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This last question may seem innocuous, but think about it this way: In 2006, retail was booming. Sears was worth $14.3 billion, Target $38.2 billion,… - Peter Diamandis
" "This last question may seem innocuous, but think about it this way: In 2006, retail was booming. Sears was worth $14.3 billion, Target $38.2 billion, and Walmart a whopping $158 billion. Meanwhile, an upstart retailer named Amazon was at $17.5 billion. Now fast-forward a decade. What’s changed? Hard times hit Main Street. By 2017, Sears had lost 94 percent of its value, ending the decade worth $0.9 billion, before promptly going out of business. Target did better, finishing up at $55 billion. Walmart did the best, going up to $243.9 billion. But Amazon? The Everything Store closed out the era worth $700 billion (today $800 billion). And it’s a fairly safe bet that your life changed as a result.
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About Peter Diamandis
Peter H. Diamandis (born May 20, 1961) is an American engineer, physician, and entrepreneur. He is best known as the founder and chairman of the XPRIZE Foundation, and the cofounder and executive chairman of Singularity University. He is also cofounder and former CEO of the Zero Gravity Corporation, cofounder and vice chairman of Space Adventures Ltd., founder and chairman of the Rocket Racing League, cofounder of the International Space University, cofounder of Planetary Resources, cofounder of Celularity, founder of Students for the Exploration and Development of Space, and vice chairman and cofounder of Human Longevity, Inc.
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Also Known As
Native Name:
Peter H. Diamandis
Alternative Names:
Dr. Peter Diamandis
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Dr. Peter H. Diamandis
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Additional quotes by Peter Diamandis
Greenblatt is not alone in this assertion. Many believe water is an issue of money and will be best solved locally, and without the aid of techie gizmos. It’s an opinion based on hindsight. The last century saw governments dithering while they searched for a high-tech, silver-bullet solution. Millions died in the interim, and the world is full of gadgets either unsuitable for the ruggedness of their deployment area or impossible to maintain because supply chains did not extend far enough.
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