It’s hard to keep up with Amazon.
In the weeks that we’ve been putting together this issue, the retail giant has rolled out two-hour delivery of Whole Foods products via Prime Now, put out a vague release announcing plans to work with Berkshire Hathaway and JPMorgan Chase to form a new company aimed at reducing employee health care costs, began a push into selling medical supplies and hired a new head of Amazon Studios, the film and television production arm of Amazon. Meanwhile, the Wall Street Journal reported that Amazon plans to launch “Shipping with Amazon,” a delivery service for businesses that would directly compete with UPS and FedEx. That’s not to mention Amazon Go, its project to remake the convenience store, which opened while we were putting the final touches on the February issue.
How has one company come to spread its reach across retail, healthcare, entertainment and package delivery? It all comes down to…
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