US President Donald Trump has dropped 11 places to 259th in the list after last year’s 248th, though his personal fortune remains unchanged from last year: $ 3.1 billion. And there is also Israeli representation on the list: Sheldon Adelson was ranked The 15th, with $ 35.5 billion in capital, beneath which is Len Belvetnik, which ranked 23rd on the list, with a capital of $ 17.9 billion.
Despite the $ 2.1 billion high entry threshold, 15 new people have joined the list, built in diverse industries, from hearing aids to online shopping and logistics services. Twelve of the newcomers made their own fortunes, including Drew Houston, CEO of the online file sharing company; Thai Lee, a South Korean-origin immigrant who built a giant information technology company to sell it again; Chris Milesan became the first person to join Forbes 400 after making his fortune from cryptographic currencies.
The number of women in the 400 list has grown to 57, including two who have been part of founding companies and sharing their fortunes with their husbands. This compares to 55 women last year (five of them rated their husbands as co-founders). In addition to Lee cells, newcomers include Lynsey Snyder, heiress and director of the popular California burger chain operating in California In N Out. 36-year-old Snyder is the youngest woman on the list.The oldest person on the Forbes 400 list is the 95-year-old Summer Redstone with $ 4.8 billion in capital. The youngest person is 28-year-old Ivan Spiegel worth $ 2.2 billion. Spiegel is one of 12 cadets under 40.
The number of ranks who made their fortunes with their own hands is 269, which is significantly higher than those who inherited their fortunes (64 ranks) and those who inherited their fortune and increased their hard work – what Forbes calls “growing inheritance” (67 ranks).For the first time, each member of the list was also awarded a rating for his philanthropic giving, and the score is 1-5, with 5 reflecting the most philanthropic giving.In 2014, a self-equity rating was launched to provide some perspective on the opening figures of each of the Forbes 400 rankings – whether they were born into a wealthy family, or whether they began their lives as very poor.Forbes estimates provide a snapshot of the wealth of the richest people in America based on stock prices on September 7, 2018. The fortunes of some Forbes 400 members swelled or shrunk within a few weeks, or even days, after publication. You can follow these changes here. You can find information about the members on the list, in addition to photos, philanthropic rankings, equity self-rating, and ongoing coverage of these influential billionaires. Amazon’s shipping service disrupts the retail worldeff Bezos’s online trading giant has made its prime plan the “gold standard” of all the other internet retailers, sparked an arms race among the major retailers and mostly made small sellers do everything possible to survive alongside the right to life, liberty and aspiration for happiness, Americans have another right Which is irrefutable: getting shipped in just two days. Amazon, Jeff Bezos’s online trading giant, has transformed its prime program, which costs $ 119 a year and includes over 100 million subscribers worldwide, to the “gold standard” of all other internet retailers, sparking an arms race among major retailers and mostly Made the little sellers do everything to survive.
Thus, following Amazon, networks such as Walmart and Target, along with many small businesses on Google Express, began offering customers two “free” shipping days, with each seller selling their own requirements such as shipping size or customer club membership.
Buyers are no longer willing to wait
Family stores and even medium-sized chain stores can no longer assume that shoppers will wait several days to receive their orders via US mail. That’s why they turn to startups such as ShipBob, Flexe and Deliverr, which can handle regular delivery of two delivery days.
Deliverr’s challenge, for example, is to try to cope with Amazon’s massive infrastructure without building such infrastructure on its own, says one co-founder, Michael Caracris. The company leases warehouse space across the U.S. and uses algorithms to offer merchants where to store their products to be within two days of delivery.Old and well-established shipping companies such as UPS and FedEx also see an opportunity to deal with Amazon. UPS recently launched the Ware2Go program, which connects companies that need delivery services to warehouse companies; FedEx created the FedEx Fulfillment program, which allows businesses to launch their company’s distribution-centric products for a fee for storage. So far, both of these services have not been adopted by a broad clientele.Warehouses instead of shopsIt’s no secret that Amazon and its competitors are often blamed for the death of physical retail, but the irony is that online retailers get fast shipments by investing in physical real estate – warehouses instead of stores. To deal with costs, the merchant usually has to ship goods in ground transportation, And not by air transport, which is considered faster but also more expensive. Today, Amazon operates over 75 distribution centers, some in a huge area of over 100 acres, in addition to 25 sorting centers (which ship by destination) across the US.Other online retailers have taken a long time to catch up with Amazon’s fast shipments, as it has invested massive sums in geographically dispersed distribution warehouses previously viewed by analysts as a burden on a trading company. The latest two-day trading company is Overstock.com, which uses 3 stores in Pennsylvania, Utah and Kansas, and a network of thousands of sellers who ship orders directly to customers.
Walmart has also started to open its own distribution centers – usually separate from the merchandise distribution centers serving its stores. Today, it has 6 “campuses”, in addition to smaller centers and at the same time deliveries from the stores themselves. The result is that Walmart can now reach 98% of US households in less than two days. However, Target, the rival discount chain, has adopted a completely different strategy. Over 90% of orders it delivers within two days are shipped directly from 1,400 of them. Its 1,800 stores in the U.S., according to a company spokesman.
But the biggest online retailers aren’t the only ones building distribution centers. Distribution startups and large companies from other sectors also hope to expand through the recruitment of small traders who want a competitive alternative to Amazon’s distribution centers and shipping operations.
The key to increasing sales
Amazon’s shipping infrastructure is not only used by it, but is also available to its retail partnership through Amazon Market Place. Of Amazon’s top 10,000 merchants – which together account for half of Market Place sales – about 90% have at least one Fulfillment by Amazon (FBA), which is carried out by Amazon that takes on the storage, supply and delivery of the product. 70% of those affiliate merchants use Amazon’s infrastructure to store and ship at least half of their products and pay a fixed shipping rate based on size and weight.
This is one of Amazon’s first inventions, and allows those sellers on a relatively small scale to predict their costs and know how to price the product to the consumer in the most profitable way. Using Amazon’s shipping infrastructure is not just a matter of cost and convenience. This is also a key to increasing sales because FBA gives products that have a “prime” status a higher ranking on the site’s search results.
Amazon’s nominal online retailer, Walmart, also offers Market Place to third parties to sell their products. The big difference is that it does not help them with order fulfillment and distribution – and even prohibits them from using Amazon’s infrastructure services (it is not uncommon for products purchased, for example, on eBay or Google Express, to be shipped to Amazon cartons).
Ultimately, the future, in other words, belongs to players who are big or innovative enough to reduce shipping costs, even when they are delivered to every point and person in the U.S. in two days or less. That’s the key to success in a huge competition like Amazon.