Sublime

“tycoon” came from taikun, Japanese for “warlord.”

These companies offer more than a shopping destination. They’ve created, at breathtaking speeds, the kinds of long-lasting customer relationships that define great brands.

Bezos had a reason to admire and closely track an e-commerce upstart that had the potential to expand and take away some of his business.

The checker-playing entrepreneur has one move in the playbook: price. Raise prices, lower prices, cut costs, cheaper suppliers: “Oh Lord, how can I be the cheapest so everyone buys from me?” This one-dimensional attack throws entrepreneurs into cyclical bidding wars, marginalizing their offers with one goal: To be the cheapest.

In 2014, Forbes ranked him as the 134th richest American, at $3.8 billion. One of his hires was Jeff Bezos, who, while researching business opportunities in 1994 for Shaw, got the idea for an online bookstore and left to start a company called Amazon.com. At $30 billion in 2014, Bezos was the fifteenth richest American.

In 2007, the preeminent business philosopher Dov Seidman published a groundbreaking book on culture, HOW: Why HOW We Do Anything Means Everything … in Business (and in Life). Dov started from the premise that culture guides people’s behaviors, or how things really happen in an organization. In our open-sourced, hyperconnected world, behavior define

By the end of that year, he was one of the most frequently mentioned analysts on Wall Street and the unlikely nemesis of Jeff Bezos and Amazon.