Daily Tech Snippet: Monday, 4th July

• How AWS came to be: There are lots of stories about the formation of AWS, but this much we know: 10 years ago,Amazon Web Services, the cloud Infrastructure as a Service arm of Amazon.com, was launched with little fanfare as a side business for Amazon.com. Today, it’s a highly successful company in its own right, riding a remarkable $10 billion run rate. What you may not know is that the roots for the idea of AWS go back to the 2000 timeframe when Amazon was a far different company than it is today — simply an e-commerce company struggling with scale problems. Those issues forced the company to build some solid internal systems to deal with the hyper growth it was experiencing — and that laid the foundation for what would become AWS. Speaking recently at an event in Washington, DC, AWS CEO Andy Jassy, who has been there from the beginning, explained how these core systems developed out of need over a three-year period beginning in 2000, and, before they knew it, without any real planning, they had the makings of a business that would become AWS. It began way back in the 2000 timeframe when the company wanted to launch an e-commerce service called Merchant.com to help third-party merchants like Target or Marks & Spencer build online shopping sites on top of Amazon’s e-commerce engine. It turned out to be a lot harder than they thought to build an external development platform, because, like many startups, when it launched in 1994, it didn’t really plan well for future requirements. Instead of an organized development environment, they had unknowingly created a jumbled mess. That made it a huge challenge to separate the various services to make a centralized development platform that would be useful for third parties.At that point, the company took its first step toward building the AWS business by untangling that mess into a set of well-documented APIs. While it drove the smoother development of Merchant.com, it also served the internal developer audience well, too, and it set the stage for a much more organized and disciplined way of developing tools internally going forward.

• Salesforce Pushed Microsoft to Up LinkedIn Bid Before Deal: Salesforce.com Inc. battled Microsoft Corp. for LinkedIn Corp. deep into the negotiating process, forcing the world’s largest software maker to boost its offer to buy the professional-networking service just days before the $26 billion deal was announced. Three other companies were involved in the discussions, which lasted almost four months, according to a regulatory filing Friday. One of those was Facebook Inc., which passed on an acquisition, according to a person involved in the negotiations. Microsoft increased its offer to $196 a share June 11, from $182 a share earlier, after the other main bidder offered "approximately $200" a share for the company, the filing said. The board ultimately decided the Microsoft offer was stronger in part because it was an all-cash deal, while the other bidder was offering to pay with its stock and cash, the filing said.There were other companies that expressed interest in acquiring LinkedIn, or were involved in the process. Those were referred to as Parties B, C and D in the filing. Recode reported Friday that Party B was Google, the internet search business of Alphabet Inc., and Party D was Facebook, operator of the largest social network.

• Tesla crash raises concerns about autonomous vehicle regulation: The fatal crash of a Tesla Motors Inc Model S in Autopilot mode has turned up pressure on auto industry executives and regulators to ensure that automated driving technology is deployed safely. The first such known accident, which occurred in Florida in May, has highlighted tensions surrounding efforts to turn over responsibility for braking, steering and driving judgments to machines. It may delay the U.S. government's plan to outline guidelines for self-driving cars this month. The cause of the Model S crash is still under investigation by federal and Florida state authorities, which are looking into whether the driver was distracted before his 2015 Model S went under a truck trailer. Shares of Tesla and Mobileye NV, the maker of the camera vision system used in the Model S, rose on Friday as analysts said the accident was likely a short-term setback. The stocks fell in after-hours trading on Thursday after an investigation of the crash was made known.

• Why Tech Support Is (Purposely) Unbearable: “Don’t think companies haven’t studied how far they can take things in providing the minimal level of service,” Mr. Robbins said. “Some organizations have even monetized it by intentionally engineering it so you have to wait an hour at least to speak to someone in support, and while you are on hold, you’re hearing messages like, ‘If you’d like premium support, call this number and for a fee, we will get to you immediately.’” The most egregious offenders are companies like cable and mobile service providers, which typically have little competition and whose customers are bound by contracts or would be considerably inconvenienced if they canceled their service. Not surprisingly, cable and mobile service providers are consistently ranked by consumers as providing the worst customer support.Of course, companies rated best for tech support often charge more for their products or they may charge a subscription fee for enhanced customer care so the cost of helping you is baked in, as with Apple’s customer support service, AppleCare, and theAmazon Prime subscription service.