ers such as TelePa- cific and tw telecom resell service in areas outside of their own coverage areas. This provides them a way to offer nationwide service. In their own coverage area, these and other competitive providers have their own networks and switches but might lease just the last-mile broadband from incumbents. NONTRADITIONAL COMPETITORS: AMAZON, AP- PLE, GOOGLE, MICROSOFT, AND NETFLIX Amazon, Apple, Google, Microsoft, and Netflix have all developed innovative products and software that have had enormous influence on the Internet, consumer services, and business operations. They are formidable competitors to older companies. Improved software, availability of financing, cash from years of high-margin operations, and high-capacity networks have fueled innovation and provided the wherewithal for each of them to expand the scope of their services. Ready cash from operations was one factor in Google's ability to purchase more than 100 companies between 2001 and 2011. Because of acquisitions of startups and Nontraditional Competitors: Amazon, Apple, Google, Microsoft, and Netflix software firms in possession of key patents or software, Google has enhanced its adver- tising offers with important billing and automation capabilities. Facebook, Apple, Netflix had the cash to lure skilled software engineers who incorporated appealing, user-friendly interfaces into their services. These companies regularly acquire special- ized skills by poaching employees from companies with particular expertise. In one case, Amazon hired IT staff members away from Wal-Mart to develop its e-commerce billing and shipping applications. Wal-Mart sued, and the case was settled out of court. Companies that were associated with Internet-only services are now compet- ing with more traditional carriers for entertainment and VoIP calling. Microsoft and Amazon offer VoIP, streaming TV and movies, and importantly, cloud services. These offerings compete directly with cable TV operators, telephone companies, and mobile carriers. Boundaries bet