These Teenagers Know More About Investing Than You Do
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    HOUSE MEDIAN ASKING PRICES AND WEEKLY CHANGE     Sydney $1,601,123 (+0.24%)       Melbourne $996,554 (-0.47%)       Brisbane $965,329 (+0.91%)       Adelaide $861,275 (+0.19%)       Perth $827,650 (+0.13%)       Hobart $744,795 (-1.04%)       Darwin $668,587 (+0.50%)       Canberra $1,003,450 (-0.84%)       National $1,033,285 (+0.03%)                UNIT MEDIAN ASKING PRICES AND WEEKLY CHANGE     Sydney $741,922 (-0.81%)       Melbourne $497,613 (+0.04%)       Brisbane $536,017 (+0.73%)       Adelaide $432,936 (+2.43%)       Perth $438,316 (+0.13%)       Hobart $527,196 (+0.43%)       Darwin $346,253 (+0.25%)       Canberra $489,192 (-0.99%)       National $524,280 (-0.05%)                HOUSES FOR SALE AND WEEKLY CHANGE     Sydney 10,012 (-365)       Melbourne 14,191 (-411)       Brisbane 7,988 (-300)       Adelaide 2,342 (-96)       Perth 6,418 (-180)       Hobart 1,349 (+24)       Darwin 236 (-2)       Canberra 995 (-78)       National 43,531 (-1,408)                UNITS FOR SALE AND WEEKLY CHANGE     Sydney 8,629 (-186)       Melbourne 8,026 (-98)       Brisbane 1,662 (-33)       Adelaide 437 (-23)       Perth 1,682 (-56)       Hobart 209 (-4)       Darwin 410 (+7)       Canberra 942 (-14)       National 21,997 (-407)                HOUSE MEDIAN ASKING RENTS AND WEEKLY CHANGE     Sydney $780 ($0)       Melbourne $600 ($0)       Brisbane $630 ($0)       Adelaide $600 ($0)       Perth $675 (+$5)       Hobart $550 ($0)       Darwin $700 ($0)       Canberra $690 (-$3)       National $660 (+$)                UNIT MEDIAN ASKING RENTS AND WEEKLY CHANGE     Sydney $750 ($0)       Melbourne $595 (+$5)       Brisbane $630 ($0)       Adelaide $485 (+$5)       Perth $600 ($0)       Hobart $450 (-$20)       Darwin $550 (-$15)       Canberra $565 (+$5)       National $591 (-$1)                HOUSES FOR RENT AND WEEKLY CHANGE     Sydney 5,001 (-128)       Melbourne 5,178 (-177)       Brisbane 3,864 (-72)       Adelaide 1,212 (+24)       Perth 1,808 (-26)       Hobart 372 (-8)       Darwin 113 (-16)       Canberra 534 (-16)       National 18,082 (-419)                UNITS FOR RENT AND WEEKLY CHANGE     Sydney 6,793 (-238)       Melbourne 4,430 (-58)       Brisbane 1,966 (-63)       Adelaide 334 (+12)       Perth 642 (+1)       Hobart 150 (-4)       Darwin 202 (-4)       Canberra 540 (-10)       National 15,057 (-364)                HOUSE ANNUAL GROSS YIELDS AND TREND         Sydney 2.53% (↓)     Melbourne 3.13% (↑)        Brisbane 3.39% (↓)       Adelaide 3.62% (↓)     Perth 4.24% (↑)      Hobart 3.84% (↑)        Darwin 5.44% (↓)     Canberra 3.58% (↑)      National 3.32% (↑)             UNIT ANNUAL GROSS YIELDS AND TREND       Sydney 5.26% (↑)      Melbourne 6.22% (↑)        Brisbane 6.11% (↓)       Adelaide 5.83% (↓)       Perth 7.12% (↓)       Hobart 4.44% (↓)       Darwin 8.26% (↓)     Canberra 6.01% (↑)        National 5.86% (↓)            HOUSE RENTAL VACANCY RATES AND TREND       Sydney 0.8% (↑)      Melbourne 0.7% (↑)      Brisbane 0.7% (↑)      Adelaide 0.4% (↑)      Perth 0.4% (↑)      Hobart 0.9% (↑)      Darwin 0.8% (↑)      Canberra 1.0% (↑)      National 0.7% (↑)             UNIT RENTAL VACANCY RATES AND TREND       Sydney 0.9% (↑)      Melbourne 1.1% (↑)      Brisbane 1.0% (↑)      Adelaide 0.5% (↑)      Perth 0.5% (↑)        Hobart 1.4% (↓)     Darwin 1.7% (↑)      Canberra 1.4% (↑)      National 1.1% (↑)             AVERAGE DAYS TO SELL HOUSES AND TREND       Sydney 27.0 (↑)      Melbourne 28.2 (↑)      Brisbane 29.1 (↑)      Adelaide 24.2 (↑)      Perth 33.4 (↑)      Hobart 30.3 (↑)      Darwin 36.2 (↑)      Canberra 27.0 (↑)      National 29.4 (↑)             AVERAGE DAYS TO SELL UNITS AND TREND       Sydney 26.7 (↑)      Melbourne 27.3 (↑)        Brisbane 27.2 (↓)     Adelaide 24.4 (↑)      Perth 37.1 (↑)      Hobart 28.9 (↑)        Darwin 42.7 (↓)     Canberra 30.5 (↑)      National 30.6 (↑)            
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These Teenagers Know More About Investing Than You Do

By HANNAH MIAO
Mon, Feb 19, 2024 8:34amGrey Clock 5 min

Seventeen-year-old Sophia Castiblanco doesn’t just drive a Tesla . She also owns shares of the company .

Sophia, a high school junior in the Chicago suburbs, invests in stocks such as Tesla, Apple and Amazon.com. When she started making money as a social-media content creator three years ago, her parents encouraged her to put some of her earnings in investments likely to grow over time, rather than parking all her cash in a savings account .

She now has several thousand dollars invested in accounts set up by her father at Charles Schwab, Edward Jones and Robinhood . Last year, she saved up money to buy a new Tesla Model 3, which starts at around $40,000, through a payment plan she is splitting with her parents. On TikTok, Instagram and YouTube, she makes videos teaching her thousands of followers about investing basics.

“I’ve always had a business mindset of wanting to make money, and I’m very OK with taking risk,” Sophia said. “There’s really no minimum age to start.”

Sophia is one of many teenagers jumping into the U.S. stock market. Teens generally can’t open their own brokerage accounts until they turn 18, but adults can set up custodial accounts for minors. The accounts are turned over to the children when they reach legal age.

Custodial accounts for teens at Schwab totalled nearly 200,000 in 2022, up from about 120,000 in 2019, according to the company. They jumped above 300,000 in 2023, thanks in part to Schwab’s integration of TD Ameritrade. Other brokerages, including Vanguard, Fidelity and Morgan Stanley’s E*Trade, also reported a surge in custodial accounts in recent years.

Some teens ask their parents to open accounts—and share the login information—at brokerages such as Robinhood that don’t offer custodial accounts. At smaller financial apps such as Greenlight, teenagers are investing more money than ever before. They invested $20 million in 2023 using the Greenlight app, up from around $10 million in 2021.

A Fidelity study on teens and money recently estimated that about a quarter of teenagers in the U.S. have started investing, based on an online survey of 2,081 respondents ages 13 to 17. Trades placed using Fidelity’s Youth app, an account opened by parents but owned by teens, jumped in the fourth quarter.

Many teenagers opened up their accounts during winter break while off from school, said Kelly Lannan, a senior vice president at Fidelity.

The boom in teen trading is part of a wider rush to financial markets among Americans since the start of the Covid-19 pandemic. Stocks rocketed higher , drawing hordes of newbie investors trying to profit from the big gains.

Many of those new investors have since ditched the meme stocks that soared during that era but have remained invested, sending the share of Americans who own stocks to an all-time high.

Stocks are back at record levels, with the Dow Jones Industrial Average recently topping 38000 and the S&P 500 eclipsing 5000 for the first time. Since the start of 2020, when an unprecedented trading boom among rookie investors kicked off, the S&P 500 has soared around 55%.

“There’s just more and more awareness that the sooner you start, the better things are,” said James Martielli, head of investment and trading services at Vanguard.

Martielli said he opened custodial accounts for his three children more than a decade ago when they were toddlers. At Vanguard, there has been a jump in custodial IRAs, a type of retirement account.

The biggest advantage is time. Setting aside $10 a week for a child at birth would leave an 18-year-old with a roughly $20,000 nest egg, assuming an 8% annual return, according to the investing app Stash, which offers custodial accounts. Left until the investor turned 70, and assuming annual growth of 8%, that sum would mushroom to about $1 million.

Of course, these returns can be shaped by many factors, including when an investor buys in and how stocks end up doing. The S&P 500 has recorded a 10% annualised total return over the past three decades, according to Dow Jones Market Data through the end of 2023. Buying an S&P 500 index fund at the peak of the dot-com bubble in 2000 would generate an annualised total return of around 7%, while buying at the low of the financial crisis in 2009 would lead to a roughly 16% annualised total return.

Hot tech stocks

Brokerage executives say that technology behemoths that are ubiquitous in the lives of teens are often some of the most widely held shares. At Vanguard, U.S. stock index funds are particularly popular in custodial accounts.

Mahanth Komuravelli, 16, has a small chunk of his roughly $7,000 portfolio in an S&P 500 index fund, while most of his positions are in big companies such as Amazon and Advanced Micro Devices. He is exploring buying some small-cap stocks such as education company Chegg . Mahanth uses a Fidelity Youth Account that his father helped him open. The two often discuss investment ideas.

“Sometimes he asks me for advice,” said Mahanth, a high school junior in Edison, N.J.

Kaida Benes, a 13-year-old from the suburbs of Minneapolis, has been stashing money—earned from household chores such as doing the dishes or cleaning the bathroom—in an investment account on Greenlight that now has about $1,000 in it.

She’s also been drawn to bigger companies and has invested in tech stocks such as Apple, Alphabet and streaming companies Disney and Netflix . At times, she has been on edge about potential losses. She says her mother has helped her stomach the volatility.

“Stocks go up and down. It’s fine, it just happens,” Kaida said she’s learned.

She has been hunting for other opportunities to make money to pour into savings or investments. She recently found a recliner chair at a yard sale and enlisted her parents to help fix it up and flip it for a profit on Facebook marketplace, she and her mother, Renee Benes, said.

“I like having money,” Kaida said.

Renee Benes said she was frustrated that she didn’t learn about investing until a year or two ago, when she was well into her 30s. Benes, who’s an online influencer, wanted her daughter and son to be more financially savvy.

Lessons learned

Many young investors are starting to invest earlier than previous generations did. Almost two-thirds of Gen Z investors said they first started learning about investing in high school or middle school, compared with about 38% of millennials in a 2023 Bank of America survey of affluent individuals. Some are introduced to stocks through family members or teachers, while others have turned to social media.

Felix Peng, a 17-year-old in the Los Angeles area, said he has learned a lot about investing from YouTube and Instagram—but that some social-media stars promote riskier trading strategies that seem more like gambling. He said it is a red flag when influencers try to sell expensive trading courses that promise investors they will make a lot of money quickly.

Still, Felix believes it is beneficial for young people to learn from their mistakes when they have less money to lose. His investments in Apple, Meta Platforms and Alphabet have performed well. But when he bought shares of Teladoc around their peak and watched them tumble, he saw how tough it is to time the market. He has about $1,000 in a custodial account on Stockpile, an investing app geared toward parents and children.

“It’s a great lesson and I’m glad I learned,” Felix said.

Seventeen-year-old Rachael Kim in Orange County, Calif., traded shares of AMC Entertainment Holdings during the meme-stock era and said she made a roughly 300% profit.

“For a little while, I got addicted to that adrenaline,” Rachael said of day trading. “But as I began researching more, I realised it was highly unlikely to continue that aggressive profit.”

Rachael said she started studying investing to help her parents, who are immigrants, prepare for retirement. Now she regularly invests about half of the money she makes—from creating social-media content, working as a cashier and teaching at her church—in index funds tracking the S&P 500 and tech-heavy Nasdaq-100. She has about $10,000 in her custodial Roth IRA at Fidelity.

“Since we’re young, we have the privilege of seeing our investment compound,” Rachael said. “The biggest lesson would be to start early.”



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Inside Amazon’s Secret Operation to Gather Intel on Rivals

Staff went undercover on Walmart, eBay and other marketplaces as a third-party seller called ‘Big River.’ The mission: to scoop up information on pricing, logistics and other business practices.

By DANA MATTIOLI, SARAH NASSAUER
Sat, Apr 20, 2024 10 min

For nearly a decade, workers in a warehouse in Seattle’s Denny Triangle neighbourhood have shipped boxes of shoes, beach chairs, Marvel T-shirts and other items to online retail customers across the U.S.

The operation, called Big River Services International, sells around $1 million a year of goods through e-commerce marketplaces including eBay , Shopify , Walmart and Amazon .com under brand names such as Rapid Cascade and Svea Bliss. “We are entrepreneurs, thinkers, marketers and creators,” Big River says on its website. “We have a passion for customers and aren’t afraid to experiment.”

What the website doesn’t say is that Big River is an arm of Amazon that surreptitiously gathers intelligence on the tech giant’s competitors.

Born out of a 2015 plan code named “Project Curiosity,” Big River uses its sales across multiple countries to obtain pricing data, logistics information and other details about rival e-commerce marketplaces, logistics operations and payments services, according to people familiar with Big River and corporate documents viewed by The Wall Street Journal. The team then shared that information with Amazon to incorporate into decisions about its own business.

Amazon is the largest U.S. e-commerce company , accounting for nearly 40% of all online goods sold in the U.S., according to research firm eMarketer. It often says that it pays little attention to competitors , instead focusing all its energies on being “customer obsessed.” It is currently battling antitrust charges brought last year by the U.S. Federal Trade Commission and 17 states, which accused Amazon of a range of behaviour that harms sellers on its marketplace, including using anti-discounting measures that punished merchants for offering lower prices elsewhere.

Workers filled orders at an Amazon fulfillment center in Garner, N.C., in 2021. PHOTO: JEREMY M. LANGE FOR THE WALL STREET JOURNAL

The story of Big River offers new insight into Amazon’s elaborate efforts to stay ahead of rivals. Team members attended their rivals’ seller conferences and met with competitors identifying themselves only as employees of Big River Services, instead of disclosing that they worked for Amazon.

They were given non-Amazon email addresses to use externally—in emails with people at Amazon, they used Amazon email addresses—and took other extraordinary measures to keep the project secret. They disseminated their reports to Amazon executives using printed, numbered copies rather than email. Those who worked on the project weren’t even supposed to discuss the relationship internally with most teams at Amazon.

An internal crisis-management paper gave advice on what to say if discovered. The response to questions should be: “We make a variety of products available to customers through a number of subsidiaries and online channels.” In conversations, in the event of a leak they were told to focus on the group being formed to improve the seller experience on Amazon, and say that such research is normal, according to people familiar with the discussions.

Senior Amazon executives, including Doug Herrington , Amazon’s current CEO of Worldwide Amazon Stores, were regularly briefed on the Project Curiosity team’s work, according to one of the people familiar with Big River.

Some aspects were more Maxwell Smart than James Bond. The Big River website contains a glaring typo, and a so-called Japanese streetwear brand that the team concocted lists a Seattle address on its contacts page. Big River’s team members list Amazon as their employer on LinkedIn—potentially blowing their cover.

The LinkedIn page of Max Kless, a former eBay executive who led Big River in Germany before moving to a senior role on the team in the U.S., says that he “developed and led a research subsidiary for Amazon in Germany that prototyped and researched new experiences for Small Business sellers and developers.” Kless didn’t respond to requests for comment.

“Benchmarking is a common practice in business. Amazon, like many other retailers, has benchmarking and customer experience teams that conduct research into the experiences of customers, including our selling partners, in order to improve their experiences working with us,” an Amazon spokeswoman said. Amazon believes its rivals also carry out research on Amazon by selling on Amazon’s site, she said.

Focus on Walmart

Virtually all companies research their competitors, reading public documents for information, buying their products or shopping their stores. Lawyers say there is a difference between such corporate intelligence gathering of publicly available information, and what is known as corporate or industrial espionage.

Companies can get into legal trouble for actions such as hiring a rival’s former employee to obtain trade secrets or hacking a rival. Misrepresenting themselves to competitors to gain proprietary information can lead to suits on trade secret misappropriation, said Elizabeth Rowe, a professor at the University of Virginia School of Law who specialises in trade secret law.

Amazon for years has had what it calls a benchmarking team that sizes up rivals to ensure the best experience for people who shop on its site. The team has placed orders on websites such as Walmart.com for delivery around the U.S. to test things such as how long it takes competitors to ship. Other companies also have teams to compare themselves to rivals.

In late 2015, Amazon’s benchmarking team proposed a different sort of project. The business of hosting other merchants to sell their products on Amazon’s platform was becoming increasingly important. So-called third-party sellers on Amazon’s Marketplace, which the company started in 2000, surpassed half of the company’s total merchandise sales that year, and rival retailers had started similar marketplaces.

Amazon wanted to better understand and improve the experiences of those outside vendors. The team decided to create some brands to sell on Amazon to see what the pain points were for sellers—and to sell items on rival marketplaces to compare the experiences, according to the people familiar with the effort.

The benchmarking team pitched “Project Curiosity” to senior management and got the approval to buy inventory, use a shell company and find warehouses in the U.S., Germany, England, India and Japan so they could pose as sellers on competitors’ websites.

The benchmarking team reported into the chief financial officer, Brian Olsavsky , for years, but this year changed to report to Herrington, the consumer chief. Olsavsky and Herrington didn’t respond to requests for comment made through Amazon.

Once launched, the focus of the project quickly started shifting to gathering information about rivals, the people said.

In the U.S., the Big River team started by scooping up merchandise from Seattle retailers holding “going out of business” sales. Some of its first products were Saucony sneakers from a local retailer that was closing. The company registered for a licensing agreement with the popular Marvel superhero franchise to sell Marvel-branded items, and bought items including Tommy Bahama beach chairs from Costco to resell.

In the pitch, Project Curiosity leaders identified online marketplaces that they wanted to sell on, including Best Buy and Overstock.

The top goal was Walmart, Amazon’s biggest rival. But Walmart had a high bar for sellers on its marketplace, accepting only vendors who sold large volumes on other marketplaces first. Big River initially couldn’t qualify to be a Walmart Marketplace seller, but it did sell on Jet.com, which Walmart acquired in 2016 and later closed in 2020. And in India, it sold on Flipkart, the giant Indian e-commerce marketplace in which Walmart owned a majority stake.

In order to meet Walmart’s revenue threshold, the Big River team focused on pumping products through Amazon.com to bolster its overall revenue, some of the people said. Big River’s goal wasn’t to do massive amounts of volume on the competing platforms, but to simply get on them and gain access, they said.

The Amazon spokeswoman said that in 2023, 69% of Big River revenue worldwide was on Amazon.com.

In 2019, Big River finally got onto Walmart’s website. This month, Big River had around 15 products listed on Walmart.com under the seller name Atlantic Lot, including Tommy Bahama beach chairs, cooking woks and industrial-size food containers. In 2023, Big River had more than $125,000 in revenue on Walmart.com alone, according to a person familiar with the matter.

Walmart wasn’t aware that Amazon ran the seller accounts on the Walmart and Flipkart sites before the Journal told it, according to a person familiar with the matter.

Rivals’ logistics services

Atlantic Lot is listed as a “Pro Seller”—a distinction Walmart says is for “top-performing Walmart Marketplace sellers.” Listings show that Walmart Logistics, another Amazon rival, handles storage and shipping for it.

Amazon at the time also was building up its logistics business to store and ship items for sellers for a fee to compete with FedEx and United Parcel Service . The business has boomed over the past decade. Amazon’s total revenue from what it calls third-party seller services has grown nearly twelvefold since 2014 to $140 billion last year, accounting for nearly a quarter of Amazon’s total.

To get information about rival logistics services, the Big River team stored inventory with companies including FedEx. Other targets, according to an internal document, included UPS, DHL, Deliverr and German logistics company Linther Spedition.

FedEx in 2017 launched FedEx Fulfillment, a competitor to Fulfillment by Amazon, for offering logistics to sellers. Big River was accepted into the FedEx Fulfillment program as an early customer, and the team received early details about pricing, rate cards and other terms as a result of the partnership, according to the people. FedEx had several phone calls and email exchanges with Big River team members who represented themselves as Big River employees and didn’t disclose their employment at Amazon, according to some of the people.

The team presented its findings from being part of the FedEx program to senior Amazon logistics leaders. They used the code name “OnTime Inc.” to refer to FedEx. Amazon made changes to its Fulfillment by Amazon service to make it more competitive with FedEx’s new product as a result of the information it learned from the partnership, according to one of the people.

For such meetings, the team avoided distributing presentations electronically to Amazon executives. Instead, they printed the presentations and numbered the documents. Executives could look at the reports and take notes, but at the end of the meeting, team members collected the papers to ensure that they had all copies, the people said.

Big River became a customer of FedEx’s fulfillment program, a competitor to Fulfillment by Amazon. Above, a FedEx facility in Queens, New York. PHOTO: GABBY JONES FOR THE WALL STREET JOURNAL

Amazon took other measures to hide the connection with Big River. Staffers were instructed to use their second, non-Amazon email address—which had the domain @bigriverintl.com—when emailing other platforms to avoid outing their Amazon employment.

“We were encouraged to work off the grid as much as possible,” said one of the former team members, about using the outside email.

Amazon’s internal lawyers reminded Big River team members not to disclose their connection to Amazon in their conversations with FedEx, according to an email viewed by the Journal.

Staffers, who worked in private areas of Amazon offices, were told not to discuss their work with other Amazon employees who weren’t cleared to know about the project. In the early days, some Big River team members had to take time away from their Amazon desk jobs to go to the warehouses to fulfill orders and pack them in boxes to send out.

When gaining access to rival seller systems, Big River members were instructed to take screenshots of competitor pricing, ad systems, cataloging and listing pages, according to the people. They weren’t allowed to email the screenshots to Amazon employees, but instead showed the screenshots to the Amazon employees on the Marketplace side of the business in person so they didn’t create a paper trail, some of the people said. Amazon then made changes it believed improved the seller experience on its site based on the information.

The Amazon spokeswoman said the team was secretive so that it wouldn’t get any special treatment as a seller on Amazon.com.

Still, there were telltales. Registration documents filed with the Washington Office of the Secretary of State for Big River Services, while not mentioning Amazon, list a management team made up of current and former Amazon employees, including lawyers. The management team lists its address as 410 Terry Ave. in Seattle, which is Amazon’s headquarters.

Corporate filings for Big River in the United Kingdom and other foreign countries also named officials who are senior Amazon employees and lawyers. In one U.K. disclosure, Amazon is named as owning more than 75% of the company.

Amazon officials felt confident that competitors wouldn’t look up filings to see who was behind the company, some of the people said.

A Las Vegas conference

Some team members were uncomfortable with the work they were doing, according to some of the people.

Among the anxiety-inducing activities was representing themselves as employees of Big River in person while attending conferences thrown by rivals. For instance, team members attended eBay’s Las Vegas conference for sellers, according to some of the people. EBay describes the event as a way for sellers to meet with eBay management and learn of planned big changes coming for sellers and “exclusive information.”

Benchmarking-team leadership ordered up what Amazon calls a PRFAQ that would outline what to do if competitors or the press discovered the project. In the event of a leak, leadership was to say that the group was formed to improve the seller experience on Amazon.com, and that Amazon pays attention to competition but doesn’t “obsess” over it. They were also told to act like this was normal business behavior in the event of a leak, according to one of the people.

In 2017, Amazon formally changed the name of Project Curiosity to the Small Business Insights team to make it sound less cryptic, some of the people said.

The Big River team invented its own brands to sell on the competing sites, including “Torque Challenge” and “Crimson Knot.”

Teams often changed the brand name once they sold out its inventory, creating new brands when they received new products.

In India, Amazon gained access to e-commerce giant Flipkart in March 2018 with the Crimson Knot brand, around the time rumors of a Walmart acquisition swirled in local media. Walmart bought a majority stake in Flipkart in May of that year.

Crimson Knot makes wooden home goods, with its website’s “About Us” page saying: “Based in a small wood workshop in Bangalore, our dedicated team of 8 skilled craftsmen work consistently to handcraft each piece from scratch, transforming them into stunning showstoppers.”

Crimson Knot still lists products on Flipkart and stores them with Flipkart’s logistics services.

The endeavour wasn’t designed to make money. In 2019, for instance, the Indian Big River team projected revenue of $165,000 while it expected costs of $463,000, according to an internal company document.

Each of the five countries operated a little differently to better test different programs. Globally, in total, Big River gained access to rival marketplaces including Alibaba, Etsy, Real.de, Wish and Rakuten, among many other platforms. In 2019, the team set a goal to get onto 13 additional new marketplaces, according to an internal company document.

The Amazon spokeswoman declined to comment on the number of rival websites Big River operates on.

The Japanese team went so far as to create a streetwear brand with its own website and custom-designed products. They called it Not So Ape, saying it was founded in Tokyo in 2017 and “inspired by the street style we see everyday.”

Not So Ape—which isn’t related to an upscale Japanese streetwear brand called A Bathing Ape—says on its website: “Our name stems from our belief that creative expression is what truly separates us from primates.” Not So Ape has Instagram and TikTok accounts, and its site continues to offer products such as $50 knit beanies and $95 hoodies.

Not So Ape is sold on Yahoo Japan’s marketplace, Zozotown, and uses rival payment services from Shopify, Google and Meta platforms. Its U.S. website is hosted by Shopify—which was the target of a previous effort by Amazon, code named “Project Santos,” to replicate parts of its business model, the Journal has reported.

Not So Ape’s English-language site’s terms of service says it is operated by Big River and lists a Seattle contact address of “2300 7th Ave, Ste B100, Back Entrance”—a building adjacent to a main Amazon campus.

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