Amazon Case Study - 1

How would you define Amazon’s industry? What difficulties do you encounter identifying primary competitors and key lines of business?

Both Amazon and Walmart are seeking to accomplish the same goal, to become the world’s largest retailer by providing customers with a seamless shopping experience. Both companies have their own strengths, with Amazon being the leader in the online retail space, while Walmart is the clear leader in the brick-and-mortar arena. As more online and brick-and-mortar retailers are eating into the market, both Amazon and Walmart must content with other companies as well as each other. Amazon and Walmart were both created and detonated extraordinary growth due to an innovative push unlike any other in their own respective arenas. “If either Amazon or Walmart is destined to come out on top, it must come from a massive innovation push, a willingness to

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Online collaboration can be an effective tool in recording and documenting all the new processes that are being created for future managers as well as employees. A repository of all information that is generated from brainstorming and collaborative writing can store key information on important people, liabilities, responsibilities, technology and employee information. The owner will have to make time to give the new managers an orientation of his ServeNow chain while discussing his most fundamental values and goals for having this business. These goals can include providing excellent customer service, and the best quality at the best price. Zappos is a

With a fast changing supply chain in the 21st century, companies need an effective delivery system, which attract new customers daily, and keep the current customers happy with their current service. Amazon is a very popular ecommerce company that delivers thousands of products daily. In the past few years, they have been trying to develop drone technology that could account for a large portion of their deliveries which would also provide substantial cost savings. I will discuss all of the benefits along with the drone technology system that Amazon hopes to put in place in the near future.

The organizational structure of Zappos.com is revered as one of Americas’ most innovative corporate cultures. The unique structure of this company has been so successful that they have a department for business-to-business consultations that assist other companies interested in adopting the model into their own organization. From a struggling start-up business to a $1.2 billion merger with Amazon.com, the company has remained true to its value of “delivering WOW through service” not only to its customers but also to its employees as well. Although there are hierarchical levels, there is a

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Amazon is a company, whose vision statement is, “Our vision is to be earth 's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.”(Forbes, 2012) A key element of this statement is “customer centric” this phrase states that Amazon is committed to social responsibility on all levels including the environment. Amazon has gone to great lengths to be the world’s best company in customer service and to make online shopping affordable, convenient, and fast. All of these elements has propelled them to be an e-commerce giant, but they have langered in being the most green and sustainable company in the world.

focus is not to use analytics to compete, but rather to carry out the fundamentals of the company. Consequently, this has led Amazon to be superior to their competitors within the Internet and Retail Industry. As mentioned before, one of Amazon’s core principle is customer service. I know all too well from first-hand experience through working at Amazon, that customer service is their distinctive capability. The company’s most important core value is being customer obsessed, which basically means that every decision that the company makes and everything that is done, is formulated around benefitting the customer. Unlike most companies, Amazon works backward. In order words, they start from listening to what the customer needs and wants,

Amazon’s victory is significant, keeping in mind that the company grew by 41% in the last fiscal year by $48.1 billion, that is, five times faster than Walmart, that grew only by a mere 8% (Fig 2). Indeed, Amazon’s world-wide popularity and recognition will be difficult to beat, with demographics of 237 million active customers worldwide, making it one of the most valuable brands in the world. Not only has Amazon seized the world with its e-commerce strategy, but it is also willing to forego profits to gain market share, making it difficult for Walmart to find a space in the online retailing spotlight. Not being hamstrung by an enormous brick-and-mortar business like

Amazon is an e-commerce company that sells their products and services to customers and producers. Amazon plays big roles such as a middleman, a marketplace, and an online retailer. Their channels of distribution are also diversifying depended on their roles. Many retailers, wholesalers, manufacturers, publishers, and 3rd party sellers are attracted to Amazon.com, …(need something here)…… yet still creates many conflicts with retailers and publishers. Take the case of Toys’ R Us in past, Toys "R" Us alleges Amazon violated its promise that Toys would be the sole seller of toys, games and baby products on Amazon 's Web site. Amazon claims Toys’ R Us failed to deliver on its promise to maintain a certain selection of toys (WSJ). ……. Another recent example, Amazon is deliberately keeping a low stock to pressure Hachette (Gladwell’s publisher and one of the largest in the world) in its contract negotiations (Forbes). These cases tend to go nowhere or even taking each other to face the court. This demonstrates the existence of a traditional channel system in Amazon, when channel members make no effort to cooperate and just want happy customers and a good profit margin.

Toys ‘R’ Us will need to find new ways to perform their processes in the store. This could something as simple as changing the checkout process, or being able to find the toys more easily and quickly, or even connecting with their customers to find out what would better their experience while visiting the store. This can be done by revisiting their current processes, redesigning the work flow between departments and listening to the needs of the various departments to be successful during the implementation process. Toys ‘R” Us may need to do some outsourcing for IT to get some new ideas or fresh eyes on this project to become efficient and effective. Ultimately I believe that all of the toys and other inventory that Toys “R” Us currently carries will be greatly reduced to target a more specific customer base and eliminate overhead cost and in return increase revenue.

This financial analysis report examines Amazon.com (Amazon), one of the top eCommerce companies within the retail industry in order to evaluate company performance and financial health. Amazon, along with one of its competitors’, Alibaba Group Holding Limited (Alibaba), strategies were reviewed and considered along with the financial analysis to reach a conclusion for recommendation of investment. The introduction gives an overview to the eCommerce retail industry and expands on the strategies executed by both Amazon and Alibaba. The financial analysis covers both companies’ statement of cash flows, income statements, balance sheets, and various financial statement ratios such as liquidity, capital structure and solvency, return on investment, operating performance, asset utilization and market measures from year 2011 to year 2013. Conclusions are determined from the financial analysis as well as areas for improvement and investment recommendations.

The reaction to Amazon’s marketplace initiative in the financial markets had been generally positive. Indeed, Amazon’s stock was up 52% for the year (as of mid-September 2002) versus a 35% drop in the NASDAQ index. Still, doubts clearly remained in some observers’ minds. For example, Holly Becker, an equity analyst at Lehman Brothers, had reservations about Amazon’s model. In a report issued in February 2002 she said, in part: The used business appears to be an excellent complement to Amazon’s core retail offering. The used business allows Amazon to participate in a growing market that leverages all of the inherent benefits of the Internet . . . a truly virtual model, used eliminates a large portion of fulfillment costs and inventory risk, and therefore provides higher margins . . . but . . . we believe used is detrimental to Amazon’s franchise in the long term. The company’s point of difference, market share, and service capabilities are far greater in new products than used . . . we believe cannibalization is likely in the longer term.1 While the company had made dramatic strides in expanding the range of products it offered, there were still many categories in which it participated little or not at all. Thus, a key element of enhancing selection was to constantly expand the range of