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While a company's stock price can be affected by all sorts of things — not all of them consistent, or rational — there are plenty of reasons why the shares would be peaking right now. In short, Amazon has a lot of wind at its back. Prime is growing like gangbusters Amazon's Prime service — which gives subscribers free shipping, as well as access to Amazon's television shows, movies and music for $99 a year — is growing like crazy. Cowen and Co. estimated this week that subscribers grew to 49 million in August, and said that the pace of growth shows signs of accelerating. (It has a price target of $960. Amazon was trading around $833 midday Thursday.) It's a virtuous cycle. Customers feel like they need to take advantage of the service so they order everything on Amazon. The more customers that join, the more Amazon and third-party merchants add products to the service. There really is no competition. That, plus Amazon keeps adding top-quality original TV programming, which is a further enticement. The cloud

Amazon Web Services is growing so fast — and is so profitable — that for first time Bezos has real margin to play with. (That business sold $2.89 billion in the second quarter of this year.) That means Amazon can keep putting price pressure on Google and Microsoft — both of which are trying to grow their cloud businesses — and still have profit to reinvest in e-commerce infrastructure. It doesn't hurt that the cloud business means investors see Amazon at least partially as a software company — and are thus willing to pay a higher multiple for the stock. Amazon now trades at 3.3 times revenue, compared to its average price-to-sales ratio of 2.3 over the past five years, according to FactSet.Holiday retail The company is grabbing more e-commerce market share ahead of the holidays — which is a bigger deal every year, with mobile shopping becoming easy and mainstream. (Forrester estimated that Amazon accounted for roughly 60 percent of all online sales growth in the U.S. in 2015.) Amazon's investments in shipping and trucking mean that people can wait until right before the holidays and still get whatever they want on time. This is to say nothing of the successful home-grown devices, like the Echo, which is flying off shelves. (The failure of the Amazon Fire phone clearly did not deter the company.) On Amazon.com's best-sellers in the electronics category, 9 of top 10 items are Amazon products.
Its investments in tech are paying off The company's investments in machine learning and infrastructure mean that Amazon is only going to get better about anticipating what you want, and get it to you faster. Building on these investments will be key to Amazon's future success, according to a recent note by Evercore. "This stands to drive not only greater overall customer satisfaction through shorter delivery times, narrower delivery windows and lower overall delivery costs, but operating margin expansion for Amazon as well," analysts said in the note. (Evercore increased its price target to $1,015.) Also worth mentioning, economic data have favored the stock recently. Amazon is right at the intersection of two swelling industries, consumer and technology. Consumer confidence hit its highest level since the recession, a report said Tuesday, when Amazon bounced more than 2 percent, and consumer discretionary stocks led the S&P 500 to close more than 13 points higher. Meanwhile, the technology sector is on pace for its best quarter since the end of 2013, up 12 percent so far. From its beginnings in 1995 as one of the first online shopping websites, Amazon.com, under the stewardship of CEO Jeff Bezos, has focused on the logistics of distribution as central to the online retail experience. Its growth has been monumental. While the firm started off hand-delivering books, it now sells almost everything, processing in excess of 400 orders a second at peak times, and bringing in revenues of nearly $90bn a year.

Much of Amazon’s success comes down to supply chain management. In 2015, it topped Gartner Inc.’s Top 25 Supply Chains, beating out McDonalds and Unilever to head the field. It did so thanks to its constant innovation, and a consumer-centric approach that emphasises frugality and works from the customer backwards. For years it has been investing heavily in reducing the delivery time of its products, getting it down to same-day delivery - and it is set to make this even faster with the introduction of drones. Its recently-introduced “Dash” button also enables users to order basic household supplies at the touch of a button, so they don’t need to log on to a computer to order. Such tools are also a boon in that they provide a wealth of real-time data from which they can gain even more specific information about when demand for a product will rise and fall, so that they can adjust stocks accordingly. Indeed, Amazon is increasingly becoming a logistics company, as it facilitates the storage and sale of goods from third party vendors. It announced last month that it was hiring more than 6,000 full-time employees across its fulfilment network, and while it always thinks outside the box, much of its success comes down to doing basic things extremely well. For one, its warehouses have been strategically placed, moving closer and closer to metropolitan areas over recent years as the company buys up more space for distribution centres around major cities. Amazon’s supply chain process is simple, yet effective. It starts with the customer placing an order. The order prompts a red light to come on in the warehouse which shows the worker the products that have been ordered, and the bar code is matched with the order. The product is then placed in crates on a conveyor, which goes through the distribution centre before being sorted by bar codes. Crates arrive at the central point, and bar codes of products are matched with orders and sorted automatically into one of several thousand chutes before going into a box. The bar code then identifies the customer order, boxes are packed taped and weighed, and they are shipped by either US postal service or UPS for the last mile, arriving at the consumer within 1 to 7 days.