Amazon now has customers in 100% serviceable pin-codes in India: Jeff Bezos

Amazon.in might be the most visited shopping site in India, but for Jeff Bezos, the founder and CEO of the technology giant, it is still Day 1 in what may be the second-most important market for the firm outside the US.

Bezos, in a letter to customers, said that Amazon now has customers in 100 per cent serviceable pin-codes in the country and is shipping packages from more than 50 fulfillment locations in 13 states.

From talking about how Alexa plays devotional songs in local Indian languages to Amazon India working closely with communities in rural areas, Bezos said that the online marketplace has now become part of the country's culture and has adapted all its services and offerings accordingly.

Stressing that Amazon India has captured the top spot for the last two years, Bezos pointed out that amazon.in is the most visited site in the country.

Amazon, which has completed five years in India, has managed to reach the top spot while taking on local favourites Snapdeal and Flipkart. Bezos, in a letter to customers, said that Amazon now has customers in 100 per cent serviceable pin-codes in the country and is shipping packages from more than 50 fulfillment locations in 13 states.

Flipkart deal wrapped, Walmart now eyeing deals in Brazil and Japan

The sun never sets on Walmart Inc.’s empire, thanks to its network of stores across five continents. But in the span of 10 days, chief executive Doug McMillon has begun dramatically redrawing the retailer’s map, and there’s likely more to come as it places bets to remain on top.

“All of a sudden, everything is in play,” said Dave Marcotte, an analyst at Kantar Retail.

In less than two weeks, Walmart has agreed to cede control of its British business to a competitor and spend $16 billion to acquire India’s e-commerce leader in its biggest-ever deal, fending off Amazon.com Inc. The wheeling and dealing show how McMillon is focusing on high-potential markets like China and India, finding partners to help it battle online and cutting loose middling businesses. He’s got more work to do, though, and subpar markets like Brazil and Japan might be next on his list.

Walmart’s far-flung international units don’t get much attention, but they’re important as a source of cash, management talent and ideas that percolate into its core U.S. operations. Sales growth outside the U.S. once topped more than 10 percent annually, adjusted for currency moves, but it’s less than half that now as sluggish economies, store closures and fierce competition have taken their toll.

Flipkart will become Walmart today: Is that really good news for India?

When Carl Douglas McMillon, president and chief executive officer of Walmart Inc, arrives at the Embassy Tech Village headquarters of Flipkart in Bengaluru later on Wednesday to acquire India’s first-to-a-billion-dollars-startup, he will be accompanied by Walmart International’s Judith McKenna and CEO (commerce) Marc Lore. It will be a triumphal return to India for the Bentonville, Arkansas-based retailer which will be partnering Google’s parent Alphabet Inc in a deal estimated at $18-20 billion enterprise value – Walmart will own about 60 per cent stake, and Alphabet will get to own about 15 per cent of the online market place.

The passage of the past five years has obviously dulled memories. All recent media reports seem to have conveniently glossed over the history of Walmart’s previous foray into India, in partnership with Sunil Mittal’s Bharti group. Walmart in 2012 launched a global review of corruption after a New York Times report on bribery at the company’s Mexico operations. The review by its lawyers flagged India among the countries with the highest corruption risk. The US Foreign Corrupt Practices Act forbids American firms from paying bribes. Almost on cue, in November that year, Bharti Walmart suspended a number of employees, including the chief financial officer, as part of an internal investigation into bribery allegations in the Indian operation. By June 2013, Raj Jain, the CEO of the India operations, quit after six years at the helm of the company. It did not take much time thereafter for the Walmart-Bharti JV to fall apart.

Google employees lose nearly 250 Gbikes a week: Report

Technology giant Google loses between 100 and 250 of its colourful employee bicycles a week from its campus, the media reported.

Google maintains roughly 1,100 free, two-wheelers with yellow frames, red baskets and green and blue wheels, known as Gbikes, for its employees to get around its sprawling campus.

However, according to company estimates, its bikes consistently go missing from its campus-between 100 and 250 a week, typically costing $100 to $300.

The bikes have shown up at local schools, in neighbours' lawns, at the bottom of the town creek and on the roof of a sports pub.

"The disappearances often aren't the work of ordinary thieves, however. Many residents of Mountain View, a city of 80,000 that has effectively become Google's company town, see the employee perk as a community service," the Wall Street Journal reported on January 5.

A decade ago, Google started Silicon Valley's first corporate bike programme, which was adopted by at least 16 others across the US, including at Apple, Facebook, and Walmart, the report said.

The company recently equipped about a third of its 1,100 bikes with GPS trackers, which revealed that the two-wheelers take an average 12 trips and travel six miles a day.

It now also has a team of 30 Google contractors and five vans who are tasked with retrieving Gbikes. They carry waders and grappling hooks for pulling bikes out of a creek.

Still, Google isn't entirely sure how many bikes it loses outright. From July to November, Google recovered between 70 and 190 bikes a week, or roughly two-thirds of the bikes reported off campus. The other third wasn't there when contractors arrived to retrieve them, the report said.

Google is also testing versions that employees could unlock with their smartphones.

According to Google managers, reducing thefts is a struggle because they often cannot tell whether riders are among the company's employees or not.