it became increasingly clear to us that the digital media business was very different from our online physical goods retail business. We did not have full control of the content (movies and TV shows) we were selling. We did not have proprietary or unique content, as Netflix did. Nor did we have control of the devices people used to play and display content, as Microsoft, Sony, and Apple did. The inputs to the Amazon flywheel of growth—low prices, faster delivery, lower cost structure—were not dimensions along which we could differentiate from our competitors if we only offered an à la carte
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