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Airbnb, 134
Aldi, 159
Alert Innovation, 251
Alexa, 3, 94, 159–60, 195–96, 240
Alliance for Main Street Fairness, 29–30
Allswell, 167
Amazon
ads business and, 18, 251, 252
Amazon Basics and, 243
Amazon Key program, 84
antitrust scrutiny and, 223, 229–30, 239–44
Black Employee Network, 238–39
business practices of, 4, 216, 223, 242, 244
Buy with Prime feature, 258
competition and, 4–5, 8–9, 33, 37, 104–5, 108, 229, 240, 241–44, 252, 254, 258, 259
consumer packaged goods (CPG) and, 80, 105–9, 112, 114–18, 119, 120, 130, 162
convenience as priority of, 25, 31, 83, 92, 190, 193, 208, 211, 238, 245, 250
corporate employee treatment and, 238–39
CRaP “Can’t Realize a Profit,” 106–8, 109, 121, 132
customer focus of, 5, 18, 29, 74, 108, 119, 132, 136–37, 146–47, 189, 190, 193, 213–14, 224, 238
data servers of, 17–18
decentralized structure of, 253
delivery speed of, 36–37
Diapers.com buyout offer and, 35–39, 106, 144, 181, 249
drone delivery and, 236
Drugstore.com stake and, 182, 186–87
employee turnover rates, 255
expansion of, 10, 11, 23–24
flywheel idea of, 42
food stamps and, 97
Google as rival of, 72–73, 159–60
Grand Challenge, 189
grocery industry and, 3, 101, 114, 116–17, 119, 121, 123, 204, 207–8, 210, 228
Haven and, 192
holiday 2013 shipping problems and, 141, 145
holiday 2017 growth and, 88
India market and, 61, 246
innovations of, 3, 6, 7, 8–9, 71–72, 73, 124, 189, 236
invention methods of, 118
investments in growth, 21, 22
investors’ expectations of, 7, 22
Just Walk Out Technology (JWOT), 207–8
labor practices of, 4, 5, 9, 69
layoffs of, 254
Leadership Principles, 5–6, 29, 110–11, 137
logistics and, 22, 91–93, 95, 113, 141, 143, 145, 215, 237, 240
market share of, 60, 230
1-Click payments system, 16
One Medical acquisition and, 205, 206
operations division, 215–16, 238
out-of-stock labels and, 81
Pampers diapers and, 114–15
PillPack acquisition and, 180–81, 183, 186, 187–88, 205, 249
PRFAQ memos and, 109, 189, 191
Price Check app and, 28–29
price-matching policies of, 25, 27, 28–29, 33, 45–46, 80–81, 114, 229
pricing and, 24–29, 33, 36, 37, 45, 80, 113, 117–18, 245
private-label business and, 1, 244
product development process at, 253
profits of, 7, 17, 21, 74, 96, 110, 116, 118–19
Project Nessie, 27
public perception of, 4
public policy team of, 223
Quidsi acquired by, 33–34, 36, 37–39, 45, 51, 55, 79, 110, 120–21, 136, 249
R&D spending of, 17
retail division of, 9, 74, 111, 207–8, 228, 229–33, 242
review and promotion systems of, 239
sales revenue of, 14, 21–22, 54, 55, 143, 178, 241, 254
sales tax and, 29–34, 96, 222
search engine algorithm use and, 242–43
shipping and delivery carriers and, 141, 143, 149, 245
stock options of, 12
Brad Stone on, 72, 91, 141
supply chain of, 142–43, 145, 213, 254
tax-avoidance strategy of, 222
third-party sellers and, 242–43, 245
two-pizza teams of, 18, 233, 253
“underserved populations” (UP) and, 98
union-busting campaigns of, 216–17, 218, 219–20, 221, 225
vendor relations and, 113
wage increases and, 70
Walmart’s lawsuit against, 14–17, 92, 134
Whole Foods acquisition and, 99, 101, 120–26, 130–33, 135, 164, 208, 209, 228
wholesale price negotiations and, 114–15
workplace culture of, 51, 136, 137, 215, 216
Amazon Air, 150
Amazon Books, 230–32
Amazon Care
Amazon employees and, 190, 191, 193–94, 195, 197, 205
Covid-19 pandemic and, 194, 206
customer experience and, 196
diagnostic devices and, 190–91, 192, 193–94
electronic medical record (EMR) system and, 191–92
employee performance-tracking systems and, 194, 205
in-home visits by medical professional and, 191, 194, 195, 205–6
insurance companies and, 196
pharmacist supervision and, 193
pilot test of, 191–94, 195
prescription delivery and, 194
PRFAQ memo on, 189–90, 191
primary care services and, 195
registered nurses and, 190, 191–94, 195, 205–6
telemedicine and, 190, 194–95, 196, 205
urgent care visits replaced by, 191
Z-Pak pills and, 193
Amazon delivery drivers, working conditions of, 221–22
Amazon Fresh
beta test in Seattle and, 104–5, 111
consumer packaged goods (CPG) and, 107, 109, 114, 116
Dash Carts and, 228
food stamps access and, 97–98
geographic expansion of, 105, 115, 228
as grocery delivery, 3, 101, 114, 116–17, 228, 229
as grocery store chain, 228, 229, 255
pricing and delivery method testing, 105, 229
sales of, 99
virtual shopping cart for, 113
Amazon fulfillment centers
consumer packaged goods (CPG) and, 112
Covid-19 pandemic warehouse stock and, 212
Covid-19 pandemic workplace safety measures and, 212, 218–20
employee death scandal and, 256
employee pay and, 92, 215–16, 221, 256
employee performance-tracking systems and, 136–37, 194, 215, 216
employee work attendance during Covid-19 pandemic and, 212, 214, 218
employee working conditions in, 214–15, 216, 220, 221, 223, 239, 244, 256
late shipment explanations and, 92
shipping partners and, 142, 143
sortation centers and, 141–43, 146
standard operating procedures implemented by, 215
Sunday delivery and, 143
unionization drives in, 216, 217, 218, 220–21, 223, 224–27, 255
warehouse footprint expansion, 15, 31, 91, 96, 245, 255
warehouse innovations and, 136
warehouse locations and, 30, 31, 96, 110, 111, 113
warehouse process changes and, 91–93
Amazon Health Services, 205
Amazon Labor Union, 220–21, 224–26, 255
Amazon Marketplace, 108, 187, 211, 212, 242–43, 245, 251–52
Amazon Pharmacy, 187–88, 205
Amazon Prime
Alexa and, 3, 94, 159–60
Amazon Echo speaker and, 94
Amazon Fresh access and, 98, 101, 229, 255
Amazon Pharmacy and, 187
antitrust scrutiny and, 244
consumer packaged goods (CPG) and, 109–13, 118
Covid-19 pandemic delivery times and, 213–14, 237–38
customer demographics and, 93, 95, 96–97, 98, 133
delivery of Whole Foods groceries and, 133, 228
discounts for customers on government assistance programs, 98
discounts for Medicaid recipients, 98
entertainment perks of, 94, 101
free delivery and, 237
Fulfillment by Amazon (FBA) and, 99, 212, 243–44, 247, 252
Greg Greeley and, 23–24, 94–95, 97, 110–11, 133
in-home delivery option, 83, 84
international expansion and, 97
launching of, 93
membership goals of, 94, 137
membership surge during Covid-19 pandemic, 214
monthly memberships for, 96–97, 98
music streaming service of, 94, 110
next-day delivery and, 148, 237, 238
popularity of, 96, 100, 245, 247
pricing and, 81, 101, 109
Prime Day, 45
Prime Now and, 94, 101, 113–14, 132, 133
Prime Pantry and, 109–13, 114, 117–19
Prime Video streaming service of, 3, 94, 110, 209
Prime Visa card discount and, 133
same day delivery and, 148, 208
shopping frequency and, 95–96, 107
subscriber costs and, 93–94, 99, 105, 209, 210, 213, 237
two-day shipping and, 36, 49, 143, 213, 237–38
units per order and, 107–8
virtual shopping cart for, 113
Walmart and, 98, 103, 143
Walmart customers targeted by, 8, 229
warehouse locations and, 31, 110, 111, 113
Jeff Wilke’s development of, 91–93
Amazon Web Services (AWS)
antitrust scrutiny of, 240
as cloud computing, 3
demand for, 254
disparities in performance review ratings between Black and white employees, 239
Andy Jassy and, 227, 239, 240–41
revenue from, 18, 227
apparel industry
Amazon’s clothing lines, 2, 3
digital-native vertical brands, 81, 121, 165–67, 175, 178
fast fashion industry and, 257
Jet.com and, 49–50
profit margins of, 122
Apple, 241
AR-15s, 70–71
Asda grocery chain, 101, 126–28, 129
Ashe, Neil, 55, 102, 138
Audible, 230–31
Away (luggage startup), 167
Barnum, P. T., 169
Bed Bath & Beyond, 48
Bender, Michael, 128–29
Berkshire Hathaway, 192
Berman, Craig, 29, 31
Bessemer, Alabama, union election at Amazon in, 220–21, 223, 224–25
Best Buy, 25, 28, 48
Bezos, Jeff
on Amazon Care, 191
on Amazon Prime, 95, 96, 100
on Amazon warehouses, 216
antitrust scrutiny and, 240–41, 242
avoidance of journalists, 3–4
Blue Origin and, 253
competition and, 37, 74
Rick Dalzell as tech consigliere, 17, 18
on Day Two as stasis, 254
Diapers.com buyout offer and, 37–38, 144
on drone delivery, 236
Drugstore.com and, 186
employee working conditions and, 256
final shareholder letter as CEO, 223–24
flywheel idea of, 42
Greg Greeley and, 133–34
grocery delivery service and, 104, 130
India market and, 61
Andy Jassy as successor CEO, 188, 224–25, 227–28, 238, 239, 254
Just Walk Out Technology (JWOT) and, 208
as leader, 1–2, 5, 54, 75, 106, 227
Marc Lore and, 35, 36, 38, 43, 57
Doug McMillon compared to, 65, 75
Doug McMillon’s admiration for, 72
on pricing, 24–25, 27, 29, 49
Prime Day and, 45
on profits, 116
projects held up by tax concerns and, 30
recruitment of Walmart executives, 11–12, 15
retail domination and, 36
Lee Scott on marketing strategy and, 24
on solutions to retail problems, 3, 5, 7
streaming video service and, 94
Donald Trump and, 149
on Twitter allegations against Amazon, 222–23
Walmart staff’s conspiracy theories on, 140
Whole Foods acquisition and, 120–21
Jeff Wilke and, 91, 111
workplace culture and, 39
David Zapolsky’s notes on Chris Smalls and, 219
Bharara, Vinit, 35–39, 120–21
Biden, Joe, 244, 250
Biggs, Brett, 82, 87, 148, 166–67, 210
Bing, 73
Blue Origin, 253
Bombas, 166–67
Bonobos, 81, 121–23, 164–65, 168
Booz Allen Hamilton, 106
Bossa Nova Robotics, 235
BrandIndex Buzz, 70
Brazil, 61
Brick Meets Click, 229
Buchanan, Ashley, 168
Bureau of Labor Statistics, 255
Cambia Health Solutions, 202
Care Medical, 191
Carney, Jay, 223
Carr, Bill, 32, 94, 227
Casper, 167
Centers of Excellence (COEs) program, 197–98
Cheung, Marcie, 51
China, 61, 65, 69, 152–53, 174, 246
Clark, Dave, 136, 141–42, 215, 220–21, 224, 238, 243
Clinton, Bill, 70
Coca-Cola Company, 130, 131
Code Commerce, 9
Cohen, Elliot, 182–84
Cole Haan, 49
consumer packaged goods (CPG)
Amazon and, 80, 105–9, 112, 114–18, 119, 120, 130, 162
Amazon Prime and, 109–13, 118
Coca-Cola Company and, 130, 131
Gopuff and, 257
Jet.com and, 41, 56
Target and, 162
Trader Joe’s and, 132
Unilever and, 54
Walmart and, 110, 114, 115, 162
Walmart.com and, 56, 118, 122, 162
Costco, 25, 29, 42, 93, 114, 155–56
Coughlin, Tom, 217
Covid-19 pandemic
Amazon Care and, 194, 206
Amazon customer shopping habits during, 228, 254
Amazon Fresh’s food stamp access and, 97
Amazon’s consumer packaged goods and, 116
Amazon’s delivery delays and, 213–14, 237–38
Amazon’s reputation suffering during, 223
Amazon warehouse employees’ attendance and, 212, 214, 218
Amazon workplace safety measures and, 212, 218–20
anti-trust scrutiny of Amazon and, 242
early cases of, 207
Instacart and, 257
online shopping and, 211–12
retail affected by, 9
Shopify and, 257–58
supply chain disruptions and, 211–12, 213, 227, 254
telemedicine and, 188, 194–95
Walmart affected by, 179, 235
Walmart employee health precautions during, 212–13, 214
Walmart Health and, 202
Walmart’s Buy Online, Pickup in Store (BOPIS), 32
Walmart’s online grocery services and, 116, 211, 235
Cowen and Company, 96
CRaP “Can’t Realize a Profit,” 106–8, 109, 121, 132
CVS, 182, 185
Dach, Leslie, 70
Dalzell, Kathryn, 18
Dalzell, Rick, 11–12, 14–19, 92, 253
Davis, Alicia Boler, 238
Davis, Robert, 11–16, 18, 20, 31
Deagle, Jordan, 27, 231
Detlefsen, Shinghi, 243
Diapers.com
Amazon’s shutting down of, 172
buyout offers of, 35–39, 55, 106, 120–21, 144, 181, 249
launch of, 34–35, 47
Marc Lore and, 35–39, 47, 106, 110, 162, 181
success of, 36–37, 162
digital-native vertical brands (DNVBs), 81, 121, 165–67, 175, 178
Disney, 58, 59
dollar-store chains, 61
dot-com companies, 17, 106
Drexler, Mickey, 167
DroneUp, 236, 237
Drugstore.com, 15, 16, 182, 186–87
Duke, Mike, 33, 60, 65
Dunn, Andy, 81, 121, 165–68, 175
Eddleston, Sloan, 244–45
El Paso, Texas, Walmart store shooting in, 71
Facebook, 202, 241, 242
Farr, Christina, 201
Faust, Nate, 78, 135–36, 144–45, 147, 150, 163–64
Federal Aviation Administration, 236
Federal Trade Commission, 206, 244
FedEx, 54, 141, 142, 143, 145, 148–50
Felton, John, 238
Fidelity, 51
Fields, Bill, 64
Flees, Lori, 54–55, 122, 183, 185–86, 200, 203
Fleiss, Jenny, 66, 79, 160–63
Fleming, John, 20–22
Flipkart, 246, 250
Floyd, George, 238
Food Lion, 155–56
Foran, Greg
on Care Clinic services, 199
compensation of, 154, 170, 171, 174
curbside grocery pickup option and, 90, 152, 159
on digital-native brands, 166–67
on employee turnover, 70, 153–54
Mark Ibbotson and, 127–28
in-store pickup of online orders and, 80, 89, 209
on Jetblack, 161
leadership style of, 156–60
Marc Lore and, 151–52, 157, 159, 160, 169–71, 173–74, 175, 178–79, 199
on online grocery option, 125, 127–28
on pricing, 85
on profits, 159
on shopping apps, 102, 152
simplification of grocery merchandise, 155
as US CEO, 70, 80, 85, 102, 124, 127, 151, 153, 154–60, 172, 174, 199, 209, 233
on Walmart.com, 80, 160, 170, 177, 234
on Walmart customers, 124–25, 153–54
on Walmart Health, 201
Walmart resignation and, 174–75
Walmart’s China business and, 152–53, 174
work ethic of, 154–55
workforce size and, 155–56
Fortune 500 brands, 242
4-star (Amazon general merchandise chain), 232
Free and Fair Markets (FFM), 241
Freese, Peter, 237
Furner, John, 174–75, 201–2, 233–36, 254
Garlock, Chris, 231
Gawande, Atul, 192
Ghani, Jamil, 97, 213–14
Glass, David, 11, 13–15, 63, 67, 217
Glick, David, 25–26
Google, 72–73, 89, 159–60, 241, 242
Google Assistant, 160
Google Express, 113
Google Glass, 189
Google Home, 125
Gopuff, 257, 258
Great Recession, 30
Greeley, Greg
Amazon Prime and, 23–24, 94–95, 97, 110–11, 133
on Jet.com, 45
on pharmacies, 184
on pricing, 25, 27
Prime Pantry and, 110–11, 113
on Sam Walton, 24
Whole Foods and, 132, 133–34
Guggina, David, 140, 237
Gullo, Joe, 41–42, 53, 86, 159
Han, Meredith, 28
Harris, Claude, 58
Harris, Don, 58–60, 64, 252–53
Haven, 192
Hayneedle, 52–53
health care industry. See also Amazon Care; Amazon Pharmacy; Walmart Health; Walmart Pharmacy
disruption of, 181, 185–86, 191, 196–97, 201, 206
electronic medical record (EMR) systems and, 192
health-tech startups and, 201
hospital networks and, 197
innovations in, 189
insurance companies and, 196, 202, 203
pharmacies and, 182, 184
pharmacy benefit managers and, 184, 186–87
prescription drug market, 180
status quo of, 200
telemedicine companies and, 188, 190, 194, 195–96, 203
Sam Walton on health care costs, 197, 198
H-E-B, 155–56, 229
Helton, Kristen, 188–91, 195–96
Henderson, Kristi, 193–94
Herdener, Drew, 241
Herrington, Doug
on consumer packaged goods (CPG), 105–7, 108, 109, 132
on grocery delivery, 104–5, 121
Kristina Herrmann and, 98
as leader, 106–7
PillPak buyout deal and, 183–84
on price-matching policies, 80–81
on Prime Pantry, 111, 117, 118
on Quidsi, 33
Herrmann, Kristina, 98
Hess, Brian, 20
Hilton, Scott, 66, 77, 87, 123, 173
Hoggett, Tony, 232
Home Depot, 48
Hulliberger, Erin, 82, 140
Hurricane Katrina, 69–70
Ibbotson, Mark, 127
India, 61–62, 65, 246
Indresano, Mike, 141–50, 175
Instacart, 113, 130, 208, 211, 235, 257, 258
Instagram, 65
Institute for Local Self-Reliance (ILSR), 216, 240
Jackson, Jeanne, 19–21
James, Letitia, 219
Jassy, Andy
on Amazon Care, 196, 205–6
as Amazon CEO, 188, 224–25, 227–28, 238, 239, 254
on Amazon fulfillment centers, 255
on Amazon Labor Union, 225
Amazon Web Services and, 227, 239, 240–41
Black Employee Network sponsored by, 238
Jayapal, Pramila, 5
Jenson, Warren, 17–18
Jetblack, 66, 79, 160–64, 245
Jet.com
advertising and, 40, 50
annual membership fee of, 39, 43–44
apparel brands and, 49–50
beta testing of, 45
customers of, 41, 49, 51, 53
discounting structure of, 39–40, 42, 43, 44, 49, 50, 52, 53
employee treatment and, 137
Hayneedle acquisition, 52–53
investment in growth, 42–43, 44, 50–51, 52, 53
Jet Anywhere, 47, 48
Jet Concierge program, 41, 47, 48
Jet Insider program, 40–41
Jet leaders at Walmart and, 56–57, 75, 77–83, 86–90, 121–23, 125, 137, 140–41, 144–45, 147, 156–57, 159, 247
Marc Lore and, 39–44, 45, 46–48, 50–57, 77, 79, 147, 171, 175
pricing and, 49, 52, 57, 85
product categories of, 49–52
profits of, 44, 51
public launch of, 47
sales of, 43, 44, 52–53
Smart Cart savings and, 40, 43, 84–86, 147, 178
supply chain and, 52
Wall Street Journal on, 46, 47–48, 56
Walmart’s acquisition of, 53–57, 71, 73, 77, 78, 84, 86, 88, 89, 99, 101, 102, 135, 151, 152, 157, 171, 175, 177–78, 250
warehouses of, 49–50, 52, 53
workplace culture of, 51–52, 53
Jewel Osco, 229
JPMorgan Chase, 192, 206
Just Walk Out Technology (JWOT), 207–8
Kabbani, Nader, 186
Kelch, Chance, 194
Khan, Lina, 239–42, 244
Kimberly-Clark, 114
Kmart, 64
Knight, Jeremy, 137–40
Kosmix, 249
Kroger, 210
Kumar, Suresh, 26
Land of the Giants (podcast), 9
Landry, Stephenie, 111, 113–14, 116–17, 118, 228
Landsman, Liza, 39, 43, 45–46, 48, 51–52, 56
Lawrence, Jennifer, 176
Leigh, Andrea, 107
Leigh, Justin, 107
Leo Barnett ad agency, 56
Lepore, Dawn, 186–87
Lidl, 159
Lindsay, Neil, 205
Lore, Marc
acquisition strategy of, 164–68, 169, 175, 177, 178
Amazon executives’ meetings with, 35–38, 39, 120
on Amazon Prime, 99
annual bonuses of, 170, 175
Bonobos acquisition and, 81, 121–22, 123, 164–65
compensation package of, 79, 171, 174
on curation, 245
customer experience and, 144–45
on decision-making, 137
Diapers.com and, 35–39, 47, 106, 110, 162, 181
family background of, 47
on “first place wallet share,” 103
Lori Flees and, 185
Greg Foran and, 151–52, 157, 159, 160, 169–71, 173–74, 175, 178–79, 199
John Furner and, 175
Jet.com and, 39–44, 45, 46–48, 50–57, 77, 79, 147, 171, 175
leadership style of, 157, 168, 169
lifestyle of, 175–77
Doug McMillon and, 53–57, 58, 77, 121, 152, 163, 164, 173–79, 200, 210
mafia analogy and, 36, 115
on math, 42, 46, 50, 53, 112–13
on membership prices, 209, 210
PillPack buyout deal and, 183, 184
sales growth balanced with profit and, 135, 151
shopping app and, 152
on social cohesion, 137, 157
storytelling skills of, 46
on table stakes, 78
TikTok and, 250
Wall Street background of, 46
Walmart 2040 strategy and, 244–48
Walmart.com and, 48, 57, 58, 66, 77–83, 86, 87–90, 99–103, 135, 147, 151–52, 158, 163, 164–65, 169–70, 172–73, 177–78
Walmart executives’ meetings with, 34, 36, 37–38, 53, 55–56
on Walmart Plus, 247
Walmart resignation of, 177–79
on Walmart’s digital strategies, 124–25
on Walmart’s online grocery offerings, 125
Walmart’s stifling of, 188
McKenna, Judith, 102, 126–28
Mackey, John, 120–21, 132
McKinsey & Company, 19
McLay, Kathryn, 65, 75
McMillon, Doug
Amazon as threat to Walmart and, 6, 7, 8, 71–76
Amazon’s retail stores, 232–33
appearance of, 59–60
Asda and, 127
compensation of, 7, 68, 256
on Delivery Unlimited, 209
diversification of Walmart and, 252
early employment experience of, 62–63, 76
education of, 63–64
on executive decision-making, 75
family background of, 62
Greg Foran and, 152–53, 156, 160, 174
John Furner and, 174
as “gadget geek,” 72
on gun sales, 70, 71
Don Harris and, 58–59
on health care opportunities, 200–201
on holiday 2017 revenue slowdown, 88
on internal narrative of retail revolution, 75
on Jetblack, 163–64
leadership style of, 75–76
Marc Lore and, 53–57, 58, 77, 121, 152, 163, 164, 173–79, 200, 210
modernization of Walmart and, 7, 8, 59–60, 61, 65
on narrative of Walmart.com, 83–84
on online groceries, 125, 127, 128, 129–30
PillPack deal and, 181
religious beliefs of, 60
on risks, 248, 249
on Lee Scott, 70
on Smart Cart, 86
speaking skills of, 65–66
temperament of, 60, 65–66, 68
TikTok and, 250
in TV and social media commercial, 68
on wages, 70
Walmart 2040 strategy and, 245–48
on Walmart campus, 8
Walmart career of, 63–65, 67–69
Walmart.com and, 61, 103, 135–36, 148–49, 167
Walmart Health and, 185–86, 201, 203, 204
Walmart pharmacy locations and, 181–82
Walmart Plus and, 251
Walmart’s international division and, 61, 64–65
on Sam Walton adoration at Walmart, 67
win-win negotiations of, 59
McMillon, Morris, 62–63
McMillon, Shelley, 62, 63
Martin, Bobby, 18
Medco, 186
Mehta, Dharmesh, 243
MeMD, 203
Meta, 202
Mexico, 61
Microsoft, 163, 241
Miller, Jacqui, 187
Mitchell, Stacy, 216, 240
ModCloth, 78–79, 121, 164
Moosejaw, 78, 82–83
Murray, Cynthia, 68, 154, 256
National Labor Relations Board (NLRB), 224, 225
Netflix, 22–23, 94, 165
Newgistics, 146–47, 149
Nozari, Moe, 59, 66
Oasis, 191
Obama, Barack, 66, 223
Oliver, Ricky, 72
omnichannel experiences, 190, 203
on-demand delivery companies, 130–31
One Medical, 205, 206
opioid epidemic, 181
Oracle, 249
Osborne, Marcus
on Greg Foran, 155, 199
on Doug McMillon, 200–201
on PillPack buyout deal, 185
on Walmart campus, 8
Walmart Health and, 202, 204, 206
on Walmart urgent-care clinics, 197
Page, Larry, 72–73
Palmer, Derrick, 220
Pampers diapers, 114–15
Pandion, 150
Pann, Jennifer, 108, 110, 112
Paramount+, 211
Parker, TJ, 181–84, 186, 188
Parviz, Babak, 189
Patton, George, 156
Pegus, Cheryl, 202–3, 206
Penner, Greg, 19, 21, 54, 77, 163, 246, 250
PepsiCo, 114
Perlet, Dan, 219–20
Perse, James, 60
pharmacy benefit managers (PBMs), 184, 186–87
PillPack
Amazon’s acquisition of, 180–81, 183, 186, 187–88, 205, 249
Amazon’s buyout deal and, 183–84, 186
commercial agreement meetings of, 183
vision for, 182
Walmart’s buyout deal and, 180–81, 183, 184–86, 187, 249
Pitney Bowes, 146
Pocan, Mark, 221
Precor, 195
Price Check app, 28–29
Quidsi
Amazon’s acquisition of, 33–34, 36, 37–39, 45, 51, 55, 79, 110, 120–21, 136, 249
Amazon’s shutting down of, 172
Walmart’s bid for, 34, 36, 37–38, 53, 55, 56, 249
Recode, 9, 223, 239
REI, 48
Rent the Runway, 66, 79, 160
Retail, Wholesale and Department Store Union, 220, 225
retailers
Amazon’s retail division, 9, 74, 111, 207–8, 228, 229–33, 242
retail deserts, 97
tax advantages of online retailers, 29–34
Walmart as brick-and-mortar retailer, 9, 13–14, 15, 23, 73, 74, 124, 144, 196, 199, 203, 208
Ruffin, Scott, 150
Sam’s Club, 12, 14, 64–65, 74, 93, 174, 233
Sanders, Bernie, 221
Scan & Go, 211
Schmidt, Eric, 73
Scott, Lee, 4, 15, 21, 24, 65, 69–70
Shanahan, Kieran, 129, 130
Shark Tank (television show), 166
Shein, 257
Sherwood, Nicole, 109
Shewmaker, Jack, 153
Shipt, 130–31, 208
ShoeBuy, 78
Shoes.com, 164
Shopify, 257–58
Sinegal, Jim, 24–25
Slotkin, Jonathan, 198
Slovenski, Sean, 201–2
small businesses, 4, 9, 28–29, 30
Smalls, Chris, 218–21, 224, 226, 227, 255
Smith, Bill, 131
Smith, Fred, 149
Smith, Greg, 235
Snowe, Olympia, 28–29
Soap.com, 34
Stacy, Burt, 60, 63, 217–18
Staten Island, union election at Amazon in, 224–25, 226, 227, 255
Stitch Fix, 3
Stone, Brad, 72, 91, 104, 141
Stone, Doug, 241
Sun Microsystems, 17
supply chain
of Amazon, 142–43, 145, 213, 254
Covid-19 pandemic disruptions and, 211–12, 213, 227, 254
Jet.com and, 52
of Walmart.com, 86, 140–41, 144, 145, 149, 150, 235, 254
Survey Monkey, 223
Systrom, Kevin, 65
Target
breakout brands created by, 81
consumer packaged goods (CPG) and, 162
CVS and, 185
employee pay and, 216
online orders fulfilled with in-store inventory and, 235
pricing and, 27, 29, 108, 210
sales of, 42, 49
Shipt and, 131, 208
as Walmart’s competitor, 81, 159
taxes, online retailers advantages, 29–34
Teladoc, 195–96
Tesco, 101, 126, 232
TikTok, 249–50, 258
Todaro, Julie, 96
Trader Joe’s, 132, 208
Trump, Donald, 149, 249, 250
Trunk Club, 2–3
Tuft & Needle, 167
Twitter, 148, 221–23, 226, 243
TytoCare, 193–94
Unilever, 54, 114, 116
unions
Amazon as target of, 5, 143, 216–17, 218, 219–21, 223, 224–27, 225, 255
Walmart as target of, 215, 216, 217–18
United for Respect, 68, 154
UnitedHealth, 154
US Department of Justice, 181
US inflation rate, 254, 255
US Postal Service, 142, 143, 145, 146, 149
US Senate Committee on Small Business and Entrepreneurship, 28–29
UPS, 141, 142, 143, 145
Vazquez, Raul, 29–30, 32, 72
venture capitalists
Diapers.com and, 37
digital-native brands and, 166
Jetblack and, 162
Jet.com and, 39, 46
ModCloth and, 79
PillPack and, 180, 183
Walmart.com and, 19, 53–54
Walgreens, 182
Walmart. See also Sam’s Club
adaptations to Amazon’s business model, 73–74
ads business and, 251, 252
Amazon Prime and, 98, 103, 143
Amazon’s innovations and, 3, 6, 7, 8–9, 71–72, 73, 124
Amazon’s logistics operation and, 143
Amazon’s Whole Foods acquisition and, 121, 123–26, 135
BlakeSt. club, 7–8
Bonobos acquisition and, 81, 121–23, 164–65, 168
as brick-and-mortar retailer, 9, 13–14, 15, 23, 73, 74, 124, 144, 196, 199, 203, 208
business practices of, 4, 70, 216, 241
CBWA (Coaching by Walking Around), 65
Centers of Excellence (COEs) program and, 197–98
centralized management structure of, 6, 82–83, 156, 253
competition and, 5, 6, 9, 19, 61, 159, 241, 252–53, 259
consumer packaged goods (CPG) and, 110, 114, 115, 162
convenience advantage over Amazon, 31–32, 245, 250
as corporate citizen, 70
coupon feature and, 157–58
curbside pickup option for online grocery orders, 89–90, 116, 124, 125, 126, 152, 159
customer base of, 82, 93, 100, 123, 124–25, 200, 251
customer focus of, 8, 13, 93, 154, 170, 200
Delivery Unlimited service of, 209, 210
Diapers.com buyout offer and, 35–36, 37, 38, 121, 181, 249
digital strategies of, 74–75, 121–25, 144
Disney and, 58, 59
executive incentive plans of, 170–71
employee death scandal and, 256
employee health precautions during Covid-19 pandemic and, 212–13, 214
employee MyShare bonuses, 256–57
employee pay and, 79, 93, 154, 216, 256–57
employee working conditions and, 214–15
everyday low prices and, 9, 24, 25–27, 37, 69, 80, 85, 93, 153, 157, 170, 176, 208, 210, 245, 259
executive decision-making and, 75, 82–83
executives’ disputes within, 75
expansion of, 10, 61–62
Express Delivery, 236
Flipkart acquisition, 246, 250
former Amazon employees taking jobs at, 118–19, 134, 136, 137, 139–41, 143–44, 237, 246–47
“four in a box” organizational structure, 233–34
Free and Fair Markets and, 241
Frugality, 6, 8
gender discrimination lawsuit against, 140
GoLocal and, 251
Google and, 72–73, 89, 159–60
grocery industry and, 74, 89–90, 98–99, 104, 119, 123, 144, 152, 204–5
gun and ammunition sales and, 70–71
health plans for employees, 198
home office of, 8, 23, 59, 233
industry reputation of, 178
in-store sales of, 7, 14, 21, 33, 54, 61, 74, 100, 129, 145, 152, 156
international division of, 61–62, 64–65, 101, 126, 152–53
investors’ expectations of, 7, 55, 61, 87, 135, 147, 154, 156, 164, 178
IT division of, 13, 18
Jet.com acquisition and, 53–57, 71, 73, 77, 78, 84, 86, 88, 89, 99, 101, 102, 135, 151, 152, 157, 171, 175, 177–78, 250
Jet leaders and, 56–57, 75, 77–83, 86–90, 121–23, 125, 137, 140–41, 144–45, 147, 156–57, 159, 247
labor practices of, 4, 9, 68, 69, 70, 79
lawsuit against Amazon, 14–17, 92, 134
layoffs of, 233
location advantage over Amazon, 31
logistics division of, 12, 15, 74, 91, 100, 135
online teams conflicting with brick-and-mortar teams, 23, 31–33, 78–82, 87, 88–89, 128–29, 151–52, 157–64, 170–71, 173–74, 175, 179, 232
opioid epidemic lawsuit and, 181
PillPack buyout deal and, 180–81, 183, 184–86, 187, 249
point-of-sale systems of, 16
power over sectors and, 240, 243
price-to-earnings ratio, 178
pricing and, 26, 28, 29, 37, 69, 85, 108, 109, 245
profits of, 7, 26, 61, 96, 122, 154, 170, 172, 254
Project Cheetah and, 54–57
public perception of, 4, 69–70
Retail Link system, 13
“servant leadership” mantra of, 67, 68
shopping apps of, 102, 152, 234
small teams and, 61
store closings and, 97
Sundown Rule, 67
supply chain of, 140
technology investments and, 13
TikTok bid and, 249–50
union-busting campaigns of, 217–18
warehouse distribution centers and, 12–13, 62, 72, 80, 100, 135–41, 213, 235
wholesale price negotiations and, 114–15
workforce training investments, 68
workplace culture of, 6, 8, 9, 53, 61, 137, 140, 167, 170, 173–77, 216
Walmart.com
Accel Partners and, 19, 20
access to sales trend data and, 246
acquisitions of, 78–79, 81, 82, 165–68, 178, 249
Amazon’s challenges to, 72–73, 80–81, 83, 87, 89
Buy Online, Pickup in Store (BOPIS), 32–33, 80
consumer packaged goods (CPG) and, 56, 118, 122, 162
conversational commerce and, 161, 245
customers of, 13, 20–21, 71, 144–47, 150
Rick Dalzell and, 11–12
Robert Davis and, 11–16, 18, 20, 31
digital-native brands and, 81, 165–67, 175, 178
drone delivery and, 236–37
drop-ship vendor (DSV) sales and, 171–72
DVD rental business and, 22–23
Express Delivery and, 236
John Fleming and, 20–21
Greg Foran on, 80, 160, 170, 177, 234
headquarters of, 23
Brian Hess on, 20
holiday 2017 revenue growth slowdown and, 87–89, 135–36
holiday 2018 revenue shortfall of, 172–73
in-home delivery option of, 84, 124, 125–26, 127, 128, 130
in-store deliveries and, 234, 235
in-store pickup and, 79–81, 86, 89, 118, 146
internal projections and, 169, 170, 172
investments in growth, 20, 21, 22–23, 33
IT division and, 13
Jetblack, 66, 79, 160–64, 245
layoffs and, 20
logistics division and, 12, 135–36, 138–39, 141, 145, 146, 147–48
Marc Lore and, 48, 57, 58, 66, 77–83, 86, 87–90, 99–103, 135, 147, 151–52, 158, 163, 164–65, 169–70, 172–73, 177–78
losses of, 87, 172, 175
Doug McMillon and, 61, 103, 135–36, 148–49, 167
marketplace business and, 171–72, 251, 252
membership fees and, 78, 99–103, 147, 161, 209
narrative of, 83–90, 121, 178
next-day delivery and, 147–48, 237
online commerce as side project and, 7, 12, 13–14, 160
Online Grocery Pickup (OGP), 101–2, 125, 127, 128–30, 135
online teams conflicting with brick-and-mortar teams, 23, 31–33, 78–82, 87, 88–89, 128–29, 151–52, 157–64, 170–71, 173–74, 175, 179
photo-printing business linked to stores, 22
press coverage of, 159
pricing and, 26–27, 56–57, 80–81, 118
Project Cheetah and, 54–57
relocation of workforce and, 233
Russian software engineers and, 67
sales of, 14, 19, 21, 33, 42, 49, 54, 55, 78, 144, 145, 158, 159, 170, 177–78, 241
shipping and delivery carriers and, 141, 145, 148–50
ShippingPass and, 99–100
shopping app of, 102, 152
Site to Store service, 32, 80
Smart Cart and, 85–86
sortation centers of, 145–47, 149, 175
Store No. 8 start-up incubator and, 79, 81, 84, 89, 121–23, 160–61, 178, 245, 251
supply chain of, 86, 140–41, 144, 145, 149, 150, 235, 254
technology capabilities of, 37
two-day shipping and, 78, 147
unified retail operation and, 233
Walmart Online and, 20, 26
Walmart Supercenters and, 21, 22, 32–33, 85, 87, 234–35
warehouse employee performance-tracking systems and, 139
warehouse employee waterfall shift schedule and, 139–40
warehouse fulfillment centers and, 12–13, 78, 86, 87, 88, 135–41, 147, 235, 251
web traffic projections of, 20
Walmart Connect, 246
Walmart Fulfillment Services, 247, 251
Walmart Health
growth and viability of, 204–5
introduction of, 201
leaders of, 203–4
Doug McMillon and, 185–86, 201, 203, 204
Cheryl Pegus and, 202–3, 206
Walmart Health Virtual Care, 203
Walmart Museum, 20
Walmart Pharmacy
analog insulin and, 185
generic drugs and, 185, 198, 204
IT systems of, 182, 185, 186
locations of, 181–82
PillPack buyout deal and, 185, 186
Walmart Plus discounts on, 211
Walmart Plus (Walmart+)
entertainment perks and, 211
expectations for, 247–48
Express Delivery and, 236, 250
launching of, 208–9, 214, 247, 250–51
membership fee for, 209–11, 229, 246, 247
value added to, 209–10
Walmart Supercenters
Amazon’s competition with, 8–9, 229
Bossa Nova Robotics and, 235
Buy Online, Pickup in Store (BOPIS) and, 80
Care Clinics in, 198–200, 201
Covid-19 outbreaks among employees of, 213
curbside pickup option for online grocery orders, 89, 125, 127
doorbuster mentality of shopping holidays at, 87
everyday low prices and, 93
expansion of, 6, 99, 240
groceries and, 99
grocery delivery and, 125, 127
Doug McMillon’s TV ad in, 68
pharmacy locations and, 181, 182
as potential mini-warehouses for online customers, 234
pricing and, 118
profits of, 6
union-busting campaigns in, 217
urgent-care clinics within, 196–97
Walmart.com and, 21, 22, 32–33, 85, 87, 234–35
Walton, Carrie, 19
Walton, Sam
executive leadership team of, 58
family of, 7, 54, 60, 61, 62, 200–201, 233, 252
frugality ethos of, 176
David Glass as successor as CEO, 13
grave of, 63
leadership style of, 156, 169, 259
Marc Lore compared to, 55, 169
Made in America, 24
on opinions of outsiders, 70
original 5&10 store, 124
photos and quotes of, 53, 66–67, 68
on pricing, 64
on reducing health care costs, 197, 198
reinvention of retail business, 5, 6, 9, 56, 245
savings for customer and, 115
Jack Shewmaker and, 153
on small-town merchants, 4
Store No. 8 and, 79
on unions, 217
“What would Sam do?” mindset and, 66, 67, 68, 75, 162
work ethic of, 154
Walton, S. Robson (Rob), 19, 21, 54
Warren, Elizabeth, 222
Webvan, 104, 106, 109
Whole Foods
Amazon’s acquisition of, 99, 101, 120–26, 130–33, 135, 164, 208, 209, 228
customer demographics of, 123, 124, 131
Wilke, Jeff, 24, 91–93, 111, 132–34, 136, 229
Wolf, Linda, 56
Woolworths, 153
Wright, Jimmy, 15, 91
Yahoo, 73
Yoox, 49
YouGov, 70
Zapolsky, David, 219–20
Zipline drones, 236–37