Posts Tagged ‘Amazon’
Online retailer Amazon’s member fashion site Myhabit.com is making fashion deals accessible for shoppers via an iPhone application.
The app gives users fashion deals based on their location. Deals begin at 12 noon eastern time every day.
“The Myhabit.com app allows you to shop anytime, anywhere so that you don’t need to be sitting in front of your computer to get designer sales,” said Stacey Keller, spokeswoman at Amazon, Seattle.
Myhabit.com is a membership-only fashion Web site that offers daily deals on clothing brands, including Vera Wang, Escada Sport and Joe’s Jeans.
With the app, consumers can access the daily curated sales from their mobile devices.
Additionally, users can view the week’s calendar of deals and sign up for sale reminders on specific brands.
Myhabit.com includes women’s, men’s and children’s apparel. Shoppers can browse by department and sale event.
In particular to the Myhabit app, videos show all sides of clothing and detailed photography tries to recreate the in-store shopping experience for consumers.
Similar to Amazon.com orders, free shipping is included on Myhabit.com purchases.
Recent deals on the site include Cynthia Rowley handbags, which sell for approximately $100 compared to the retail price of around $300.
Another example of a recent sale is Tod’s women’s shoes. A pair of ballet flats that retail for $475 sold for a little more than $200.
By Kyana Gordon on June 24, 2011
One of the world’s last untouched tribes has been spotted in a dense region of the Amazon close to the Peruvian border, the National Indian Foundation (FUNAI) reported. These aerial photographs captured by FUNAI, a Brazilian governmental protection agency for Indian interests and their culture, revealed three separate clearings and four large communal dwellings, known as malocas, clustered in the forest of the Javari Valley Indigenous Reserve in far western Brazil. Detected by satellite, the recently discovered tribe is surrounded by various corn crops, nut and banana trees, indicating agricultural activity.
According to the FUNAI, the newly discovered tribe is thought to be home to about 200 people, of the Pano linguistic group, a likely offspring of the Korubo family. In very rare instances is contact ever made with uncontacted tribes, and the Brazilian government upholds this policy for fear of disrupting their natural habitat, passing on communicable diseases the Indians are not immune to, and cultural dislocation unleashed by contact with the outside world. According to anthropologist and FUNAI regional coordinator, Fabricio Amorim:
“The Amazon region contains the majority of untouched tribes without any contact with the exterior, in the world. Their culture, and even their survival, is threatened by illegal fishing, hunting, logging and mining in the area, along with deforestation by farmers, missionary activity and drug trafficking along Brazil’s borders.”
An astounding finding, and if true reveals how in a hyper-connected, always talking, tech-driven modern world there is a simplicity lost that indigenous people still retain. From sustainable agriculture to anti-technology, this discovery is, at its essence, a lesson in human nature especially since in today’s world there is a full throttle movement towards less consumption, community farming, and eco-friendly practices. We’re most curious about what their day-to-day life and conversations consist of.
What may have started with a question from @evanjacobs at Amazon.com’s shareholder meeting, ended with interesting commentary from Amazon’s CEO – Jeff Bezos – on their philosophy around invention, innovation, and risk taking.
The key insights I extracted from Bezos’ response to the question about their lack of big visible market failures and whether Amazon is continuing to take bold enough risks are as follows:
1. Invention versus Innovation
It was very interesting that Jeff Bezos only used the word innovation once in his response, choosing instead to focus on talking about invention. I think that there is an interesting distinction and an important point there. Innovation is not something you do it’s something you’ve done. It’s backward looking to some extent because innovation requires widespread adoption. Innovation definitely can be a goal, while invention can be seen as a component of the pursuit, the attempt to innovate. One important point to remember is that inventions typically cross the bridge from invention to innovation because the solution is not only useful but it is valuable, and the customer makes this determination not you. Another important point – not made by Bezos – is that there are many other factors that go along with invention to create innovation that must be managed, including: psychology, communications, education, trends, politics, legal, and more. This leads me to the second insight extracted from Bezos’ response.
2. “We are willing to be misunderstood for long periods of time”
3. “We are stubborn on vision. We are flexible on details”
4. “We are planting more seeds right now, and it is too early to talk about them”
Continue reading via Blogging Innovation @ http://www.business-strategy-innovation.com/wordpress/.
Analysis Cloud computing lacks both cross-compatibility and standards. Added to vendor lock-in is the possibility of outages, breaches of security or privacy, providers suspending your account, losing data or even going out of business altogether.
A variety of vendor strategies are in play. Apple and Oracle exemplify the proprietary lock-in model, while Google champions open source without truly being open. VMware combines its high-margin virtualisation business with acquired software companies to create a hybrid model that is both proprietary and somewhat open all at once.
Amazon is in an interesting pickle. It had an excellent proprietary offering, AWS, and then along came a cross-compatible open source offering, Eucalyptus. Suddenly it finds itself competing against other proprietary offerings and against other AWS-compatible cloud providers. More interestingly, companies can now build AWS-compatible local clouds.
Against this backdrop, Microsoft’s cloud strategy stands out for appearing so poorly defined. On the face of it, it has little unity or corporate cohesiveness. Microsoft’s tentacles all seem to be pursuing different and sometimes contradictory strategies. The reality is, however, that Microsoft may have one of the most viable long-term cloud strategies on offer.