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CB Insights - Amazon Disruption Industries PDF
CB Insights - Amazon Disruption Industries PDF
CB Insights - Amazon Disruption Industries PDF
Amazon Will
Disrupt Next 2019
WHAT IS CB INSIGHTS?
Below, we lay out the case and the progress that Amazon has made
thus far.
1. Pharmacies:
MAKING DRUGS A LOW-MARGIN COMMODITY
Amazon proceeded to lay low in the pharma space until 2016, when
Amazon reportedly received its first licenses to sell pharmaceutical
products and drugs from various state boards across the United
States.
But there are additional layers which make the supply chain more
complex. Pharmacy benefit managers (PBMs) negotiate with
distributors and manufacturers for better prices on bulk drugs
— a service they offer to payers (insurance companies). They
also receive a copay from individual patients, and get paid by
manufacturers to market their drugs to payers.
• Wholesaler: $1.00
• Pharmacy: $5.00
• PBM: $6.00
PBM’s core advantage is that they collect from every party along
the pharmaceutical supply chain. They increase their margins, while
end patients pay higher drug costs because of how complex and
inefficient the process is.
For more on this topic, check out our research brief on the
pharmaceutical supply chain.
The PillPack user experience is designed to be clean, simple, and more intuitive than
traditional pharmacies. Image source: PillPack
Down the road, Amazon may further leverage its tech to expand its
healthcare presence. For example, Amazon’s voice assistant Alexa
could be used to remind patients to take medications and monitor
adherence. The company recently filed a patent where Alexa can
detect coughs and sniffles, then recommend cough medications or
a restaurant to order soup from. And the Alexa app platform already
carries lightweight healthcare apps from institutions like Mayo
Clinic and Libertana to answer simple health questions, send alerts
in emergencies, and help communicate with caregivers.
But now, with its vast network of fulfillment centers and its PillPack
acquisition, Amazon is working on a solution to this problem that
could mean free 1-2 day shipping or even same-day shipping of
medicines to anywhere in the US. Amazon also has footholds in the
brick-and-mortar world it could leverage, through Whole Foods and
its forthcoming grocery chain.
Excerpt from Jamie Dimon’s shareholder letter discussing the formation of Haven. Image
source: JPMorgan
For more on this topic, check out our brief, Amazon In Healthcare:
The E-Commerce Giant’s Strategy For A $3 Trillion Market.
Amazon took its first steps into commercial loans back in 2011,
when the company began offering small-business loans to
merchants participating in its Amazon Marketplace via its new
Amazon Lending arm. At that time, conditions were well-suited
for Amazon’s entry into the commercial lending sector: the global
financial crisis of 2008 had shaken confidence in even the largest
commercial banks, initiated a credit crunch, and left millions of
small businesses struggling to secure the capital they needed
to survive.
Of all these functions, however, Jeff Bezos has been the most bold
about his plans in the lending space. And considering Amazon’s
thousands of third party merchants, that’s not surprising.
Between 2011 and 2017, Amazon loaned more than $3B in short-term loans to merchants
in the United States, United Kingdom, and Japan.
Since 1995 and 2015, SMB loans almost doubled in volume from about $350B a year to
about $600B a year. Over the same period, large business loans have increased from about
$500B to more than $2T. Image source: Third Way
Even though small business owners still turn to banks more than
other lenders for loans, according to Finder, the process by which
banks assess loan applications puts small businesses at a natural
disadvantage — research from a group of state-level federal reserve
banks shows that in 2016, 60% of small business applicants
received less financing than they applied for.
Amazon already has huge amounts of data on the lendees that use
its platform — and subsequently doesn’t need the kind of extensive
documentation required by many commercial banks. Whereas banks
often rely upon credit scores and personal financial documentation
to determine the risk associated with lending to a given business,
Amazon already has information such as revenue history and future
earnings projections, inventory data, and sales data.
The sales report menu that an Amazon merchant sees in their dashboard.
While there may be no incentive for Amazon to lend outside its own
ecosystem today, the company is using its small business financing
program as a means to encourage merchants around
the world to leave local competing e-commerce companies and join
Amazon.
Amazon’s streamlined lending system offers its merchants capital to use on buying more
Amazon inventory, and in return deducts monthly payments automatically.
All this said, there are reports Amazon is scaling back the growth
of its lending program, and re-focusing its marketplace approach
to emphasize two different kinds of business: large, well-known
brands, and private labels.
Private labels could also increase competition for the SMBs that
want to use the Amazon marketplace to sell their wares.
Amazon is taking steps toward selling bigger brands that the site
hasn’t stocked in the past. This recent holiday season was the first
time that Apple sold products directly on Amazon’s site — giving
Apple a direct route to a large pool of customers and providing
Amazon a cut of high value items.
In 1998, Jeff Bezos and his biggest VC advocate, John Doerr, began
investing in promising dotcom startups trying to bring the grocery
store online. Most would go bankrupt — Pets.com, Wineshopper.
com, Homegrocer.com, and delivery service Kozmo.com — but the
experience seeded Amazon’s future ambition to dominate the US
grocery industry, estimated to be worth more than $800B.
Around 70% of consumers polled in 2018 stated that they did not
use online grocery services because they preferred to see and
select their own groceries themselves, according to data from
AlphaWise and Morgan Stanley Research.
Finally, Amazon’s voice assistant could also help the tech giant’s
foray into grocery delivery. Though still in its earlier stages,
shoppers can use the Alexa voice-activated assistant to place
grocery orders online.
WHO’S AT RISK?
Competing grocery delivery services
Amazon itself
Over the next decade, if Amazon can significantly build out that
physical presence to compete with Walmart, and successfully scale
up the efficiency and quality of their online delivery function, it will
pose a serious threat not just to other online grocery retailers, but to
every traditional grocer in the country.
These fees can significantly cut into the bottom line for small
businesses, especially if they mostly deal with smaller purchases.
But price isn’t the only factor merchants have to consider when
choosing a payment processor — they also need one that doesn’t
negatively impact the customer experience.
The evolution of Amazon Pay began more than a decade ago when Amazon first launched
WHO’S AT RISK?
Card processors & online payment providers
Today, Amazon Pay’s costs are competitive with other major online
payment gateways. With its 2.9% transaction fees and $0.30
authorization, Amazon comes in right alongside PayPal Standard
when it comes to annual costs.
5. Mortgages:
OWNING THE DISTRIBUTION END
Amazon also has an advantage in its scale. The average startup will
likely find it very difficult to bring in investors and capital needed for
getting customers and granting the mortgages. Amazon, however,
already has relationships with some big banks, and a large amount
of free cash flow to back up its activities.
When Amazon launched its Plants Store in early 2018, the garden
sector was wrestling with a change in attitudes across the industry.
But Amazon had strong evidence that its logistics and distribution
expertise could make gardening a profitable niche for the company
to grow into.
Amazon’s prior work on the home & garden space had already
proven to be a powerful growth opportunity. In 2017, Amazon’s
home & garden store in the United States did about $2B in annual
sales, up 19% from the year before. (Its home and garden store in
the UK, on the other hand, sold only about $100M, but with 31%
YoY growth.)
About 25% of those total group sales came from Amazon’s lawn
& garden section, which was worth over $430M in 2017 with 25%
YoY growth.
The Sill ships nationwide from its own warehouse and shipping
facility, which is crucial for maintaining quality control when it
comes to shipping plants with specific needs.
When Amazon launched its Plants Store in 2018, it gave consumers the ability to sort
plants by a range of criteria, including size, type, climate zone, and even the amount of
sunlight required for optimal growth. Image source: Amazon
Amazon has already shown some interest in building out its own
insurance business.