WEBVTT - As Amazon Gets Bigger, Sellers Feel the Squeeze

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<v Speaker 1>I wake up every morning thinking about that, should I

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<v Speaker 1>sell on Amazon? But the reality is Amazon owns fifty

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<v Speaker 1>of the online market share in the the United States. The

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<v Speaker 1>customers are on Amazon. That's where they're at, And so

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<v Speaker 1>was it a fantasy? Yeah? We just leave Amazon and

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<v Speaker 1>be able to survive, But in reality we basically is

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<v Speaker 1>a business. Jason Boys is an online retailer with nearly

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<v Speaker 1>twenty years of experience. He runs a multimillion dollar business

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<v Speaker 1>called Dasity, Inc. What he's describing here is the fundamental

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<v Speaker 1>dilemma facing business owners who sell through Amazon. Most of

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<v Speaker 1>us have used Amazon to buy something at some point,

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<v Speaker 1>a book, a phone charger, a pair of socks, so

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<v Speaker 1>we know it's fast and cheap and can be unbelievably

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<v Speaker 1>convenient if you're the customer. What we don't realize is

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<v Speaker 1>the extent to which Amazon uses access to its hundreds

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<v Speaker 1>of millions of customers as leverage to raise the bar

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<v Speaker 1>on people like Jason, pushing them to lower their prices,

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<v Speaker 1>speed up delivery times, compete harder against other sellers for

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<v Speaker 1>each and every sale. Amazon is projected to sell two

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<v Speaker 1>eighty three billion dollars in merchandise this year. That's nearly

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<v Speaker 1>half of all online spending in the US over the

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<v Speaker 1>last few years. It took things a step further by

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<v Speaker 1>launching its own line of Amazon branded products. Now, lawmakers

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<v Speaker 1>like Senator Elizabeth Warren are calling out Amazon for this behavior,

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<v Speaker 1>saying it's anti competitive. My view on this is it's

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<v Speaker 1>a little like baseball. You can be an umpire a platform,

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<v Speaker 1>or you can own teams. That's fine, but you can't

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<v Speaker 1>be an umpire and own one of the teams that's

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<v Speaker 1>in the game. So the principle here is break those

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<v Speaker 1>apart and you can work for the platform part. You

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<v Speaker 1>can work for one of the teams. That's a lot

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<v Speaker 1>of fun. But if you work for one of the teams,

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<v Speaker 1>you compete like every other team in America. By and large,

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<v Speaker 1>businesses have scrambled to jump higher every time Amazon raised

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<v Speaker 1>the are but privately, some sellers say they're being pushed

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<v Speaker 1>to their limits. Not only is it insanely competitive to

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<v Speaker 1>reach customers, but Jason and others like him are facing

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<v Speaker 1>a competitor who's potentially unbeatable, and that's Amazon itself. That's

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<v Speaker 1>a star. Contrast to what CEO Jeff Bezos wrote in

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<v Speaker 1>an annual letter to shareholders just two weeks ago, where

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<v Speaker 1>he boasted about how well these businesses are doing. Perhaps

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<v Speaker 1>it's a sign that Amazon knows it might be seen

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<v Speaker 1>as pushing the limits of its power. I'm brad Stone

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<v Speaker 1>and I'm Spencer Soaper, and you're listening to decrypt it. Okay, Spencer,

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<v Speaker 1>why don't you take it from here? A few weeks ago,

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<v Speaker 1>I flew to Las Vegas for a convention called the

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<v Speaker 1>prosper Show Time of Assistance Down. It's organized independently from Amazon,

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<v Speaker 1>but the whole point of this event is about selling

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<v Speaker 1>things on Amazon. It attracts about people. It's held at

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<v Speaker 1>the Westgate Hotel, and even though these folks compete with

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<v Speaker 1>each other on the platform, the vibe is really upbeaten friendly.

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<v Speaker 1>Everyone's kind of sharing ideas and tricks of the trade.

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<v Speaker 1>They want to know the best way to ship goods

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<v Speaker 1>from China and what's the latest software to keep track

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<v Speaker 1>of sales, tax obligations law. Just through I find this

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<v Speaker 1>is a great place for talking to people in Amazon Land.

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<v Speaker 1>It's where I connected with Jason Boyce, who you heard

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<v Speaker 1>from at the start. He's a Marine Corps officer who

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<v Speaker 1>turned an online entrepreneur. He recently moved to New Jersey.

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<v Speaker 1>He's a pretty unassuming and relaxed guy. Kind of reminds

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<v Speaker 1>me of a high school principle. We sat down at

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<v Speaker 1>a table outside the hotel, which just happened to be

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<v Speaker 1>right beneath the airport's white pages, right under the air airport. Yeah,

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<v Speaker 1>should should be okay. Jason's in business with his brothers.

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<v Speaker 1>They've been selling online since two thousand two. This is

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<v Speaker 1>before Amazon was the big player it is today, so

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<v Speaker 1>he's really seen this space evolved from its early days.

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<v Speaker 1>They started out selling basketball hoops. This is a tough

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<v Speaker 1>thing for online sales. You know, big heavy outdoor equipment.

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<v Speaker 1>You see him backyards and driveways. Their website was called

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<v Speaker 1>super Duper Hoops dot com and Jason's business was really

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<v Speaker 1>starting to take off when he did a hundred thousand

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<v Speaker 1>in the first year, a million the next year, two million.

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<v Speaker 1>The next year of life was good. That was all basketballs,

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<v Speaker 1>all basketball hoops, basketball hoops, and then we started selling

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<v Speaker 1>home wreck equipment like foosball, billiard tables, air hockey tables,

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<v Speaker 1>those kinds of products as well. In the early days,

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<v Speaker 1>Jason would buy add space on search engines that directed

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<v Speaker 1>people to his website. Then once someone made a purchase,

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<v Speaker 1>he used a method called drop shipping. This means that

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<v Speaker 1>he doesn't buy any inventory in advance. He waits for

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<v Speaker 1>a customer order to come in, and then the manufacturer

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<v Speaker 1>sends the basketball hoops straight to the customer. This is

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<v Speaker 1>a low cost way to start a business because you

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<v Speaker 1>don't have to buy a lot of inventory upfront. Then

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<v Speaker 1>a couple of years later, around two thousand four, one

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<v Speaker 1>of Jason's brothers got a call from Amazon. People are

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<v Speaker 1>always floored when I tell them, we actually got a

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<v Speaker 1>phone call from Amazon asking us to sell our products

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<v Speaker 1>on their website. And uh, we immediately jumped at the

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<v Speaker 1>opportunity and we are hoops were selling on Amazon before

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<v Speaker 1>Amazon themselves were selling basketball hoops, so it was right

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<v Speaker 1>at their very early days of the sports and outdoors category.

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<v Speaker 1>So Jason's brother didn't think much of the call from Amazon.

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<v Speaker 1>He even waited until the end of the day to

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<v Speaker 1>tell the others. But when Jason heard, he thought, what

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<v Speaker 1>Amazon called, we have to do this, and so they did.

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<v Speaker 1>Business was good. There was like no competition. We were

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<v Speaker 1>making really good margins. We didn't have to carry any inventory.

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<v Speaker 1>It was all being drop shipped, and uh, life was

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<v Speaker 1>really good. It was great. We loved Amazon back then.

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<v Speaker 1>Jason's laughing because selling on Amazon has changed a lot

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<v Speaker 1>in the past fifteen years. We have to remember that

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<v Speaker 1>he started the dot com boom when they were all

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<v Speaker 1>kinds of generic domain names like drug store dot com,

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<v Speaker 1>soap dot com, diapers dot com. At this time, Amazon

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<v Speaker 1>was trying to expand beyond books and movies. It needed

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<v Speaker 1>sellers like Jason too, lore more show operas because it

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<v Speaker 1>wanted to be an online version of a big box

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<v Speaker 1>store like Walmarter Target. But the honeymoon of those early

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<v Speaker 1>years didn't last forever. We were lucky to be one

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<v Speaker 1>of the first on there because we had a nice

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<v Speaker 1>run of sales, But then because it was so easy,

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<v Speaker 1>especially compared to eBay, folks from me By started coming

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<v Speaker 1>over in droves and started listing, and really, at that time,

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<v Speaker 1>their algorithm was very basic. One of the only ways

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<v Speaker 1>you could get the sales if you had the lowest price.

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<v Speaker 1>So what happens when there's ten sellers selling the same

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<v Speaker 1>thing and the only way you can get the sales

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<v Speaker 1>if you lower the price, the margins disappear. What Jason's

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<v Speaker 1>describing here was a big learning curve for a lot

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<v Speaker 1>of Amazon sellers. If you're selling a generic product that

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<v Speaker 1>a lot of other people can also get, you're gonna

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<v Speaker 1>face extreme price competition on Amazon. It's the point where

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<v Speaker 1>your business could be unsustainable, especially because within a few

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<v Speaker 1>years Amazon had millions of businesses selling on the platform.

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<v Speaker 1>So in order to survive, Jason and a lot of

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<v Speaker 1>other sellers they started designing their own unique products that

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<v Speaker 1>no one else had. Folks in the business called this

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<v Speaker 1>private label, and Jason's private label brand is called Harville.

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<v Speaker 1>Is the brand all basketball hoops? Or do you have

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<v Speaker 1>a variety of products? Actually, we don't even sell basketballs

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<v Speaker 1>anymore because they have you become so commoditized. It's hard

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<v Speaker 1>to make money. But we we sell mostly home fitness

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<v Speaker 1>and home rec equipment. Now they started making bacchi ball sets,

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<v Speaker 1>foosball tables, air hockey tables. The business continue to grow.

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<v Speaker 1>Jason said his Marine Corps training actually came in pretty handy,

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<v Speaker 1>since the Marines teach you to adapt and adjust and

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<v Speaker 1>use resources wisely. Today they have about ten people who

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<v Speaker 1>work from home in the US and another eighteen people

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<v Speaker 1>in an office in Manila. Those people mostly do data

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<v Speaker 1>entry graphic design. They work a lot with the images.

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<v Speaker 1>Images are a really important part of selling on Amazon,

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<v Speaker 1>since you know people aren't standing in front of the

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<v Speaker 1>product before they buy it. Every year, Jason sells tens

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<v Speaker 1>of millions of dollars in inventory on Amazon, but that

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<v Speaker 1>success has a price. A big hazard of doing business

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<v Speaker 1>on Amazon is that changes can come quickly without warning,

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<v Speaker 1>meaning what worked yesterday suddenly doesn't work today. That gives

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<v Speaker 1>sellers a lot of indigestion. What always makes me crazy

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<v Speaker 1>about Amazon is I know that they're making these changes

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<v Speaker 1>because they're doing what is best for their customer. This

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<v Speaker 1>change made the customer experience for an Amazon customer better.

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<v Speaker 1>I don't dispute that, but what would have been nice

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<v Speaker 1>is an email six months earlier saying, Hey, we're gonna

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<v Speaker 1>make this change you guys. Metrics are kind of in

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<v Speaker 1>the gray area. You might want to change a business model.

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<v Speaker 1>It's really there's no communication. They just make these changes,

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<v Speaker 1>and it could it can put people out of business.

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<v Speaker 1>I asked Jason to give me an example of what

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<v Speaker 1>he meant by that. He said, several years ago, Amazon

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<v Speaker 1>started pushing sellers to deliver their goods more quickly. So

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<v Speaker 1>it was rewarding sellers who could manage two days shipment

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<v Speaker 1>and punishing sellers for delays or mistakes on orders. And

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<v Speaker 1>this at Jason really hard, mainly because he's selling basketball hoops,

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<v Speaker 1>which are so large and heavy. It's not like, you know,

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<v Speaker 1>you can just put in a mailbox like a phone charger.

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<v Speaker 1>As a result, he ended up changing his entire business model.

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<v Speaker 1>My life got infinitely more complicated when I had to

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<v Speaker 1>start inventoring these things. Myself was like a big That

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<v Speaker 1>was like the biggest change that affected us. We had

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<v Speaker 1>to cut millions of dollars in revenue from our drop

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<v Speaker 1>shippers at that moment. That was in that And so

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<v Speaker 1>did you have to shift from a drop ship model

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<v Speaker 1>to a different new model. We did. We had to

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<v Speaker 1>ship to an all inventory model. Up to this point,

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<v Speaker 1>every time Amazon made a change, sellers like Jason would

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<v Speaker 1>race to adjust. Sellers understood that even though it's tough

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<v Speaker 1>for them to meet the new standards, the changes were

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<v Speaker 1>good for customers, which is good for Amazon and in

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<v Speaker 1>turn good for their businesses. But some of Amazon's more

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<v Speaker 1>recent changes have made sellers doubt that idea, since the

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<v Speaker 1>costs primarily fall to them and the gains go to Amazon.

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<v Speaker 1>One change that Jason still struggles with is Amazon's decision

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<v Speaker 1>to introduce advertising. The day that they launched sponsored ads,

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<v Speaker 1>I cried in my pillow that night, I should explain here.

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<v Speaker 1>Jason so upset because he's seen this movie before. Google

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<v Speaker 1>changed its system before Amazon did and started charging for

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<v Speaker 1>results to appear at the top of the results page.

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<v Speaker 1>What this means is this, if you go to Google

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<v Speaker 1>and works for something like weather or traffic conditions, you'll

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<v Speaker 1>get mostly what's called organic results, sites like weather dot

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<v Speaker 1>com that are visited frequently and provide the information you want.

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<v Speaker 1>But if you search for a product like black dress socks,

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<v Speaker 1>the top of the page will be sponsored results businesses

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<v Speaker 1>that paid to be there rather than business is known

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<v Speaker 1>to have what you're looking for. Then when people see

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<v Speaker 1>your ads and click to your site, that improves your

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<v Speaker 1>organic ranking, So the two are intertwined. When Google did this,

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<v Speaker 1>the price for keyword searches got bit up higher and higher, because,

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<v Speaker 1>let's face it, nobody looks at page seven of the

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<v Speaker 1>search results, so it is essential to have high search

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<v Speaker 1>placement to get noticed. And that's what started happening on

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<v Speaker 1>Amazon too. Initially, the costs were cheap, and we're like,

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<v Speaker 1>we're not doing that. We're not going to pay them

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<v Speaker 1>expercent for every sale, and on top of that drive

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<v Speaker 1>traffic because we've got these great organic listings. But then

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<v Speaker 1>they started to move the top two thirds the above

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<v Speaker 1>the fold section. When you go on a desktop or

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<v Speaker 1>your mobile, the whole top of the page is all

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<v Speaker 1>ads now, so you're organic rank is you have to

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<v Speaker 1>scroll to get to the organic rank product. And so

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<v Speaker 1>that's something I have a real problem with. Now paying

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<v Speaker 1>for ads can significantly eat into a seller's margins. All this,

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<v Speaker 1>Jason says, means it's now a lot more expensive to

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<v Speaker 1>be a seller on Amazon. So I think that there's

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<v Speaker 1>one of the side effects of this sponsored ads program

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<v Speaker 1>is the prices eventually will have to increase on Amazon.

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<v Speaker 1>And if there's one thing that keeps Mr Bezos up

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<v Speaker 1>at night is that he wakes up one day and

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<v Speaker 1>he's not the lowest price anymore. That's that's gonna be

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<v Speaker 1>a problem for them. I think it's because of that

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<v Speaker 1>bidding process, because of the way that it works. I

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<v Speaker 1>think that prices are going to have to go up

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<v Speaker 1>to accommodate those extra fees. Have you had to raise

0:11:41.000 --> 0:11:44.800
<v Speaker 1>prices on anything we have, We've had to. We've had to.

0:11:47.760 --> 0:11:49.880
<v Speaker 1>The big thing about the AD program is it means

0:11:50.040 --> 0:11:53.280
<v Speaker 1>Amazon makes more money from every sale. But this isn't

0:11:53.320 --> 0:11:56.400
<v Speaker 1>the only change Amazon has made like that. It's also

0:11:56.480 --> 0:12:00.480
<v Speaker 1>been developing hundreds of its own Amazon branded products. You

0:12:00.520 --> 0:12:05.040
<v Speaker 1>can get Amazon batteries, Amazon baby wipes, Amazon genes, Amazon

0:12:05.160 --> 0:12:08.559
<v Speaker 1>dining room tables, and even an Amazon Basics Botchy ball

0:12:08.640 --> 0:12:11.400
<v Speaker 1>set that costs fifteen dollars less than the one Jason sells.

0:12:11.880 --> 0:12:15.040
<v Speaker 1>Amazon can see all the data about what's popular, what sells,

0:12:15.360 --> 0:12:18.120
<v Speaker 1>which kinds of listings do best. The company gathers an

0:12:18.120 --> 0:12:21.839
<v Speaker 1>incredible amount of detailed information about customer behavior, and it

0:12:21.960 --> 0:12:24.520
<v Speaker 1>uses that data when making decisions about how it designs

0:12:24.559 --> 0:12:27.880
<v Speaker 1>and prices its products. Sellers like Jason can see some,

0:12:28.320 --> 0:12:31.000
<v Speaker 1>but definitely not all, of that data, and that's why

0:12:31.120 --> 0:12:34.040
<v Speaker 1>this change is what frustrates Jason the most. Look, I

0:12:34.160 --> 0:12:36.400
<v Speaker 1>understand that they're a retailer, but I've always had sort

0:12:36.440 --> 0:12:40.280
<v Speaker 1>of problem with them having a marketplace with all that

0:12:40.440 --> 0:12:44.280
<v Speaker 1>data that that I'm dependent on for my business to sell,

0:12:44.640 --> 0:12:46.240
<v Speaker 1>and that they can then take that data and launch

0:12:46.240 --> 0:12:49.800
<v Speaker 1>their own products. I have kind of have kind of

0:12:49.800 --> 0:12:52.320
<v Speaker 1>an issue with that. This question is at the heart

0:12:52.440 --> 0:12:55.599
<v Speaker 1>of the debate over regulating big tech platforms. Is it

0:12:55.760 --> 0:12:58.480
<v Speaker 1>fair for companies like Amazon to own and control the

0:12:58.559 --> 0:13:01.920
<v Speaker 1>marketplace where merchants like Jason sell products and then turn

0:13:02.000 --> 0:13:04.800
<v Speaker 1>around and sell the very same things, oftentimes giving the

0:13:04.840 --> 0:13:08.360
<v Speaker 1>Amazon brands more visibility. Here's what Jason said, Do I

0:13:08.400 --> 0:13:10.040
<v Speaker 1>think they should be broken up? I don't know. That's

0:13:10.160 --> 0:13:12.400
<v Speaker 1>that's a question for the lawyers, But I sure makes

0:13:12.400 --> 0:13:15.400
<v Speaker 1>a lot of common sense for me that if you're

0:13:15.400 --> 0:13:17.719
<v Speaker 1>going to have a marketplace, that your purpose is to

0:13:17.760 --> 0:13:20.959
<v Speaker 1>help your sellers and your customers, and you shouldn't be

0:13:20.960 --> 0:13:22.719
<v Speaker 1>able to piggyback off the hard work and labor of

0:13:22.800 --> 0:13:27.120
<v Speaker 1>your sellers to beat them. I think just a general

0:13:27.640 --> 0:13:30.599
<v Speaker 1>part of fairness in my mind. Maybe that's unrealistic, but

0:13:31.240 --> 0:13:34.199
<v Speaker 1>they just have so much control of power and data

0:13:34.559 --> 0:13:37.599
<v Speaker 1>and or or I got another alternative, share with me

0:13:37.679 --> 0:13:39.800
<v Speaker 1>all the data you have so that I can also

0:13:40.480 --> 0:13:42.680
<v Speaker 1>use that to my advantage so that I can compete

0:13:42.679 --> 0:13:46.160
<v Speaker 1>better with you. UM So, if you're gonna use my data,

0:13:46.360 --> 0:13:50.000
<v Speaker 1>I want to see it, all of it. After almost

0:13:50.040 --> 0:13:53.280
<v Speaker 1>twenty years and online retail, Jason is in the process

0:13:53.320 --> 0:13:56.280
<v Speaker 1>of selling his Amazon business. It still makes tens of

0:13:56.320 --> 0:13:59.280
<v Speaker 1>millions of dollars each year in sales, but he's decided

0:13:59.320 --> 0:14:02.520
<v Speaker 1>he'd rather are a consulting business called Avenue seven Media.

0:14:03.240 --> 0:14:06.160
<v Speaker 1>He's going to focus on helping other people selling Amazon.

0:14:12.880 --> 0:14:14.960
<v Speaker 1>So Spencer, it sounds like there's at least to one

0:14:15.000 --> 0:14:17.480
<v Speaker 1>Amazon merchant out there that's ready to donate to the

0:14:17.520 --> 0:14:21.200
<v Speaker 1>Elizabeth Warren presidential campaign. On the other hand, a couple

0:14:21.280 --> 0:14:24.600
<v Speaker 1>of weeks ago, after Elizabeth warren't unveiled her plans to

0:14:24.680 --> 0:14:27.040
<v Speaker 1>break up Big Tech, Jeff Bezos wrote a letter to

0:14:27.080 --> 0:14:29.680
<v Speaker 1>shareholders in which he essentially gave us his rebuttal to

0:14:29.720 --> 0:14:33.200
<v Speaker 1>her plan. According to Bezos, he said that third party

0:14:33.280 --> 0:14:36.280
<v Speaker 1>businesses who sell in the platform are doing really well.

0:14:36.920 --> 0:14:39.240
<v Speaker 1>Do you think he's taking into account some of the

0:14:39.360 --> 0:14:42.080
<v Speaker 1>grievances of folks like Jason. Yeah. And I don't think

0:14:42.160 --> 0:14:44.720
<v Speaker 1>that any of the merchants are disagreeing with anything that

0:14:44.800 --> 0:14:47.640
<v Speaker 1>he said in that shareholder letter. They freely acknowledge that,

0:14:47.960 --> 0:14:49.480
<v Speaker 1>you know, many of them have been able to build

0:14:49.600 --> 0:14:53.720
<v Speaker 1>multimillion dollar businesses, you know, virtually overnight thanks to access

0:14:53.760 --> 0:14:56.520
<v Speaker 1>to Amazon and its customers. The main point they're making

0:14:56.640 --> 0:14:59.160
<v Speaker 1>is at over the years, as Amazon has grown and

0:14:59.240 --> 0:15:01.840
<v Speaker 1>its power has grown, it can really exercise its leverage

0:15:01.920 --> 0:15:04.160
<v Speaker 1>over them, and that when we look at that, you know,

0:15:04.240 --> 0:15:07.240
<v Speaker 1>fifty eight percent of all the sales coming from these merchants,

0:15:07.640 --> 0:15:09.640
<v Speaker 1>Amazon is taking a bigger and bigger bite out of

0:15:09.680 --> 0:15:11.920
<v Speaker 1>each and every one of those sales. You know. What

0:15:12.040 --> 0:15:14.520
<v Speaker 1>Amazon will always say, though, of course, is that it's

0:15:14.680 --> 0:15:17.840
<v Speaker 1>very customer focused. And your profile of Jason I thought

0:15:18.000 --> 0:15:20.400
<v Speaker 1>was interesting. You know, the business that he and his

0:15:20.520 --> 0:15:24.600
<v Speaker 1>brothers run started almost as retail arbitrage right there, drop

0:15:24.800 --> 0:15:28.960
<v Speaker 1>shipping from a factory probably in China. Eventually they're slapping

0:15:29.000 --> 0:15:32.160
<v Speaker 1>their brand on it. Um they're basically inserting a margin

0:15:32.320 --> 0:15:36.720
<v Speaker 1>between the factory and the customer and the Amazon private

0:15:36.840 --> 0:15:38.800
<v Speaker 1>label business. I mean, in some ways you can look

0:15:38.840 --> 0:15:41.320
<v Speaker 1>at it as a sort of you know, increasing the

0:15:41.400 --> 0:15:44.480
<v Speaker 1>efficiency of the supply chain. They're going to the factories

0:15:44.520 --> 0:15:46.920
<v Speaker 1>in China, maybe even the same factories that Jason and

0:15:47.040 --> 0:15:49.960
<v Speaker 1>his brothers used, and saying you could basically sell directly

0:15:50.000 --> 0:15:51.840
<v Speaker 1>to the customer and we're just going to put an

0:15:51.920 --> 0:15:55.280
<v Speaker 1>Amazon brand on it. And of course Amazon would call

0:15:55.320 --> 0:15:58.520
<v Speaker 1>that being customer focused and helping to to lower the price,

0:15:58.920 --> 0:16:00.440
<v Speaker 1>and so I guess you know, in some of these

0:16:00.560 --> 0:16:02.880
<v Speaker 1>changes to its business model, some of the things that

0:16:02.920 --> 0:16:05.960
<v Speaker 1>have made Jason and his brother's lives really hard. I mean,

0:16:06.040 --> 0:16:08.120
<v Speaker 1>can we honestly say that that is in the service

0:16:08.160 --> 0:16:12.240
<v Speaker 1>of a better customer experience? Yeah, the private label is

0:16:12.280 --> 0:16:14.840
<v Speaker 1>a good point, and it's something that other retailers have

0:16:14.920 --> 0:16:17.640
<v Speaker 1>been doing for decades. Right. You see private label products

0:16:17.680 --> 0:16:19.560
<v Speaker 1>in Walmart, you see them in Target, you see them

0:16:19.600 --> 0:16:23.040
<v Speaker 1>in supermarkets. And probably the most recent change that the

0:16:23.240 --> 0:16:26.280
<v Speaker 1>sellers have a beef with is the advertising, because that's

0:16:26.320 --> 0:16:29.480
<v Speaker 1>the one where Okay, it's costing me more to sell

0:16:29.560 --> 0:16:31.880
<v Speaker 1>on Amazon. Amazon is getting more of the money from

0:16:31.920 --> 0:16:35.440
<v Speaker 1>each sale. But where is the consumer benefit in having

0:16:35.600 --> 0:16:38.320
<v Speaker 1>the prominence go to the highest bidder as opposed to

0:16:38.360 --> 0:16:41.240
<v Speaker 1>the best product at the best price. Amazon did give

0:16:41.360 --> 0:16:43.800
<v Speaker 1>us a statement responding to that point. It said the

0:16:43.840 --> 0:16:47.360
<v Speaker 1>company's first priority with advertising is for the experience to

0:16:47.400 --> 0:16:50.360
<v Speaker 1>be useful and relevant to the customer. It also said

0:16:50.440 --> 0:16:55.200
<v Speaker 1>advertiser and customer interests are inherently aligned. Now, Spencer, you

0:16:55.320 --> 0:16:57.160
<v Speaker 1>talked to a lot of sellers of that conference, in

0:16:57.200 --> 0:17:00.120
<v Speaker 1>addition to Jason. What was the general feel and did

0:17:00.200 --> 0:17:02.400
<v Speaker 1>they agree with Jason, and did it seem like sellers

0:17:02.480 --> 0:17:04.640
<v Speaker 1>were reaching a turning point as it relates to Amazon.

0:17:05.040 --> 0:17:08.560
<v Speaker 1>You know, sellers are still very devoted to Amazon. They

0:17:08.640 --> 0:17:10.600
<v Speaker 1>kind of have an attitude of you know that which

0:17:10.640 --> 0:17:13.560
<v Speaker 1>does not kill us, makes us stronger. But the frustration

0:17:13.680 --> 0:17:16.000
<v Speaker 1>is real that Amazon is taking more and more of

0:17:16.040 --> 0:17:18.560
<v Speaker 1>their money on every sale. So let's talk about that.

0:17:18.960 --> 0:17:21.679
<v Speaker 1>Did you get into it with any sellers about how

0:17:21.720 --> 0:17:24.480
<v Speaker 1>their costs have gone up? Like? How much does Amazon

0:17:24.560 --> 0:17:26.920
<v Speaker 1>take out of every sale? I asked one seller to

0:17:26.960 --> 0:17:29.119
<v Speaker 1>break that down for me. His name is Chad Ruben.

0:17:29.200 --> 0:17:31.480
<v Speaker 1>He does about twelve million dollars in sales a year,

0:17:31.800 --> 0:17:34.560
<v Speaker 1>mostly vacuum cleaner parts and accessories, and he does most

0:17:34.600 --> 0:17:37.639
<v Speaker 1>of his business on Amazon. Can you can you tell

0:17:37.760 --> 0:17:40.720
<v Speaker 1>us at all or even roughly what the erosion was

0:17:40.800 --> 0:17:42.760
<v Speaker 1>in in your in your margins, or even like a

0:17:43.520 --> 0:17:45.720
<v Speaker 1>percentage you used to give Amazon, you know, when you

0:17:45.800 --> 0:17:48.920
<v Speaker 1>first got started in what you give them now? Yeah,

0:17:48.960 --> 0:17:52.080
<v Speaker 1>I mean if you look at FBA in itself, that

0:17:52.440 --> 0:17:55.280
<v Speaker 1>you're looking at seven percent, then you tack on the

0:17:55.440 --> 0:17:59.800
<v Speaker 1>fifteen percent commission fee, and then you tack on uh

0:18:00.640 --> 0:18:05.480
<v Speaker 1>let cost back in the envelope. Math that a purchase

0:18:05.560 --> 0:18:08.240
<v Speaker 1>through Amazon, and that's not even including the cost of

0:18:08.280 --> 0:18:11.119
<v Speaker 1>the good soul. So that clip is full of acronyms,

0:18:11.200 --> 0:18:14.000
<v Speaker 1>So let's try to translate it to English. If you

0:18:14.080 --> 0:18:17.200
<v Speaker 1>sell something simply on Amazon's site, and you know that's

0:18:17.240 --> 0:18:19.680
<v Speaker 1>all that Amazon does is put your product on their site,

0:18:19.720 --> 0:18:22.520
<v Speaker 1>you pay them a fifteen percent commission. The seven percent

0:18:22.680 --> 0:18:25.640
<v Speaker 1>for f B A is what's called fulfillment by Amazon.

0:18:25.760 --> 0:18:29.600
<v Speaker 1>That's where you're actually sending inventory to Amazon warehouses. They

0:18:29.720 --> 0:18:32.280
<v Speaker 1>store it for you, they pack it and ship it

0:18:32.440 --> 0:18:36.200
<v Speaker 1>when an order comes in. In the headline number Chad

0:18:36.240 --> 0:18:41.400
<v Speaker 1>spends on advertising, so that all adds up to to Amazon,

0:18:41.960 --> 0:18:43.480
<v Speaker 1>and then you have to consider the cost of the

0:18:43.520 --> 0:18:46.440
<v Speaker 1>product itself, which the merchant bears along with the cost

0:18:46.520 --> 0:18:49.119
<v Speaker 1>of their own business. So we can compare that to

0:18:49.280 --> 0:18:52.119
<v Speaker 1>other tech platforms. Apple of course takes a thirty percent

0:18:52.200 --> 0:18:54.359
<v Speaker 1>commission for all sales made through the app store, and

0:18:54.600 --> 0:18:57.560
<v Speaker 1>companies like Spotify have complained about that because they think

0:18:57.600 --> 0:19:00.879
<v Speaker 1>it's too high. Uber takes around twenty sent to be tried,

0:19:01.240 --> 0:19:04.400
<v Speaker 1>and we know how rocky that their relationship is with drivers. These,

0:19:04.480 --> 0:19:06.760
<v Speaker 1>of course are an apples to Apples comparisons, but it

0:19:06.840 --> 0:19:10.280
<v Speaker 1>does show that Amazon's fort take great is really high.

0:19:10.320 --> 0:19:13.960
<v Speaker 1>As the spencer, how does that compare to other relationships

0:19:14.040 --> 0:19:18.000
<v Speaker 1>between retailers and their suppliers. Yet, it's hard to compare,

0:19:18.080 --> 0:19:20.280
<v Speaker 1>like you said, the the apples to apples, because if

0:19:20.280 --> 0:19:22.199
<v Speaker 1>you think of a site like eBay where they're more

0:19:22.320 --> 0:19:25.480
<v Speaker 1>hands off in terms of their you know, logistics, where

0:19:25.520 --> 0:19:28.800
<v Speaker 1>Amazon will actually store the products for you. But the

0:19:29.119 --> 0:19:32.240
<v Speaker 1>main thing is that there's really no alternative that these

0:19:32.280 --> 0:19:34.880
<v Speaker 1>sellers have to pay what Amazon charges because there's there's

0:19:34.880 --> 0:19:37.840
<v Speaker 1>really nowhere else to go. They already sell on these

0:19:37.880 --> 0:19:40.920
<v Speaker 1>sites like eBay and Walmart and you know Jet before

0:19:40.960 --> 0:19:43.920
<v Speaker 1>Walmart purchased it. They thought this would be helpful initially

0:19:44.000 --> 0:19:46.560
<v Speaker 1>and make them less rely ont on Amazon, but they're

0:19:46.680 --> 0:19:49.280
<v Speaker 1>they're learning the opposite is happening right and in large

0:19:49.320 --> 0:19:52.320
<v Speaker 1>parts of the world, Amazon is the best option for

0:19:52.440 --> 0:19:56.320
<v Speaker 1>selling online. So is Amazon reaching the limit of how

0:19:56.400 --> 0:19:59.320
<v Speaker 1>far they can push sellers? It's a good question. I

0:19:59.400 --> 0:20:01.840
<v Speaker 1>talked to another a seller named Brat Howard. He's also

0:20:01.920 --> 0:20:04.400
<v Speaker 1>been selling on Amazon for about twenty years. He told

0:20:04.400 --> 0:20:07.399
<v Speaker 1>me about a time when sellers revolted against Amazon. So

0:20:07.600 --> 0:20:11.240
<v Speaker 1>Amazon invited a bunch of brands to Seattle and Apple

0:20:11.359 --> 0:20:13.280
<v Speaker 1>and Disney were there, and there were hundreds of them

0:20:13.320 --> 0:20:16.119
<v Speaker 1>gathered in a in a big conference room, and what

0:20:16.560 --> 0:20:18.640
<v Speaker 1>was meant to be kind of a make nice meeting

0:20:18.720 --> 0:20:20.920
<v Speaker 1>turned out to this big venting session with all of

0:20:20.960 --> 0:20:24.439
<v Speaker 1>these brands complaining about fake things on Amazon with their

0:20:24.520 --> 0:20:26.920
<v Speaker 1>names on it. And when Amazon tried to talk to

0:20:27.000 --> 0:20:29.959
<v Speaker 1>the sellers about the problem, things really escalated. I mean,

0:20:30.000 --> 0:20:32.080
<v Speaker 1>I've never seen anything like it. Everyone in the room

0:20:32.160 --> 0:20:33.960
<v Speaker 1>was raising their hands, screaming at the guy and saying,

0:20:34.000 --> 0:20:36.800
<v Speaker 1>are listening to the hijacked brands are getting crushed? Your

0:20:36.800 --> 0:20:40.359
<v Speaker 1>marketplace is destroying major labels. You guys have no control this,

0:20:40.560 --> 0:20:42.600
<v Speaker 1>What the hell is going on? And in that exact

0:20:42.760 --> 0:20:45.280
<v Speaker 1>moment in time, the world change and Amazon pu steak

0:20:45.320 --> 0:20:47.920
<v Speaker 1>down and launched the brand program a few months later.

0:20:48.600 --> 0:20:51.320
<v Speaker 1>That's fascinating, Spencer. I mean, we've seen news here and

0:20:51.359 --> 0:20:55.040
<v Speaker 1>there about brands reacting with frustration to Amazon, but I

0:20:55.080 --> 0:20:57.240
<v Speaker 1>think this is the first I've heard of a sort

0:20:57.280 --> 0:21:00.520
<v Speaker 1>of revolt in person that set some change in motion.

0:21:01.080 --> 0:21:04.200
<v Speaker 1>How did Amazon react? This revolt was supposedly back in

0:21:05.200 --> 0:21:08.399
<v Speaker 1>or fourteen, and we can think of things that came since,

0:21:08.560 --> 0:21:12.080
<v Speaker 1>like brand registry, and I think Project Zero is the

0:21:12.160 --> 0:21:14.760
<v Speaker 1>new tool that Amazon is trying to give brands more

0:21:14.840 --> 0:21:18.280
<v Speaker 1>control and power to report counterfeits on the site. Right

0:21:18.640 --> 0:21:20.800
<v Speaker 1>Amazon told us they also have a team of people

0:21:20.880 --> 0:21:24.680
<v Speaker 1>dedicated to anti counterfeiting. They said they have software engineers,

0:21:24.720 --> 0:21:27.800
<v Speaker 1>applied scientists, and investigators working on the issue. But it

0:21:27.880 --> 0:21:31.000
<v Speaker 1>still remains an issue. And let's not forget. Donald Trump

0:21:31.160 --> 0:21:33.720
<v Speaker 1>even called for an investigation a couple of weeks ago

0:21:33.880 --> 0:21:38.320
<v Speaker 1>into the proliferation of counterfeits on online marketplaces, including sites

0:21:38.359 --> 0:21:41.359
<v Speaker 1>like Amazon. So, getting back to this broader question and

0:21:41.480 --> 0:21:46.040
<v Speaker 1>proposal raised by Elizabeth Warren around an Amazon breakup, do

0:21:46.119 --> 0:21:49.399
<v Speaker 1>you have any sense for whether Amazon sellers would actually

0:21:49.440 --> 0:21:52.359
<v Speaker 1>benefit from that? You know, I spoke with one veteran seller,

0:21:52.760 --> 0:21:56.040
<v Speaker 1>Alon Guestwalter. He's been selling home products on Amazon for

0:21:56.119 --> 0:21:58.800
<v Speaker 1>nearly twenty years as well, and he started in the

0:21:59.400 --> 0:22:01.560
<v Speaker 1>mail order business, so he kind of transitioned from a

0:22:01.640 --> 0:22:05.760
<v Speaker 1>direct mail business to selling online. He's really benefited from

0:22:05.960 --> 0:22:09.399
<v Speaker 1>the fulfillment by Amazon model. That's where they Amazon stores

0:22:09.440 --> 0:22:11.920
<v Speaker 1>your goods and packs them and delivers them. And he

0:22:12.040 --> 0:22:15.520
<v Speaker 1>even has benefited from advertising new products. So he really

0:22:15.560 --> 0:22:18.680
<v Speaker 1>worries about government influence. So it's a devil you know

0:22:18.840 --> 0:22:20.360
<v Speaker 1>is better than the one you don't kind of think.

0:22:20.960 --> 0:22:23.320
<v Speaker 1>I think that, you know, the government should run the

0:22:23.320 --> 0:22:25.879
<v Speaker 1>government and the business run the business. The fact that

0:22:25.920 --> 0:22:30.040
<v Speaker 1>Amazon was able to grow and bring value to the

0:22:30.160 --> 0:22:33.280
<v Speaker 1>customers and really grow and take over while other people

0:22:33.359 --> 0:22:36.720
<v Speaker 1>stayed behind is not something that the government should break

0:22:36.800 --> 0:22:39.680
<v Speaker 1>up or anything or hurt their business model because the

0:22:39.960 --> 0:22:43.199
<v Speaker 1>effect of hurting Amazon's business today is going to affect

0:22:43.359 --> 0:22:46.520
<v Speaker 1>all of us, and you're talking about tens of millions

0:22:46.520 --> 0:22:49.560
<v Speaker 1>of jobs. The model works. I think the governments will

0:22:49.600 --> 0:22:53.639
<v Speaker 1>stay out of it. And that's it for this week's

0:22:53.680 --> 0:22:56.600
<v Speaker 1>episode of Decrypted. Thanks for listening. If you have a

0:22:56.680 --> 0:22:59.360
<v Speaker 1>story to share, I'd love to hear it. You can

0:22:59.400 --> 0:23:03.440
<v Speaker 1>write to us at Decrypted at Bloomberg dot net. But

0:23:03.600 --> 0:23:07.160
<v Speaker 1>I'm on Twitter at Spencer Soaper and I'm at brad

0:23:07.240 --> 0:23:09.879
<v Speaker 1>Stone And please help us spread the word about our

0:23:09.920 --> 0:23:12.480
<v Speaker 1>new season by leaving us a rating or review in

0:23:12.520 --> 0:23:17.160
<v Speaker 1>your favorite podcast app. This episode was produced by Piagod

0:23:17.200 --> 0:23:21.280
<v Speaker 1>Cary and Lindsay Cratterwell. Our story editor was Emily Busso.

0:23:22.200 --> 0:23:25.919
<v Speaker 1>Thank you also to Ann vander May and aki Ito. Francesco.

0:23:26.000 --> 0:23:29.480
<v Speaker 1>Levi is head of Bloomberg Podcasts. We'll see you next week.