Amazon to Launch Online Grocery Store 260
Aryabhata writes "It might sound like a bad flashback to the dot-com days, but news is that Amazon is planning to test the waters with an old idea; the online grocery store!. To its defense Amazon is only attempting this with nonperishables like peanut butter, potato chips, and canned soup implying that there's no refrigeration required--ordinary warehouse shelves will do fine."
Peapod (Score:5, Informative)
I've never heard of this WebVan company, but the online grocery store that I do know - Peapod [peapod.com] - is still around and, going by how often I've seen their vans parked in some residential neighbourhoods around Chicago, quite successful. And they do deliver perishables.
In New York City, we already have that. (Score:5, Informative)
mostly items in bulk (Score:5, Informative)
Jonathan
Why a flashback? (Score:5, Informative)
They already sell some food (Score:5, Informative)
plenty in the UK (Score:5, Informative)
Meanwhile, in the UK (Score:3, Informative)
Re:plenty in the UK (Score:4, Informative)
Re:gentlemen, start your engines... (Score:3, Informative)
Seeing them fade away with all the other wacked out
Most UK supermarkets have done this for years (Score:5, Informative)
There's a charge for the service, of course (about 5 pounds), but it saves so much time and hassle it's generally worth it (not to mention that it massively cuts down on the temptation to impulse buy).
Re:So? (Score:3, Informative)
Difference between Amazon & Safeway (Score:1, Informative)
Amazon, being a general-merchandise store like Target, does not employ such sanitary procedures. The Amazon employees packing the non-perishable foods (for shipment to the customer) could very well have just used the toilet without washing hands before resuming the handling of the customer's items of food. These observations also apply to Walmart and other general-merchandise stores.
If you buy food, buy food from stores that specialize in selling food.
I buy stuff from Amazon and Target often, but I never buy food from those stores.
And the others... (Score:5, Informative)
Re:Better sell hard to find stuff. (Score:4, Informative)
I could see this being really useful for bulk sizes of items. Things like cereal, laundry detergent, etc. As long as the price is competitive, it could make a portion of the grocery shopping that much easier.
Re:Difference between Amazon & Safeway (Score:1, Informative)
Let's just hope they are Linux users
Re:Peapod (Score:3, Informative)
Re:Amazon has lost its advantage (Score:2, Informative)
Re:mostly items in bulk (Score:5, Informative)
To understand this sort of thing you have to think about three issues: supply chains, inventory management and fulfillment. They're the three biggest logistical issues in retail. Actually building stores or finding customers or selling them stuff... a bit further down the list. For a big retail company, huge amounts of money are gained or lost based on those three processes, and small changes there have a far bigger effect than anything that goes on in a store. The supply chain is about getting ahold of the stuff you're going to sell. But getting it in just the right amounts, in the right places, at the right times, with the right number of nines in the probability it'll all happen correctly and the right number of zeroes in the dollar penalty if it doesn't. A "bubble" in the supply chain, where a shipment was late, equals lots of lost revenue -- not just in the store, but in the warehousing and all the disruptive ripple effects. It doesn't take much to disrupt a supply line -- a breakdown in a loading dock, a storm that delays a cargo carrier out of China from making port in Oakland or Los Angeles. You can see why big retailers like Target, Walmart or Amazon are so union-hostile; their systems are extremely vulnerable, and the economic impact of a strike has magnified.
Then there's inventory. If you're in the business of selling stuff, inventory is bad. You have to pay for the shelf it's sitting on, you have to keep it from getting wet or dirty (if it's perishable, you have to pay to keep it cold). And it's depreciating every minute it sits on your shelf, representing a paper loss you have to explain to the shareholders. Plus, it's taxable. Remember how smaller shops used to be out of everything around the end of the fiscal year? If you asked the shop keeper, he'd look a little frazzled and mumble "inventory," 'cause he was trying to get rid of as much as possible of it before the IRS made him pay taxes on it. Big retailers don't do that anymore, because they own so little inventory it doesn't hurt them -- and often they don't own the inventory that's on their warehouse or store shelves at all. The shift in power from the manufacturers to the retailers over the last decade or so displaced the tax burden of ownership back to the manufacturers, who in turn shift it backwards to their own supplies or subsidiaries, often in Asian countries that don't tax physical assets. The ideal arrangement from a retailer's point of view would be for the warehouses to have no shelves at all, but simply to be this giant tube through which products were hurled, changing quantities or packaging a little bit in midair, and never touching the floor once before landing in a different truck on the far side of the tube.
And then, fulfillment. For Amazon, that's putting the items in a box and tossing it into the UPS truck. For a big-box retailer it's putting a pallet of them on a truck and driving it to the store. It's a difference of scale made a little earlier on, but fundamentally it's no different. Products need to be physically located near the point of sale (that's the store the customer walks into or the room their web browser was in, whichever) to get it to them cheaply. That's "near" in terms of cost, which is sort of like physical distance but not precisely. The right amounts of inventory (or better, supply chain infeeds) need to be pre-positioned on transit arteries that can reach the stores with the demand or the shipping carriers' local shipping centers as quickly and cheaply as possible. Good highways, good weather, complaint carriers, cheap labor, and union leaders run out of town by a compliant local government eager for the thousands of low-wage jobs you're promising to bring in. Costs to get the product into customer's hands need to be minimized, whether that's with an effective supply system to brick-and-mortar
Re:Difference between Amazon & Safeway (Score:2, Informative)
If you're that concerned about antibacterials, perhaps you should stop brushing your teeth? (Many toothpastes contain triclosan, the same antibacterial agent found in most antibacterial hand soaps).
Antibacterial != Antibiotic, even though they perform much the same function. Most antibacterial soaps and lotions are made with either triclosan or ethanol; neither has any link to increased bacterial resistance. In fact, there are no fewer than seven peer-reviewed studies indicating that triclosan is not significantly associated with bacterial resistance (cf. Wikipedia [wikipedia.org]).
Re:And the others... (Score:1, Informative)
Urban areas here sprawl on endlessly, hence the term 'urban sprawl'. The zoning laws for most cities were designed around the advent of the automobile and resulted in cities that are layed out in a fashion that makes public transport impractical at best. If every person in the US lived in an urban area, that still would not solve the sprawl problem.
http://en.wikipedia.org/wiki/Urban_sprawl [wikipedia.org]
Re:mostly items in bulk (Score:2, Informative)
Fifty bucks, four fifty shipping. Not bad, but not great; and I like poking around the Korean market.
KFG
Population Density (Score:4, Informative)
I used to live near Dallas/Fort Worth. You can drive 200 miles there and never leave an "urban" area, if you drive it East/West. Even North/South it's about 80 miles.
NYC's density is 26720 people per square mile.
Chicago's is 12604/sq mi
London's is ~12071/sq mi.
On the other hand...
Dallas' is 3534/sq mi.
Memphis' is 346.9/sq mi.
So you see, there's a bit of a difference there. Driving distance is indeed a factor for a large portion of the population. You really need a certain density to support this kind of thing on a local level.
Several stores have tried it in the past and failed. Kroger tried it in a few test markets. I was in Huntsville at the time they tried it there, but it only lasted about 6 months. They couldn't get enough people to use it to make it worth hiring more drivers, and they couldn't get the groceries to all the people in enough time to make more people want to use it.