to advertise or use its logistics system.

The combination of all those things in one place was a sensation. Amazon quickly took market share from independent stores and chains.

“Best sellers and other books that you might find at a local bookstore are almost all sold by Amazon itself at prices that keep those competitors at bay,” Ms. Mitchell said. “Then Amazon lets third-party sellers do the rest of the books, taking a huge cut of their sales.”

Bookselling at Amazon is a two-tier system, said Stacy Mitchell, a co-director of the institute and the author of the report, “Amazon’s Toll Road: How the Tech Giant Funds Its Monopoly Empire by Exploiting Small Businesses.”

Extraordinary prices for ordinary books have been an Amazon mystery for years, but the backdating of titles to gain a commercial edge appears to be a new phenomenon. A listing with a fake date gets a different Amazon page from a listing with the correct date. In essence, those Boland books were in another virtual aisle of the bookstore. That could power sales.

Mark Lemley, the director of the Stanford Program in Law, Science and Technology, said the company was probably right. “I don’t think Amazon will be liable for misstatements posted by others, and certainly not if it wasn’t aware of them,” he said.

In 2019, Mr. Bezos celebrated the fact that Amazon’s two million independent sellers were doing so well. “To put it bluntly: Third-party sellers are kicking our first party butt,” he wrote. They were pulling in $90,000 a year on average, the company said.

The U.S. attorney’s office in the Western District of Michigan recently announced arrests in a case involving Amazon’s textbook rental program. Geoffrey Mark Hays Talsma was charged with selling his rentals of “Using Econometrics: A Practical Guide,” “Chemistry: Atoms First” and other volumes instead of returning them.

At Amazon, the customer is king. According to the indictment, Mr. Talsma profited by repeatedly saying he had received the wrong products. He said, for instance, he had mistakenly been shipped flammable products that could not be returned, like a bottle of Tiki Torch Fuel that was leaking. Amazon would then credit his account.

What’s remarkable is the scale, length and profitability of this alleged activity. Amazon allows customers to rent up to 15 textbooks at a time. With the help of three confederates, Mr. Talsma rented more than 14,000 textbooks from Amazon over five years, making $3.4 million, prosecutors say. His lawyer declined to comment.

It’s the same story over and over again, Mr. Boland said: “Amazon has done a great job of expanding the marketplace for books. It’s too bad they’ve decided not to police their own platform, because it’s leading to all sorts of trouble.”

Amazon has resisted requiring its sellers to share more information about themselves. It has opposed lawmakers’ efforts to demand more transparency, saying it would violate sellers’ privacy. Recently it signaled guarded approval of a weaker bill but noted that there were a few parts of it “that could be refined.”

“It doesn’t seem like anyone at Amazon is saying: ‘We’re junking the store up. We have to decide what’s best for the customer,’” said Ms. Friedman, the publishing consultant.

Small presses say it’s hard to get Amazon to acknowledge a mistake, because it’s hard to get hold of a human being who could fix it. Valancourt Books, a publisher in Richmond, Va., that has won acclaim for its reissues of horror and gay interest titles, frequently runs afoul of the site.

Last month, it eclipsed Walmart as the most valuable retailer in the country, with a market valuation of $250 billion, and Forbes deemed Mr. Bezos the fifth-wealthiest person on earth.

Others who cycled in and out of the company said that what they learned in their brief stints helped their careers take off. And more than a few who fled said they later realized they had become addicted to Amazon’s way of working.

Amazon may be singular but perhaps not quite as peculiar as it claims. It has just been quicker in responding to changes that the rest of the work world is now experiencing: data that allows individual performance to be measured continuously, come-and-go relationships between employers and employees, and global competition in which empires rise and fall overnight. Amazon is in the vanguard of where technology wants to take the modern office: more nimble and more productive, but harsher and less forgiving.

“Organizations are turning up the dial, pushing their teams to do more for less money, either to keep up with the competition or just stay ahead of the executioner’s blade,”

At its best, some employees said, Amazon can feel like the Bezos vision come to life, a place willing to embrace risk and strengthen ideas by stress test. Employees often say their co-workers are the sharpest, most committed colleagues they have ever met, taking to heart instructions in the leadership principles like “never settle” and “no task is beneath them.”

In contrast to companies where declarations about their philosophy amount to vague platitudes, Amazon has rules that are part of its daily language and rituals, used in hiring, cited at meetings and quoted in food-truck lines at lunchtime

“You can work long, hard or smart, but at Amazon.com you can’t choose two out of three,” Mr. Bezos wrote in his 1997 letter to shareholders

mazon, though, offers no pretense that catering to employees is a priority. Compensation

As the company has grown, Mr. Bezos has become more committed to his original ideas, viewing them in almost moral terms, those who have worked closely with him say. “My main job today: I work hard at helping to maintain the culture,”

perhaps the most distinctive is his belief that harmony is often overvalued in the workplace — that it can stifle honest critique and encourage polite praise for flawed ideas. Instead, Amazonians are instructed to “disagree and commit” (

According to early executives and employees, Mr. Bezos was determined almost from the moment he founded Amazon in 1994 to resist the forces he thought sapped businesses over time — bureaucracy, profligate spending, lack of rigor. As the company grew, he wanted to codify his ideas about the workplace, some of them proudly counterintuitive, into instructions simple enough for a new worker to understand, general enough to apply to the nearly limitless number of businesses he wanted to enter and stringent enough to stave off the mediocrity he feared.

Every aspect of the Amazon system amplifies the others to motivate and discipline the company’s marketers, engineers and finance specialists: the leadership principles; rigorous, continuing feedback on performance; and the competition among peers who fear missing a potential problem or improvement and race to answer an email before anyone else.

But in its offices, Amazon uses a self-reinforcing set of management, data and psychological tools to spur its tens of thousands of white-collar employees to do more and more. “The company is running a continual performance improvement algorithm on its staff,” said Amy Michaels, a former Kindle marketer.

As the newcomers acclimate, they often feel dazzled, flattered and intimidated by how much responsibility the company puts on their shoulders and how directly Amazon links their performance to the success of their assigned projects

Company veterans often say the genius of Amazon is the way it drives them to drive themselves. “If you’re a good Amazonian, you become an Amabot,” said one employee, using a term that means you have become at one with the system.

many others said the culture stoked their willingness to erode work-life boundaries, castigate themselves for shortcomings (being “vocally self-critical” is included in the description of the leadership principles) and try to impress a company that can often feel like an insatiable taskmaster.

A 2013 survey by PayScale, a salary analysis firm, put the median employee tenure at one year, among the briefest in the Fortune 500

To prod employees, Amazon has a powerful lever: more data than any retail operation in history. Its perpetual flow of real-time, ultradetailed metrics allows the company to measure nearly everything its customers do:

Amazon employees are held accountable for a staggering array of metrics, a process that unfolds in what can be anxiety-provoking sessions called business reviews, held weekly or monthly among various teams. A day or two before the meetings, employees receive printouts, sometimes up to 50 or 60 pages long, several workers said. At the reviews, employees are cold-called and pop-quizzed on any one of those thousands of numbers.

Ms. Willet’s co-workers strafed her through the Anytime Feedback Tool, the widget in the company directory that allows employees to send praise or criticism about colleagues to management. (While bosses know who sends the comments, their identities are not typically shared with the subjects of the remarks.) Because team members are ranked, and those at the bottom eliminated every year, it is in everyone’s interest to outperform everyone else.

many workers called it a river of intrigue and scheming. They described making quiet pacts with colleagues to bury the same person at once, or to praise one another lavishly. Many others, along with Ms. Willet, described feeling sabotaged by negative comments from unidentified colleagues with whom they could not argue

The rivalries at Amazon extend beyond behind-the-back comments. Employees say that the Bezos ideal, a meritocracy in which people and ideas compete and the best win, where co-workers challenge one another “even when doing so is uncomfortable or exhausting,” as the leadership principles note, has turned into a world of frequent combat

Resources are sometimes hoarded. That includes promising job candidates, who are especially precious at a company with a high number of open positions. To get new team members, one veteran said, sometimes “you drown someone in the deep end of the pool,” then take his or her subordinates. Ideas are critiqued so harshly in meetings at times that some workers fear speaking up.

David Loftesness, a senior developer, said he admired the customer focus but could not tolerate the hostile language used in many meetings, a comment echoed by many others.

Each year, the internal competition culminates at an extended semi-open tournament called an Organization Level Review, where managers debate subordinates’ rankings, assigning and reassigning names to boxes in a matrix projected on the wall. In recent years, other large companies, including Microsoft, General Electric and Accenture Consulting, have dropped the practice — often called stack ranking, or “rank and yank” — in part because it can force managers to get rid of valuable talent just to meet quotas.

Molly Jay, an early member of the Kindle team, said she received high ratings for years. But when she began traveling to care for her father, who was suffering from cancer, and cut back working on nights and weekends, her status changed. She was blocked from transferring to a less pressure-filled job, she said, and her boss told her she was “a problem.” As her father was dying, she took unpaid leave to care for him and never returned to Amazon.

“When you’re not able to give your absolute all, 80 hours a week, they see it as a major weakness,” she said.

A woman who had thyroid cancer was given a low performance rating after she returned from treatment. She says her manager explained that while she was out, her peers were accomplishing a great deal. Another employee who miscarried twins left for a business trip the day after she had surgery. “I’m sorry, the work is still going to need to get done,” she said her boss told her. “From where you are in life, trying to start a family, I don’t know if this is the right place for you.”

A woman who had breast cancer was told that she was put on a “performance improvement plan” — Amazon code for “you’re in danger of being fired” — because “difficulties” in her “personal life” had interfered with fulfilling her work goals. Their accounts echoed others from workers who had suffered health crises and felt they had also been judged harshly instead of being given time to recover.

Amazon retains new workers in part by requiring them to repay a part of their signing bonus if they leave within a year, and a portion of their hefty relocation fees if they leave within two years.

In interviews, 40-year-old men were convinced Amazon would replace them with 30-year-olds who could put in more hours, and 30-year-olds were sure that the company preferred to hire 20-somethings who would outwork them. A

“One time I didn’t sleep for four days straight,” said Dina Vaccari, who joined in 2008 to sell Amazon gift cards to other companies and once used her own money, without asking for approval, to pay a freelancer in India to enter data so she could get more done. “These businesses were my babies, and I did whatever I could to make them successful.”

Recruiters, though, also say that other businesses are sometimes cautious about bringing in Amazon workers, because they have been trained to be so combative. The derisive local nickname for Amazon employees is “Amholes” — pugnacious and work-obsessed.

By the time the dust settles in three years, Amazon will have enough space for 50,000 employees or so, more than triple what it had as recently as 2013.

just as Jeff Bezos was able to see the future of e-commerce before anyone else, she added, he was able to envision a new kind of workplace: fluid but tough, with employees staying only a short time and employers demanding the maximum.

“Amazon is driven by data,” said Ms. Pearce, who now runs her own Seattle software company, which is well stocked with ex-Amazonians. “It will only change if the data says it must — when the entire way of hiring and working and firing stops making economic sense.”

The fact that Amazon’s retail operations are functioning at all is a testament to the flexibility of the company’s infrastructure during a health crisis that few if any companies were prepared for.

But the crisis is laying bare the cracks in Amazon’s ability

Those cracks include times when up to half the workers in some of the company’s facilities haven’t shown up, with some saying it was due to their fear they wouldn’t be adequately protected from coronavirus.

It’s also due to Amazon’s just-in-time supply chain, reliance on third-party sellers and largely automated systems of buying and selling that were never designed to handle such a crisis.

Amazon shoppers are unable to get many of the essential products the company says it’s prioritizing now.

everything considered nonessential takes more time than the two days Amazon conditioned us to expect.

as of March, 55% of Americans polled had ordered groceries online, compared with 36% two years ago.

One-third of respondents said the first time they had ever ordered groceries online was in the past 30 days, and 60% of respondents used Amazon to order groceries.

The infrastructure Amazon built pushed the entire e-commerce industry toward ever broader selection delivered ever faster.

In the mid-2010s, Amazon initiated a program called “hands off the wheel,” which replaced many of the functions of Amazon’s white-collar retail workers—those responsible for managing inventory and negotiating with sellers—with AI and automated systems

Amazon’s systems respond more quickly to increases in demand than humans could, but it also leads to breakdowns when they encounter unexpected shocks—e.g., a global pandemic

In the week ending March 28, Americans spent 47% more on consumer packaged goods purchased online when compared with the same period a year ago, according to Nielsen and Rakuten Intelligence.

Amazon has hired 80,000 additional workers in just the past few weeks, as part of its pledge to hire 100,000 new permanent workers. It has also raised its base wage from $15 an hour to $17, through April.

with more workers pouring into Amazon’s facilities, and more forced to stay by the lack of alternatives, there could be more protests by employees and more concessions from historically union-averse management

Already, the company has instituted double pay for overtime, paid leave for associates with confirmed or suspected cases of Covid-19, a tripling of its janitorial staff and audits of its own facilities to comply with these measures.

Consumers felt, in good times anyway, that “I can trust the item, I know it’s a good price, I have transparency on when I’m going to receive it, and if I have issues Amazon will work on my behalf,” he adds.

A big edge Amazon holds over competitors is that it can cover losses or scant retail margins with a combination of good will from investors and a cross-subsidy from its booming cloud business, Amazon Web Services.

Of all cloud providers, Amazon is the best positioned to benefit both in the long and short term from surging demand, Eric Sheridan, an analyst at UBS, wrote in a Monday note surveying the industry.

All this increased usage means more revenue for AWS and more profit for its parent company. In turn, that means more opportunity for Amazon to, as Mr. Bezos famously put it, turn its retail competitors’ margins into Amazon’s opportunity.

for Amazon, a company that may already be too big for its own good, it could lead to more of the regulatory scrutiny that its success was drawing even before coronavirus.

An ever greater variety of customers will view Amazon as a basic utility but, wary of overreliance, will explore alternatives, too. The bill for Mr. Bezos’ possibly Faustian bargain with the universe—that everyone loves an innovative and ruthless competitor, even when it becomes dominant—may finally come due.

The tactics that Amazon used in Chester are surfacing elsewhere. The retail workers union said Amazon was trying to surveil employees in Bessemer and even changed a traffic signal to prevent organizers from approaching warehouse workers as they left the site. Last month, the New York attorney general said in a lawsuit that Amazon had retaliated against employees who tried to protest its pandemic safety measures as inadequate.

The machinists union filed a complaint with the labor board in July 2015 alleging unfair labor practices by Amazon, including surveilling, threatening and “informing employees that it would be futile to vote for union representation.” Mr. Hough spent eight hours that summer giving his testimony. While labor activists and unions generally consider the board to be heavily tilted in favor of employers, union officials said a formal protest would at least show Chester technicians that someone was fighting for th

The pandemic helped change that, bringing safety issues at Amazon to the forefront. In a Feb. 16 suit against Amazon, the New York attorney general, Letitia James, said the company continued last year to track and discipline employees based on their productivity rates. That meant workers had limited time to protect themselves from the virus. The suit said Amazon retaliated against those who complained, sending a “chilling message” to all its workers. Amazon has denied the allegations.

Amazon says that customers' privacy and security are "foundational" to how it has built Amazon Sidewalk. The network has three layers of encryption and has protections to keep customers from viewing data from others' Sidewalk-enabled devices. Amazon also put together a white paper outlining Sidewalk's privacy and security measures.

Instead of trying to sell device owners on the merits of joining the program, Amazon adds devices to the shared network unless owners go through the steps to opt out.

The company says it's all in the customer's interest.An Amazon spokesperson says the company "believe[s] Sidewalk will provide value for every customer and we want to make it is easy for them to take advantage of benefits such as more reliable connections, extended working range for their devices, easier troubleshooting and no additional connectivity costs to customers."

And customers can decide to opt out at any time, the spokesperson says. If you opt out, your connection won't be pooled, and you can't draw from the pool, either.

“If Amazon decides to take millions of jobs and essentially cut their labor costs in half, that only comes out of workers’ pockets,” added Korgan. “That creates a major economic problem in an industry that for the last 50 years has done a good job of supporting millions of middle-class jobs.”

“This sort of model is problematic for the entire industry,” said Randy Korgan, the director of the Teamster’s Amazon Project. “They’re willing to loan these small subcontractors money, get them access to their vans and help them advertise for employees to offload all the responsibility that would normally fall on Amazon.”

Amazon has been publicly opposed to unionization and organizing among their employees, most recently through an anti-union campaign launched ahead of a union election vote at a warehouse in Bessemer, Alabama, which has included anti-union captive audience meetings and sending mass texts and ads to workers encouraging them to vote against the union.

Drivers for Amazon contractors have complained of the surveillance and pressure they receive through cameras and a tracking app, Mentor.

remain

Drivers for Amazon delivery service providers also face fear of retaliation for trying to organize in their workplaces.

Jeff Bezos and Elon Musk have gone back and forth every week about who is the wealthiest person in the world and I can’t even pay my rentDerrick Flournoy

“Sixteen dollars an hour isn’t enough for the amount of work that we have to do. We’re a representation of the wealthiest company in the world and we’re barely making enough money to live,”

An Amazon spokesperson claimed drivers have built-in time through their routes for breaks and provide a list of nearby restrooms in the delivery app. They did not comment on the unfair labor practice charge or on organizing efforts by drivers.

Hachette, though owned by $10 billion French media conglomerate Lagardère, is a much smaller company and is losing millions in this battle. It's also risking its reputation among authors, its most important group of partners

More liberal discounting practices will give Amazon the power to continue to gain market share and it's easy to imagine a scenario where it controls three-quarters of all book sales in the U.S. At the same time, higher co-op payments would make book publishers less profitable and less likely to invest in riskier book projects.

what would happen next: Let’s say Amazon goes to 70 percent and they’re basically the pipes for everything and they’re indispensable and you can’t publish a book without them. So, what do they do then? If they’re still trying to maximize profits, we’ll still have lots of romance books and James Patterson will still write his books. But serious nonfiction books won't get published. Those are the books that will go first.

Nonfiction books, like Walter Isaacson's biography of Steve Jobs, are expensive and risky to produce and rarely sell well, yet many of these books drive intellectual thinking in the U.S. Robert Caro's latest book on Lyndon Johnson The Passage of Power: The Years of Lyndon Johnson took nearly a decade to write—and that means investment and risk.

For years, observers have wondered if Amazon’s shopping business — you know, its main business — could ever really work. Investors gave Mr. Bezos enormous leeway to spend billions building out a distribution-center infrastructure, but it remained a semi-open question if the scale and pace of investments would ever pay off. Could this company ever make a whole lot of money selling so much for so little?

Amazon’s retail operations had reached a “critical scale” or an “inflection point.” They meant that Amazon’s enormous investments in infrastructure and logistics have begun to pay off. The company keeps capturing a larger slice of American and even international purchases. It keeps attracting more users to its Prime fast-shipping subscription program, and, albeit slowly, it is beginning to scratch out higher profits from shoppers.

Now that Amazon has hit this point, it’s difficult to see how any other retailer could catch up anytime soon. I recently asked a couple of Silicon Valley venture capitalists who have previously made huge investments in e-commerce whether they were keen to spend any more in the sector. They weren’t, citing Amazon.

“The truth is they’re building a really insurmountable infrastructure that I don’t see how others can really deal with,”

Amazon also faces a wider set of competitive threats internationally. Although it has reported increasingly brisk sales in India, the company has had a difficult time breaking into the lucrative Chinese market, where Alibaba dominates the shopping scene

Walmart, which on Tuesday published earnings that came in slightly above analysts’ expectations, is also spending billions to slow Amazon’s roll. But Walmart said that in its latest quarter, e-commerce sales had grown only 10 percent from a year ago. Amazon’s retail sales rose 20 percent during the same period.

What has been key to this rise, and missing from many of his competitors’ efforts, is patience. In a very old-fashioned manner, one that is far out of step with a corporate world in which milestones are measured every three months, Amazon has been willing to build its empire methodically and at great cost over almost two decades, despite skepticism from many sectors of the business world.

Amazon has built more than 100 warehouses from which to package and ship goods, and it hasn’t really slowed its pace in establishing more. Because the warehouses speed up Amazon’s shipping, encouraging more shopping, the costs of these centers is becoming an ever-smaller fraction of Amazon’s operations.

Amazon’s investments in Prime, the $99-a-year service that offers free two-day shipping, are also paying off. Last year Mr. Bezos told me that people were increasingly signing up for Prime for the company’s media offerings

Mr. Schachter, of Macquarie Securities, estimates that there will be at least 40 million Prime subscribers by the end of this year, and perhaps as many as 60 million, up from an estimated 30 million at the beginning of 2015

he predicted that by 2020, 50 percent of American households will have joined Prime, “and that’s very conservative,” he said.

its operating margin on the North American retail business was 3.5 percent, while Amazon Web Services’s margin was 25 percent.

“retail gross profit dollars per customer” — a fancy way of measuring how much Amazon makes from each shopper — has accelerated in each of the last four quarters, in part because of Prime. Amazon keeps winning “a larger share of customers’ wallets,” the firm said, eventually “leading to a period of sustained, rising profitability.”

“The thing about retail is, the consumer has near-perfect information,” said Paul Vogel, an analyst at Barclays. “So what’s the differentiator at this point? It’s selection. It’s service. It’s convenience. It’s how easy it is to use their interface. And Amazon’s got all this stuff already. How do you compete with that? I don’t know, man. It’s really hard.

Democrats are going through the same process Republicans did over the 2010s when they realized that the cultural power centers of America are hostile to their political vision. Democrats are realizing that market power is political power.

Biden put both factions in his government

Senator Chuck Schumer’s daughter works for Amazon, so did former Obama spokesperson Jay Carney, as does Kamala Harris’ close advisor Karen Dunn. Bezos himself gave $100 million apiece to Democratic validators Van Jones and Chef Jose Andre, purely as gifts. He also donated $100 million to Barack Obama’s Presidential library. Much of the social issue-oriented infrastructure of the party, the so-called “woke” faction, is financed by corporate money from dominant firms.

Amazon is also integrated into the Democratic party itself.

Powerful Democratic insiders like former Clinton administration official Jamie Gorelick are on the board of Amazon. Gorelick is a partner at Wilmer Hale, and when Merrick Garland was nominated to become Attorney General, she put up a note on her firm biography about how close she is with him, going all the way back to undergraduate days at Harvard.

it’s not a coincidence that at this same time, there is an upsurge of support for Khan and this vision of the party.

Brian Schatz, a very normie Democratic Senator, expressed a new consensus within the party when he said, “Vote against the oligarchs. Vote for Kamala Harris and Tim Walz.” It’s rare to associate the Democrats with fighting oligarchy. Yet, as Democratic pundit Josh Marshall put it about the role of billionaires in public life, now “you can’t not see it.”

While his Federal Trade Commission is suing Amazon for antitrust violations, that has not affected most administration and government officials, who largely admires the firm. For instance, the Biden Small Business Administration is steering business to Amazon, the NSA is giving billions in classified contracts to AWS, Commerce Secretary Gina Raimondo is lobbying for Amazon in Europe, and the new AI safety part of the government has Amazon as a member.

now Democrats are being forced to see that billionaires are less interested in courage than, well, money. It seems like an obvious insight, but there we go.

Moreover, powerful executives are announcing they will use their power over core social infrastructure, and fuse it with the state. In fact, they may be preparing to do just that.

The answer to this crisis of democracy, and yes it's a crisis, is very simple. The government needs to take apart these giant firms that are too big to manage

Who is doing that? Well, it turns that Democrats actually have a faction that is trying, in the form of anti-monopolists, like FTC Chair Lina Khan, and Antitrust chief Jonathan Kanter

Others felt that billionaires were so powerful they were unafraid of political retribution from Donald Trump, and therefore, natural allies

now we all see the truth that Louis Brandeis put forward a hundred years ago: "We may have democracy, or we may have wealth concentrated in the hands of a few, but we cannot have both."

I don’t know what will happen from here, but something fundamental in the party view changed this week. And there are a lot of people within the party who are going to fight this shift, and whose institutional loyalties are going to be put under real strain.

no longer can anyone seriously argue that the only way to think of Amazon, or any big business, is as a purely economic actor. Jeff Bezos just forced the Democrats to see that economic power is political power.

Prior to this moment, many party elites thought that the superrich, or big business, didn’t matter as much as local elites, like car dealers or trade associations.

it has been eliminating unprofitable items and pressing manufacturers to change their packaging to better sell online

One example: bottled water from Coca-Cola Co. Amazon used to have a $6.99 six-pack of Smartwater as the default order

after working with Coca-Cola to change how it ships and sells the water, Amazon notified Dash customers it was changing that default item to a 24-pack for $37.20.

Amazon can get away with it because manufacturers of food and household products are hooked on the online retailer’s size—it accounts for a majority of total e-commerce revenue growth

For big consumer brands, not being on Amazon “is not an option anymore,”

Amazon also has greater leeway to curb CRaP items because of the rise of independent sellers on its site. They have added hundreds of millions of items, helping ensure that Amazon’s virtual shelves are stocked with the variety shoppers expect

those sales tend to be more profitable for Amazon, which typically collects a 15% cut plus fees for warehousing.

Amazon is trying to boost profitability in its core retail business after years of focusing on growth

That has meant selling smaller, lighter laundry products like detergent pods and skipping cheaper paper towels. Instead of promoting a three-pack of dish soap, Seventh Generation recently started advertising a 6-pack for $17.70, and it created a larger, 504-count package of baby wipes for $19.91 for sale on Amazon and elsewhere

“From my perspective, I think that the Amazon money was a big distraction when we were trying to make our closing arguments with voters,” said Orion.

ome top local-based global giants such as Amazon, Boeing and Microsoft also contributed to Orion’s campaign.

“We have run a historic grassroots campaign, with working people, community members rejecting Amazon and billionaires’ attempt to buy this election, and that doesn’t mean we’re going to win every battle against the billionaires,” said Sawant..

At a time when many Seattleites are already critical of Amazon’s influence in the city – with many pointing to the role it has played in Seattle’s rising cost of living and growing income inequality – the contributions left an unsavory taste in some residents’ mouths.

“It’s supposed to be a democratic process and it’s not a democratic process when Amazon can contribute that much to basically a small election,” she said.

But her battle against the influence of big business came to a head with her push last year for the Head Tax. The proposal would have implemented a per-employee tax on corporations making more than $20m each year to fund housing and services for the homeless in a city that has the third largest homeless population in the US, according to a 2018 federal report. With about 45,000 workers in Seattle, Amazon would have probably had to pay millions each year through the tax.

The nine-member council unanimously approved the tax. But after Amazon, another locally based global giant, Starbucks, and other companies contributed financially to the campaign to kill it, called No Tax on Jobs, all but two members of the council then quickly voted to repeal it.

In other cases, though, the relationship was more tenuous. Michelle Gagnon lost three reviews on her young adult novel “Don’t Turn Around.” She said she did not know two of the reviewers, while the third was a longtime fan of her work. “How does Amazon know we know each other?” she said. “That’s where I started to get creeped out.”

As a demonstration of social media’s grip on reviewing, Mr. Ferriss used Twitter and Facebook to ask for a review. “Rallying my readers,” he called it. Within an hour, 61 had complied. A few of his early reviews were written by people who admitted they had not read the book but were giving it five stars anyway because, well, they knew it would be terrific. “I am looking forward to reading this,” wrote a user posting under the name mhpics.

Ragan Buckley, an aspiring novelist active in the campaign against Mrs. Klausner under the name “Sneaky Burrito,” is a little weary. “There are so many fake reviews that I’m often better off just walking into a physical store and picking an item off the shelf at random,” she said.

In Seattle, New York, and the United Kingdom, the firm has set up automated “lockers” in drug stores and convenience stores. If you order something from Amazon and you work near one of these lockers, the company will offer to drop off your item there. On your way home from work, you can just stop by Rite Aid, punch in a security code, and get your stuff.

I’m a frequent Amazon shopper, and over the last few months I’ve noticed a significant improvement in its shipping times. As a subscriber to Amazon’s Prime subscription service, I’m used to getting two-day shipping on most items for free. But on about a third of my purchases, my package arrives after just one day for no extra charge. Sometimes the service is so speedy it seems almost magical. One Friday afternoon last month, I ordered three smoke alarms, and I debated paying extra for shipping so that I could install them over the weekend. The $9 per item that Amazon charges for Saturday delivery seemed too steep, though, so I went with standard two-day service. The next morning, the delivery guy arrived with my smoke detectors. I’d gotten next-day Saturday service for free

I suspect that, over the next few years, next-day service will become its default shipping method on most of its items. Meanwhile it will offer same-day service as a cheap upgrade. For $5 extra, you can have that laptop waiting for you when you get home from work. Wouldn’t you take that deal?

Order something in the morning and get it later in the day, without doing anything else. Why would you ever shop anywhere else?

“I think everyone is seeing through the P.R. at this point and focusing on both their economic and political power,” Sarah Miller, a critic of Amazon, said about the company. Ms. Miller, who runs the American Economic Liberties Project, an antitrust think tank, added, “I think the narrative is cooked now on their status as a monopoly, their status as an abusive employer and their status as one of the biggest spenders on lobbying in Washington, D.C.”

“As it relates to progressive Democrats in general, we’ve been surprised by some of the negative things we’ve seen certain members say in the press and on social media,” he said. “If there’s a progressive company in this country, it’s Amazon. Find me another large company paying two times the minimum wage, providing great health benefits from Day 1, 95 percent education reimbursement, safe working environment, and so on. We really think we are an example of what a U.S. company should be doing for its employees.”

Mr. Sanders said he appreciated Amazon’s help on the minimum wage. “On the other hand,” he said, “to my mind, I find it hard to understand why Jeff Bezos, the owner of Amazon and the wealthiest guy in the world, worth about $182 billion, is spending millions of dollars fighting a union organizing effort in Alabama, where his workers are trying to organize for better wages and better working conditions.”

Under Mr. Carney’s leadership, Amazon has taken steps to satisfy its liberal critics. In 2018, Senator Bernie Sanders, independent of Vermont, attacked the company over its wages. Not long after that, the company announced that it would raise its minimum wage to $15 an hour and push federal policymakers to do the same.

The union organizers in Bessemer have increasingly attracted support from the White House and top lawmakers in Congress. Labor leaders spent weeks pushing Mr. Biden’s staff to have him weigh in on the election at the warehouse.

“We’ve got to protect every worker’s right to form and join a union, and to bargain collectively for better pay, quality health care, a safer workplace and a secure retirement,” said Senator Patty Murray, a Democrat from Washington

Amazon has made efforts to reach out to the new administration. Dave Clark, who runs the company’s consumer business, sent a letter to the White House in January offering to help with the distribution of the coronavirus vaccine and met virtually with Jeff Zients, the White House’s coronavirus coordinator, to discuss the vaccine rollout.

It recalled the message Amazon had waiting for a delegation of progressive lawmakers who met with union representatives in Alabama this month.At the warehouse, workers held up a large banner with text in bold letters: “CONGRESS: PLEASE MATCH AMAZON’S $15/HOUR MINIMUM WAGE!”

The vote-tally process — done by hand — includes several lengthy steps.

Hundreds of ballots have been challenged, the union says, mostly by Amazon. These ballots are then set aside and may play a huge role if the tally of uncontested votes produces a result that's so close that these set-aside votes could sway the outcome.

Afterward, the vote-count moved on to the next step. Inside that first letter was a second sealed envelope containing the anonymous ballot. That second set of envelopes required opening and shuffling.

On Thursday afternoon, the hand-counting of yes and no votes finally started. This tabulation of anonymous ballots is being streamed online for preregistered members of the media and the general public.

The Bessemer workers are deciding whether to form Amazon's first unionized warehouse in America.

A vote to unionize would shake up history for both Amazon and Alabama.

Amazon unleashed a strong push to sway Bessemer workers to vote against unionizing.

The vote is the most consequential labor battle in the U.S. in recent history.

But consumer-protection laws like the one in question only eke out marginal victories against the broader retail situation that Amazon inaugurated. The products available to purchase in the first place still feel arbitrary, as do their changing prices, their seemingly inconsistent availability and shipping times, the reliability of their arrival (thanks in part to Amazon Flex, the company’s gig-economy delivery service), and not to mention whether you actually get the product you ordered.

But there’s a reason that we used to have shoe stores, hardware stores, grocery stores, bookstores, and all the rest: Those specialized retail spaces allow products, and the people with knowledge about them, to engage in specialized ways of finding, choosing, and purchasing them. On Amazon, everything gets treated the same.

The problem with an Everything Store is that there’s no way to organize everything effectively. The result is basically a giant digital flea market. Amazon is so big, and so heterogenous, that the whole shopping experience is saturated with caprice and uncertainty. It’s not that Dash purchases alone might produce a result different from the one the buyer intended, but that every purchase might do so.

for many consumers there is simply no other way to get many books than through Amazon. And for some books, Amazon is, in effect, beginning to raise prices.

even books by Nobel Prize winners are now being sold at prices that minimally diverge from the bookstores that were driven out of business in the last decade.

Stockholders have pushed Amazon shares up to a record level, even though the company makes only pocket change. Profits were always promised tomorrow. Small publishers wonder if tomorrow is finally here, and they are the ones who will pay for it.

in the examples in Bloomberg’s report—a woman overheard singing in the shower, a child screaming for help—the users seem unaware of the device.

Alexa-enabled speakers can and do interpret speech, but Amazon relies on human guidance to make Alexa, well, more human—to help the software understand different accents, recognize celebrity names, and respond to more complex commands.

Advancements in AI, the researchers write, create temporary jobs such as tagging images or annotating clips, even as the technology is meant to supplant human labor

In all cases, Silicon Valley would have us believe that AI is smart enough to replace humans, when in reality it only works because of the role of hidden human labor in creating and maintaining these loops. AI is always a human-machine collaboration. It can accomplish incredible feats, but rarely alone.