In its first shareholder letter as a public company in 1997, Amazon.com laid out its manifesto: “It’s All About the Long Term.” The company, which posted sales of $147.8 million that year, outlined the key areas it would focus on for the future:
“We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.”
Fifteen years later, the results are nothing short of extraordinary. In 2011, sales grew 40.6% to $48.077 billion, making it the 10th largest American retailer. The top line has grown by 31.4% compounded annually over the past 10 years. The company was recently named the most “relevant retailer” of any kind, the top U.S. retailer for customer service and without a single store has completely upended the retail industry.
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Yet this incredible success has not led to much in the way of profits. Operating income fell 38.7% in 2011 and operating margins were just 1.8%. Because of Amazon Prime and free shipping offers, the company lost over $2.4 billion on shipping as outbound shipping costs ($3.9 billion) dwarfed shipping revenue from customers ($1.5 billion). Fulfillment and marketing expenses both jumped 58% and represented 9.5% and 3.4% of sales, up from 8.5% and 3.0% respectively in 2010.
Even more impressive is the growth in property, including office space, fulfillment centers and warehouses, data centers and customer service facilities. Total leased property space soared 60.6% in 2011 to 48.3 million square feet and is up 138% from just 2 years ago. Continue reading ‘Amazon’s Incredible Infrastructure Growth for the Long Term’




