Just when Amazon forsakes New York City, I decide to go to myneighborhood Foot Locker for two pairs of sneakers and thesaleswoman ends up ordering them online for me with “freedelivery.” And so?
Amazon expects to get what it wants. It has run roughshod overSeattle local government for years—don't dare raise employer taxesfor affordable housing, enticed cities and states across the nationto give up valuable data in the food fight for a secondheadquarters, paid what amounts to no federal tax last year, andsecured all sorts of tax incentives and enticements for their newlocations. An unequaled corporate octopus, the company hasmuscularly positioned itself to reap whatever business welfare itcan wrangle. It also needs to draw a high-powered talent pool intoits orbit by locating in prime gateway cities and puts itslogistics centers at the nation's most strategic transporthubs.
The formula has worked extraordinarily. By now we all shoponline through Amazon's seamless site. Brilliantly, Bezos and Co.reinvest in the company to keep its systems ahead of the pack (itscloud computing business is now larger than the e-commercebusiness)—you can buy whatever in minutes and it arrives in acouple of days, sometimes sooner, inevitably beating yourexpectations.
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