Abstract This paper discusses Amazon.com in terms of its historic and recent financial and market performance. The paper explains that Amazon.com has been identified as finally recording an operating profit as well as a net profit. Additionally, while Amazon.com has greatly expanded its online products and services, it has as of yet not diluted its brand image. Finally, Amazon.com continues to leverage technology to deliver an industry leading customer service strategy and solution.
From the Paper "Amazon.com's primary product line is of course books. However, beginning in the late 1990s Amazon began selling music CDs and miscellaneous other products. Since its 2001 restructuring Amazon completely reoriented itself from a specialty retailer of books to a full-line online shopping portal selling a host of consumer products including toys, apparel, and electronics (Epstein, 2004, p.85). A key difference in its strategic format post 2001 compared to pre-2001 is that Amazon moved from controlling and managing product inventories to largely redirecting them."
Abstract This paper presents a brief examination of the productivity problems facing amazon.com and its inability to post a profit. It includes an examination of the company's strategic alliances and the business background of Amazon.
From the Paper Amazon com is one of the Internet wonder companies that survived the shakeout in the dot-com industry that occurred in the late ..."
Abstract This paper examines the Amazon website and focuses on its scalability issue. The paper proposes several options for addressing this issue. The author also examines how Amazon uses technology to differentiate itself from its competitors. The paper highlights technological problems of the company.
From the Paper "An Evaluation of technological systems in its business. Most people think of Amazon as an online bookseller. Amazon does of course sell books a lot of them in fact. But what Jeff Bezos, CEO, of Amazon says about the company reveals a much ..."
Abstract This paper examines financial detail, the organizational structure and mission statement of Amazon.com.. The author points out Amazon.com's strengths and weaknesses. The paper evaluates the company's opportunities for future success or failure.
From the Paper 'This paper discusses the organizational elements of Amazon.com, which entails a detailed review of the Company's background, past and present, along with a detailed presentation relative to the business culture of Amazon.com. An organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome is performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from within."
Abstract This paper discusses Amazon.com in terms of its historical founding, its continued operations and its recent financial performance. Particular attention is paid to its founder and CEO Jeff Bezos and his strategic restructuring and refocusing of the company in 2001 that led to its first annual profit in 2004. The paper explains that currently, Amazon.com has moved from being a speciality retailer of primarily books and CDs, to being a full-line consumer products online retailer.
From the Paper "Amazon.com was founded in 1994 by Jeff Bezos in Seattle, Washington as a way to sell books in an online environment and to establish a community of book lovers (Hargrove, 2001). Bezos is still the company's current CEO. By 1996 Amazon.com was selling more than $15 in books online and in 1997 Amazon.com went public (Greco, 2004). While expanding rapidly, in the next four years throughout the tech bubble expansion, Amazon.com went further and further into debt. In 1999 Amazon.com reached a major milestone in terms of revenue reaching the $1 billion mark, making it one of the fastest companies to reach that revenue amount in history. Following the start of the dot.com meltdown in 2000, Amazon's shares began to fall in price and in 2001 Amazon reported a $1.4 billion loss."
Abstract This paper discusses the two cases of Amazon.com and of BMW Films, which is a marketing division of BMW. The paper discusses the focus of Amazon's firm, which is followed by a general discussion of customer demand in Europe and the EDN for the European market. The paper then considers BMW's continued use of the BMW Films concept in relation to its target markets and segments thereof, while recommendations are made for future advertising strategies.
From the Paper "The question of whether Amazon should concentrate on its customers, the firm, or both is somewhat disingenuous because the firm and its customers are really just two ways of saying the same thing. If Amazon had no customers it would cease to exist and if the customers did not have the opportunity to avail themselves of Amazon's services they would lose a valuable consumer service option. Amazon's management correctly understands this unique relationship because it instituted the Six Sigma quality operations program as a way to refine its operations and particularly the basic Six Sigma tenet of DMAIC (Amazon 5). Six Sigma is a process reengineering practice with the ultimate goal of reaching no more than 3.4 defects per million opportunities to produce a defect."
Abstract This paper analyzes the mission statements of Amazon.com. The author presents a matrix analysis. The paper suggests a general strategy.
From the Paper "This report presents the results of an analysis of the Amazon.com case. The case provides data relevant to Amazon.com at the beginning of calendar year . Financial and operational data provided in the case apply to ... and ... . The results of the case analysis are presented in several separated but related topical sections The topical sections are as follows: Existing mission objectives and strategies, Suggested vision and mission statements, EFE Matrix external factors evaluation ..."
Abstract This paper discusses the interplay of the macroeconomic and microeconomic environment of Amazon.com. The author points out the different niches and the way the company sets out to fill them with a business plan that has proven to be one of the most effective on the World Wide Web. The paper relates that the company began as an online bookstore and has progressed to many other types of products, which are all sold online to consumers.
From the Paper "Amazon.com is an Internet-based company with a business plan that has proven to be one of the most effective on the World Wide Web. The company began as an online bookstore and has progressed since to many other types of products, all sold online to consumers who access the company site, choose their goods, pay by credit card or other means, and then have their goods shipped to them. The site has been billed as the world's biggest bookstore. After books, the company added CDs, DVDs, and videos, with the latter making up the majority of the firm's sales. The site has since added toys, tools, electronics, home furnishings, clothing, health and beauty goods, prescription drugs, gourmet foods, and such services as film processing."
Abstract The paper discusses the need for a Unique Selling Proposition (USP) and concludes that Amazon's USP is the number of volumes that it's offering. The paper defines the terms "macrosite" and "microsite", and concludes that Amazon is one of the former. The paper discusses Amazon's use of associates to allow individuals to become extensions its sales force. It discusses the gap between sales volume and share price between "dot com" companies and traditional retailers, and analyzes Amazon's profit margin. It reviews competitors like Barnes and Noble, Borders and BooksOnline. The paper recommends that Amazon continue using the 80-20 formula, giving away 80% and charging for 20%. In conclusion, the paper recommends that Amazon must now concentrate on profit and value so that it can compete, over the long-term, in the new and expanding market of on-line book selling.
Table of Contents:
Introduction
The Strategy
The Question of Profit
Amazon's Business Practices
The Competition
What is to be Done?
Works Cited
From the Paper "Amazon.com also has changed its return policy because of customer criticism Previously, its return policy states that a customer can return a book if it is in new condition, a policy similar to that of most bookstores. But now, if a book that has been recommended by Amazon is a disappointment to a reader, then they can return it dog-eared for a full refund. This change is important not only because of Amazon's great need to form relationships with its customers, but because on-line buying does have a set of weaknesses that bookstore buying does not."
Abstract This paper presents an analysis of Amazon.com. The paper first evaluates and critiques the company's business models' evolution from 1999 to 2003, in addition to how the business model has responded during that period of time to increasing globalization pressures as well. Amazon.com's maturation from an online bookstore to a business model that encompasses both products and services is also analyzed and critiqued in this paper. The paper then discusses the multichannel implications for Wal-Mart of acquiring Amazon.com, from a process integration and multichannel management standpoint.
Outline:
Executive Summary
Amazon.com's Business Model: 1999 - 2003
Is the Amazon.com business model the right model looking ahead 5 or more years?
Can Amazon.com become the Wal-Mart of the Internet?
Argue the case for e-based companies being focused competitors rather than broad range competitors.
From the Paper "For Amazon.com the use of e-based competitors as the basis of comparison in terms of the extent to which online retailers (and other e-based business models) have successfully scaled into multichannel management also needs to be taken into account in any analysis of competitive dynamics. The role of information in a multi-channel environment and the extent of a company's ability to "learn" is just as critical as its need to compete on product and service execution.
Third, scalability and agility of an online business are directly related to the breadth of the products and services they sell. Defining e-based competitors based on the breadth of their operations from a product standpoint in addition to the number of suppliers coordinates with is a truer measure of their ability to scale and stay agile, introducing new business processes as needed."
Abstract This paper reviews the success of Amazon.com, and projects whether or not the Amazon model will be as successful in the future. This paper then analyzes the case for the opposite type of e-commerce company, one based on very narrow or "walled" competitors. The paper also argues that Amazon's model must change into a modern-day distribution business, similar to Sears Roebuck in the 1800s. In addition, the paper argues that that the "long tail" strategy is the better one for up-and-coming companies, both because of the difficulty of raising Amazon-level amounts of capital, and because of changes in the Internet.
Table of Contents:
Introduction
Reasons for Amazon's Survival and Success
Amazon's Business Model: The Next 5 Years
Customer
Suppliers
Physical Distribution
Specific Competencies
New-Found Competitiveness for Small- to Medium-Sized Companies
Modern-Day Smaller Competitors: Look Big While Staying Small
The Old Paradigm for Smaller Businesses
The New Paradigm for Small Businesses
From the Paper "Amazon benefited from a favorable supply situation with its first 'category-killer,' books. That's because books were published by thousands of publishers, and the suppliers were faced with a daunting network of wholesalers and retailers who were difficult to reach. Inventory requirements at the publisher were multiplied by difficulties at the retailer level. Industry practice dictated that publishers take back unsold books, which elevated their shipping and printing charges."
Tags: stock, relationship marketing, department store, customer base, highly-targeted
Abstract This paper explains that Amazon's core book-selling operation moved into profitability, but its overall performance has continued to operate at a loss as it invests in new areas and products as part of its 'land grab' strategy. The author points out that Amazon.com is still a viable business entity with impressive market share and brand advantage in an ever-expanding online World market, but Amazon has a long way to go to be the world's first pure-play online retailer with profit margins similar to traditional retail giants such as Sears. The paper relates that Amazon.com venturing into new arenas beyond books has been successful from a consumer viewpoint as indicated by its recently being named the best place to shop for electronics in a leading consumer research magazine.
Table of Contents
Introduction
Customer Value-Add
Recent Results
Growth with a Twist
Conclusion
From the Paper "For the successful retail businesses cited above, the strategies evolved over time and illustrated the innovation and determination of the respective organization. For the most part, traditional retail successes have offered lower cost and greater selection in one convenient location. Similarly, Amazon will need to employ a slow-growth e-business "evolution" strategy rather than the pre dot com bust "revolution" strategy that many companies espoused. Coltman et al describe the strategy as ?? an incrementally more efficient medium rather than a price revolution. For example, the real prices of books and CDs were some 9 per cent to 16 per cent lower through online retailers than through traditional booksellers in 1998 and 1999? ."
Abstract This paper examines the website of the online book store, Amazon.com by focusing on crucial strategic decisions that enabled it to obtain an early leadership position over other online retailers of books and other goods. The paper discusses how strategy is defined within the organizational structure and how strategy has worked for Amazon.com or backfired. The paper also defines the concept of competition and competitive advantage. The paper identifies areas where Amazon.com clearly has the upper hand on competitive advantage. The paper compares and contrasts these areas with that of the organization's direct competition of the following companies: E-Bay, Barnes and Noble and Wal-Mart.
Outline
Introduction
E-commerce and Role of Strategy
Amazon.com
Competitive Advantage
Models for Building Strategy
Value Chain
Supply Chain Management
The Competition
E-Bay
Barnes and Noble
Wal-Mart
Recommendations
Conclusion
From the Paper "According to a recent survey, only "10 percent of U.S. households shop at or browse Amazon's website at least once a month and 9 percent visit Ebay. By comparison, 64 percent say they shopped at a Wal-Mart store" (Ostrom 2002). Clearly even though e-commerce has taken off like wildfire, the brick and mortar store concept still remains strong. Ruben Hernandez-Murillo writes, even though "firms are increasingly finding new ways for the Internet in retail services, little is known about the extent to which the Internet is facilitating various transactions" (Hernandez-Murillo 2005). Still it can be argued even though Internet retailing represents only a very small fraction of online economic activity that in fact these transactions have been transforming the way many business function. While many full blooded dot.com have failed and few have prospered due to continued introduction of new ways of packaging the Internet store and diversification of product. Victoria Reynolds discusses how strategy works within the e-commerce environment. "
Abstract An examination of the management and performance of Amazon.com. The author looks at horizontal, vertical and ratio analyses as well as liquidity, leverage and management effectiveness. The overall conclusion is a positive one, expressing how the strategy seems to be working revealing that all four segments of Amazon.com are growing.
From the Paper "Amazon.com, Inc., commenced operations in July 1995 and ?today offers Earth's Biggest Selection.? Amazon.com. is an online retailer offering items including books, music, DVD/video, toys, electronics, software, and home products. For the three months ended 3/31/02, revenues increased 21% to $847.4 million . Net loss before acct. change fell 89% to $24 million. Revenues benefited from recent price reductions for books, a new shipping option and growth in the international segment. Lower loss reflects reduced goodwill amortization and restructuring charges."
