Amazon.com
Real-Time Case 2
12/1/2009 Brief History of Amazon.com
Jeff Bezos, an entrepreneur, created Amazon.com in 1994; the business was originally run out of his garage in Washington. With the additional investments from Nick Hanauer and Tom Alburg, Bezos was able to create the more user-friendly website that we are used to. As Amazon.com’s customer base began to grow Bezos realized that he was going to have to add variety to the products Amazon.com offered. Bezos hit on a successful idea when he added the feature that allowed customers to write their own book reviews. In 1997, Amazon.com went public and it continued to increase its product lines to include CDs, movies, and toys to its inventories. Amazon.com was
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They offer products are their website that are available in traditional retail outlets, but they are able to offer products at competitive prices. The majority of the products that Amazon.com sells are products that are available in stores. They sell brand name merchandise that people are already familiar with. So people come to Amazon.com, and they buy a product that they have already seen in stores. It is easier to sell a product online on a site like Amazon.com when they offer brands that consumers already are familiar with. Amazon.com has built a brand name that customers can trust.
They also partner with companies such as Borders and AOL that people use daily. Customers have been using these partners for a while now, and they know and trust the company. Amazon.com is also extremely well advertised. It is advertised on websites all over the internet. Advertising is the key for a company like Amazon.com. Word of mouth advertising is a huge plus for Amazon.com. People see their name everywhere they go on the internet. Once the customer visits the site initially, they see wide variety of products that are offered and the competitive pricing that they have. Then they begin to use the site more frequently and they tell their friends about Amazon.com. Now, Amazon.com has been around for so long, and people are now familiar with the site. Customers now
Amazon believes in keeping its marketing plan simple in order to be effective. Consequently, their marketing plan is based upon the 4 P’s (product, price, place, and promotion). Amazon’s product is to provide an unparalleled selection of any item that exists on the planet. Its prices are extremely competitive and often lower than traditional stores and it is more convenient for people to shop on the internet (place) than it is in a physical location. Finally, its promotion emphasizes big ideas, innovation, technology, and customer centricity, enabling it to market itself as the most convenient place for consumers to shop and satisfy their needs (Kerin & Hartley, 2015). This strategy targets
What do all these sites have in common? They are all multi-channel bricks and clicks meaning that in addition to an online shopping experience, they also offer a traditional retailing experience as well in the form of physical stores. Yet the site above all of them and most popular in terms of internet traffic is Amazon.com. So how has Amazon achieved its current level of success without a physical manifestation of itself? Success at its core is often a case of being good and lucky. Amazon was no exception to the rule. From the start Jeff Bezos and his team did a lot of things well. A well-conceived business plan and an innovative business model that immediately set them apart from other online e-tailers and put them on the road to success. The ability to improve on its supply chain and distribution model, to take advantage of advancements in information management, to brand, market, and advertise itself correctly, and to execute all these initiatives successfully enabled Amazon to rise above its initial competitors and establish an enduring foothold in the market. An emphasis on customer service and relations ensured that a large percentage of new customers would turn into repeat clientele. Amazon successfully took the artificial and inhuman component of online shopping and put a caring human element into the act of clicking a button.
Jeffrey Bezos, formerly a senior vice president for D. E. Shaw & Company, founded Amazon.com in 1994. D. E. Shaw is a Wall Street-based investment bank, and Mr. Bezos was assigned to find good Internet companies in which to invest. During the summer of 1994, he stumbled across a
Amazon make sure that customer service is the best, Customers experience low prices through Amazon, the fastest delivery, having a form of reliable contact. Amazon customer service problems have allowed retailers to sell itme on the website, to make broaden the worlds selections of products. Amazon has a rival EBAY, which also allows merchant to sell and buy through its site, but with eBay there has been complaints with poor service and fraud (Cohen, 2009).
Amazon.com is a customer centric company. They put more effort in improving their system to make the experience of customer more comfortable so that he keeps on returning to the website. Jeffery Bezos who is the founder of the Amazon.com started this company after seeing the use of internet increasing rapidly.
Amazon is an online retailer focused on selection, price and convenience. Incorporated in May 1996, Amazon.com offers programs that allow sellers to sell products on the website and have the fulfillment performed by the seller. In addition to the online marketplace, Amazon also manufactures and sells Kindle devices. Through the different programs offered by Amazon, the company has the edge over their competitors. They are able to secure the lowest price, fastest shipping and offer incentives to the customer, such as Amazon Prime (Amazon, 2014).
Amazon’s core competencies are in its ability to effectively use and develop technology to drive site traffic and enhance the customer experience. Their distinctive use of website real estate coupled with their ability to leverage their brand and effectively use that leverage to deliver low prices and high quality products, makes them a leader in online retailing. Their partner brands and their ability to adapt and recognize deficiencies enable them to effectively cut out the middle man, or at the very least, partner with them.
Amazon.com, Inc. was founded by Jeff Bezos out of his own garage in July 1994 under the name of Cadabra. It went online in as Amazon.com in 1995. Since that time it has never looked back and is now the world's largest online retailer. It is an American multinational electronic commerce company with headquarters in Seattle, Washington, United States. With a total revenue of US$ 61.09 billion, it has a total of 88,400 employees as of December, 2012. At first it started as an online bookstore, but soon it diversified
In 1994, Jeff Bezos created Amazon with the idea of selling books online. Jeff Bezos was raised by his mother and stepfather, who was a Cuban immigrant that later adopted him. He quit his job on Wall Street with a New York hedge fund to work to fulfill his dream. In 1995, the dream became a reality. Bezos knew when he created Amazon, he knew what he wanted and that he wanted it to be an everything store.
The company has many strengths. First, Amazon is the world’s leading online retailer. According to the 2016 Annual Report, Amazon had total net sales of US $135, 987 million in 2016. These total net sales include three segments which are North America, International, and AWS. Second, in comparison to many companies, Amazon has a superior logistics and distribution system, which allows the company to actualize improved customer fulfillment. Third, with its prolonged strategic drive on low-cost, differentiation, and focus, Amazon offers a wide range of product at low prices to customers. Fourth, Amazon enjoys global recognition from its customers. As stated earlier, Amazon built a strong brand in very little time. Finally, the
Amazon.com is a Fortune 500 company that has revolutionized the retail industry. In recent years, Amazon has faced increased competition in the highly competitive online retail space as competitors invested heavily in their online storefronts and infrastructure. Positioned in a highly fragmented industry, Amazon must find solutions that can sustain its long term profitability and maintain its market share. To that end, Amazon should grow the Amazon Prime membership base and expand on its media and mobile offerings.
Amazon, is one of the most widely used online shopping websites as well as a name that people trust for most of their online shopping needs. The Amazon website is a world on its own, with millions of products based on every customer need. It is not only that it has millions of products to choose from
Amazon.com, Inc., on May 28, 1996, started offering a range of products and services through on-line webpages. This new company began to offer products including merchandise and content that was purchased for resale from multiple vendors and sellers ranging from lots of third-party ways. The Amazon.com business has three different segments within its operating environment: Amazon Web Services, North America, and International make up the operating areas. The North American area for Amazon has segments that focus on the sales from retailers of consumer items or product from sellers through its website Amazon.com.
Amazon operates using a web-based platform to sell books. The web-based model targets a global market, has reduced overhead costs and a shorter operating cycle as compared to brick and mortar businesses such as Barnes & Noble and Borders. Amazon’s online model has a superior inventory
Amazon started with Jeff Bezos’ idea on creating a company based around selling on the internet (Int. Directory). In the 1994, Jeff left the Wall Street firm D.E. Shaw, moved to Seattle. There, he created a business plan, from which Amazon was born. Jeff projected a 2,300% of annual web growth over time from selling on the internet. He took the five most profitable products and put them on his stock. At the time, books were a strong suit for Amazon, and where most of their profit came from (Int. Directory). Their competition was Barnes and Noble, who were large retail booksellers dominating the market. By 1995,