Amazon employs more than a million people, in both traditional and non-traditional relationships. (In early February, Amazon agreed to pay $ 62 million to the Federal Trade Commission to settle fees it withholds tips from Amazon Flex delivery drivers – regular contract workers. drive their own car).
An Amazon that doesn’t need so much from the post office or service providers like FedEx is an Amazon that can eventually compete with them more broadly, or even replace them. An Amazon that offers, thanks to its size, an easier, cheaper way to handle your company’s computing and storage needs could eventually become a company that does such business. It doesn’t seem like an option at all.
The potential in AWS – to immerse itself in every major industry in the economy – is truly staggering and its biggest competitors, including Microsoft and Google, have so much more to do. An unregulated AWS has no close precedent, but perhaps a few guiding precedents: railroads, energy, banking.
Of course, the lives of average Amazon customers will continue to change, as the company continues to expand its commercial and entertainment offerings. The old Amazon will remain the center of customers already there, and it will provide the opportunity to opt in or out of new corporate relationships: for food; for medicine; For security; to play.
The Amazon that Mr. Jassy helped to build, which he will soon inherit, is not subject to the customer’s permission. Instead, it is defined by what and by whom, they do not see. It is defined by chats in which the loyal public, subscribing to Prime not as a participant, but as a source of leverage: through partners, suppliers, employees, and above all else newer customer types.
Amazon spent the first decades fighting to be first. Perhaps its next stage, overseen by Mr. Jassy, is disappearing into an even greater force – its inevitable, diffuse, surroundings. Like a covered fog. Or a cloud.