Amazon.com: Get Big Fast by Robert Spector

By Robert Spector

In Amazon.com Jeff Bezos outfitted anything the area had by no means noticeable. He created the main well-known model identify on the net, turned for a time one of many richest males on this planet, and used to be topped ''the king of cyber-commerce.''

Yet for the entire media publicity, the interior tale of Amazon.com hasn't ever relatively been informed. during this revealing, unauthorized account, Robert Spector, journalist and best-selling writer, provides us this updated, fast paced, behind-the-scenes tale of the company's production and upward thrust, its tumultuous current, and its doubtful future.

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A. in mathematics from the University of California, Santa Cruz. “Shel has an intuitive idea of how things work,” said the former colleague. ” Kaphan had done some work with a company called Frox, which had aspired to be the first computer-controlled media center. The Frox device featured digital processing of video and audio, a full-featured content browser, and a CD jukebox. , a multimedia joint venture between Apple Computer Inc. and International Business Machines Corporation. As a product of two powerful, deep-pocketed, but very different corporations, Kaleida was a much ballyhooed curiosity in the programming community.

And computers in offices everywhere were by then networked in Local Area Networks [computer networks limited to an immediate area, usually one building or one floor of a single building]. . All of sudden in ’93 and ’94 people just started realizing that these networks could do very interesting things. Specifically, they could look outward, bringing the content and resources of the broader world into the enterprise. None of this was lost on David Shaw, who decided to make a play on the Internet.

By the time he met with Bezos, it was obvious that the Kaleida experiment wasn’t working. ) It took Bezos three months to convince Kaphan to join him in Seattle. “One reason [for Kaphan’s reticence] is that he had been involved in a lot of start-ups and had seen a lot of them fail,” said his former colleague, who worked with Kaphan at Kaleida Labs. “You end up being fairly world wise about what to do and what not to do in a start-up. Typically, those that do survive have a fair quotient of seattle 39 people who had been through lots of start-ups before.

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