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Amazon Issues Reports

Latest outage, problems and issue reports in social media:

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  LordWilsonVilla🏴󠁧󠁢󠁥󠁮󠁧󠁿🏴󠁧󠁢󠁷󠁬󠁳󠁿UAI (@LordWilsonVILLA) reported 2 minutes ago

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  Mark Howard (@HowardMarkLouis) reported 3 minutes ago

  The story of my life as an employee never amounted to much more than promised pay raises not materializing, being passed over for promotions, yet always having more responsibilities added to my list. It didn't take long for me to realize that if I were ever going to make anything more than a lateral career move, I had to do more than put in my 110% and hope my manager's boss would someday smile down on me from on high. So I started treating my writing as a second job. I wrote every night during grad school, even when I didn't feel like it. I self-published my first novel and kept writing the sequel, even when there were days, weeks, or months between sales, Amazon reviews, or encouraging fan mail. I kept writing even after getting a publishing deal because I owed it to both my fans and myself to at least finish what I started. As a full-time author, the money still isn't great, but I at least love what I do, and I wouldn't trade it for anything.

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  Vivek Garipalli (@VivekGaripalli) reported 3 minutes ago

  One of the most mis-priced numbers in tech isn’t a hyperscaler earnings estimate. It’s the roughly $2.7 trillion of fixed future commitments hiding in plain sight, and rapidly growing. The latest tally is approximately $902 billion at Alphabet, $696 billion at Meta, $560 billion at Microsoft, $279 billion at Oracle and $267 billion at Amazon. These obligations are not all “debt” in the technical accounting sense. They sit across leases that have been signed but not yet commenced, purchase commitments, take-or-pay contracts, construction obligations, financial guarantees and SPV or joint-venture structures. Conventional debt and enterprise-value calculations either exclude them entirely or treat them inconsistently. Economically, however, they share the characteristic that matters: Fixed claims on future cash flow against variable AI monetization. Microsoft alone disclosed approximately $329 billion of leases signed but not yet commenced as of June 30, an increase of $133 billion in a single quarter. Alphabet disclosed approximately $811 billion of purchase and other contractual commitments, primarily related to technical infrastructure, supply agreements and purchase orders. Meta’s Hyperion joint venture places the development financing inside a Blue Owl-backed vehicle, but Meta’s long-term lease arrangements and residual-value support are central to making that vehicle financeable. None of this is fraud. I also would not say the accounting is wrong. The rules do exactly what they were designed to do. The problem is that nobody designed them for this. A lease generally does not hit the balance sheet until the facility is available for use because, before commencement, the company does not yet control the right-of-use asset. A purchase contract generally is not recorded as debt because both parties still owe performance: the buyer owes cash, but the supplier still owes the GPUs, power, capacity or construction. Debt raised by an SPV remains on the SPV’s balance sheet unless the accounting consolidation tests require otherwise. Those are sensible principles. Accounting was trying to avoid putting every future store lease, aircraft lease, power contract and supply agreement onto a company’s balance sheet as though it were borrowed money. But those rules were developed around ordinary operating commitments, not five companies contracting trillions of dollars of data centers, chips and power in roughly four years. The rules were not created to conceal this buildout. They simply separate legal form, asset delivery and contractual performance in a way that can obscure the economic substance when the numbers become this large. The real problem is not the footnotes. The obligations are disclosed. The problem is that investors continue looking at reported debt, net cash and enterprise value as though those numbers capture the full fixed-cost structure of these businesses, when they don’t. The market is still valuing the hyperscalers like asset-light software companies while their economics increasingly resemble telecom and utilities: enormous upfront commitments, long-duration capacity contracts and revenue that may arrive years after the spending is locked in. This is not a solvency call. These companies can afford the obligations. But affordability was never the important question. The telecom companies could afford their vendor financing in 1999 too, as long as demand arrived on schedule. The question is what happens to free cash flow, margins, credit spreads and equity duration when fixed obligations meet variable revenue. Take-or-pay contracts do not flex down because copilots monetize more slowly than expected. A 15-year data-center lease does not reset because inference prices collapse. A supplier commitment does not care that the revenue associated with the capacity arrived three years late. That is the asymmetry: The revenue is still uncertain. The cost base increasingly is not.

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  Adam Taylor (@adamtaylorl) reported 4 minutes ago

  We took a brand from $90K to $2.1M/month in 7 months. And the entire thing came down to one uncomfortable truth: They didn't need more ads. Let me explain – because this brand had the exact three problems I see in almost every account I audit… Problem 1: Creative fatigue. Recycled influencer UGC and product reviews. Conversion rates declining month after month. Problem 2: No creative system. Ad creation was reactive. Something dies, panic, make something new, hope. Problem 3: Audience gaps. The 50+ demographic was showing massive purchase intent. They'd never made a single ad for them. Now here's the misdiagnosis almost every brand makes at this point… They think the answer is volume. More UGC. More statics. More "testing." Spray and pray. But you don't need more creative. You need the RIGHT creative – for your brand, your customer, your funnel. And you find it through research, not brainstorms. So before we wrote a single headline, we went where their customer actually speaks… Reddit. Facebook comments. Amazon reviews. Post-purchase surveys. Their own previous ads. We mapped the pain points, objections and daily frustrations in the customer's exact words… Then turned those words into ad concepts. We got so specific we were building segments like dog owners, tradesmen… even Uber drivers. Then we tested new angles with statics before spending a dollar on video. Same ad concepts with different headlines. Want to see why this matters? Three near-identical statics went live. Within 7 days: One got $139 in spend. One got $10. One got $3,000 – profitably. Same concept. The headline was the only difference. Most brands run tests like this and never use the data. We treated it as the customer telling us exactly what to build next… And only THEN did winning angles get rebuilt as videos. One more thing most people get wrong here: Everyone makes 2-3 hook variations per concept. We make 5. In one ad set: three hooks spent less than $2 each… One spent $2.2K… And one spent $22.4K at 2.66 ROAS. If we'd stopped at three variations, that ad might not exist. The hook is your biggest leverage point. Give the algorithm more chances to find it. The results after 7 months: → $90K to $2.1M/month in revenue → 70-80 orders a day to 500+ → Spend up 23x with no ROAS drop → Individual ads spending $285K, $197K, $170K, $120K… all at 2.4-3 ROAS → Client time on creative: under 5 hours a month We didn't find one winning ad. We built the system that finds them on repeat. That's the difference between a creative dump and a creative system… And it's why most brands stay stuck at $90K. I've got dozens more breakdowns like this from inside our accounts. So if this was valuable and you want more, let me know.

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  One Post Man (@Oh_Pee_Em) reported 8 minutes ago

  @crosstown_line No, the solution is to simultaneously tell police to never ticket any bike or e-bike rider, while also banning their sale and blaming Walmart and Amazon for having created the problem.

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  Amazon Help (@AmazonHelp) reported 9 minutes ago

  @rajkumarsociety Please login to order-related Amazon account and submit the required details for further assistance. -Indhu

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  Abdulrhman Alharbi (@InsightTogo) reported 11 minutes ago

  Amazon just posted the largest quarterly profit in its history and burned cash doing it. Net income was $62.6 billion. Of that, $53.4 billion was non-operating other income, primarily from its investments in Anthropic. Free cash flow over the same trailing twelve months was negative $7.6 billion. Operations are not the problem. Operating cash flow rose 33% to $161.4 billion. The swing came from a $66.1 billion year-over-year increase in property and equipment purchases, which the company attributes to AI. The income statement booked a revaluation of a private holding. The cash-flow statement booked the buildout. Same quarter, opposite stories. Then the forward arithmetic. Amazon guided 2026 capital expenditure to about $220 billion, raised on higher memory costs. Trailing operating cash flow is $161.4 billion. That gap gets funded, and right now it gets funded into a bond market that just pushed the 30-year Treasury to its highest since 2006. AWS is not the weak link. It grew 37% and carries a $496 billion backlog. The question was never whether the demand is real. It is what the capital costs while the demand arrives. Source: Amazon Q2 2026 results, July 30 2026.

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  Moshe (@Moshe_Grunwald) reported 14 minutes ago

  Amazon started delivering by foot. I see the delivery people pulling these carts full of boxes down the street. I just asked one of them and they said they met the Amazon truck a few blocks away. They give them the cart and boxes and then the ln they deliver them. She said there were 7 delivery people at the truck.

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  PrAkAsH ShArmA (@prakash__sharma) reported 17 minutes ago

  @AmazonHelp Link shared by you is not working

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  Polsia (@polsia) reported 20 minutes ago

  Stockward. Because losing a sale to a stale price at 2am, a stockout on your best SKU, or a review that sat unanswered for 18 hours isn't a better-competitor problem—it's an ops problem. One agent across Amazon, Shopify, and Walmart. One morning recap. Live soon.

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  Fried Chicken (@NemisisOwl) reported 25 minutes ago

  @Tectone Twitch is owned by Amazon. And since Amazon wont crack down on Clancy giving Hasan a pass on this **** it can only mean Jeff Bezos hates America and supports all of Hasans bullshit. Bezos is an America hating ******.

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  Polsia (@polsia) reported 26 minutes ago

  Solo Shopify and Amazon sellers don't have an ops problem. They have a tabs problem. Built Stockwake to fix that. An autonomous agent running inventory, repricing, support, and chargeback monitoring 24/7 across storefronts — owners get one morning P&L email.

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  Landman (@AndresenJe42849) reported 29 minutes ago

  @CynicalPublius I buy 8 packs at the store for $5.99, that’s $0.75 each 🖕Amazon when you can, get off your lazy asses and support local retailers. Amazon thrived while we were locked down.

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  🚩Deepak Agarwal🚩 (@Deepak020692) reported 30 minutes ago

  @AmazonHelp Absolute pathetic service! ​My return was scheduled for 1st August but picked up on 5th August due to your delay. Still no refund or status! Fix it now or I'm taking this to Consumer Court and Cyber Cell.

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  DKM (@SMHCarolinablue) reported 32 minutes ago

  @BellJessbell25 I don't have a problem with Tom Cruise personally, I think he's been milking that Mission Impossible franchise for way to long, stopped watching those after #3 or #4, but he's bankable. The Amazon Prime Reacher is true to the character from Lee Child's book. I like Alan Ritchson too.