I think the fact that almost everyone here agrees that this is a mistake, but that Amazon still thinks its a good strategy illustrates a common problem with big

I think the fact that almost everyone here agrees that this is a mistake, but that Amazon still thinks its a good strategy illustrates a common problem with big organizations that have diversified focuses. The retail arm of Amazon wants to be the best it can be. That means stocking the best stuff. The video arm of Amazon wants to be the best it can be. That means getting its content storefront in the homes of as many customers as it possibly can. The problem is when the two arms have aims that are in conflict. Then one arm tries to drag the other arm towards its interest, and hampers that arm from doing the best it can do. That's when a single-minded, and focused organization kicks the butt of the arm of the big company. Yes, there are advantages of scale and cross-selling within big companies. But it seems to me that these days those advantages are far outweighed by these cross-purposed interests hampering product development.