Amazon also did this with diapers.com

They are notorious for doing this.

https://archive.is/2020.07.29-212026/https://www.bloomberg.c...

>“We have already initiated a more aggressive ‘plan to win’ against diapers.com,” longtime Amazon retail executive Doug Herrington apparently wrote in an email released by the committee. “To the extent that this plan undercuts the core diapers business for diapers.com, it will slow the adoption of Soap.com,” another company owned by Quidsi.

>Herrington called Quidsi Amazon’s No. 1 short-term competitor. “We need to match pricing on these guys no matter what the cost,” he said in the email.

I bet Quidsi was also selling the diapers at a loss since they were using UPS and Fedex, so not sure what the difference is if Amazon sells diapers at a loss or Quidsi was selling diapers at a loss.

The innovation would have been in the logistics buildout, which Quidsi obviously wasn’t doing.

	▲	to11mtm 8 hours ago \| parent [-]
		The logistics buildout is arguably Amazon's biggest retail lynchpin. However, it's built on a few fragile external costs. First that comes to mind, is the comingling, which will theoretically resolve one way or another with their ending of comingling. Comingling almost certainly lowered logistics costs however... Second being, the externality of how both warehouse and delivery workers are treated in the name of the almighty metrics. NGL I feel like the public's acceptance of their labor practices has ironically only accelerated the erosion of labor rights and worker treatment.