Marketing Analysis Amazon

Amazon stated its marketing approach in its 2011 annual report as “we direct customers to our websites primarily through a number of targeted online marketing channels, such as our associated program, sponsored search, portal advertising, email marketing campaigns, and other initiatives.”(Petro, 2017). Being the leader of the ecommerce industry, Amazon maintains that

Amazon’s rapidly changing and evolving innovations based to consumer needs and wants has been the base of their success. The company isn’t afraid to try new ideas but also isn’t afraid to drop and dismiss them if they’re not successful. These kind of reversible decisions are what have made Amazon so well-adjusted in the e- and m-commerce marketplace.

Being a Fortune 500 company, Amazon, started by Jeff Bezos in 1995, is the global leader in e-commerce. Amazon offers a wide variety of products, ranging from hardcover books to jewelry to electronics, as conveniently as possible to its customers (About Amazon, 2009). Although Amazon has begun to revolutionize retailing, the company’s competitive advantage and evolution has been put into question. The competitive advantage and evolution of Amazon can be analyzed by determining if the company if moving away from its core competency as a leading online retailer, presenting areas where Amazon is competing with Google and Microsoft, addressing the company’s databases and its uses, and describing how Amazon uses e-Business and e-Commerce for

Amazon's primary value chain includes purchasing/sourcing, marketing, distribution and after-sales services, The lunched of Amazon.com in July of 1995 was the creation of a new and bold way of doing business on the Internet. Amazon.com forced the traditional physical world brick and mortar retailer in the book industry to change the way they target the industry's consumers and then epitomized Business-2-Consumer e-retailing. Although, Amazon.com started as an online bookstore,

Amazon’s Core Competencies 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.

Case Study MG495 TO: Jeff Bezos, Founder & CEO, Amazon.com DATE: 04/06/08 SUBJECT: Amazon.com Analysis EXECUTIVE SUMMARY Amazon.com was founded as an online bookstore in July, 1995 and went public in May 1997. In June, 1998 Amazon.com launched its music store. Since then Amazon.com has become the most prominent Internet retailer. Over time Amazon.com has added several products including electronics, health and beauty products, house wares, kitchenware’s, music, tools, toys, videos, and several services such as auctions, 1-Click ordering, and zShops. Amazon.com has expanded nationally and internationally and now operates several customer service and distribution centers in the United States and international web sites that

Neil Irwin of The New York Times writes of Amazon: “The online retailer is on a collision course with Walmart to try to be the predominant seller of pretty much everything you buy. Each one is trying to become more like the other — Walmart by investing heavily in technology, Amazon by opening physical bookstores and now buying physical supermarkets.” Something similar, says Irwin, is happening in “nearly every major industry,” benefiting “the biggest and best-run organizations, to the detriment of upstarts and second-fiddle players.”

The story of Amazon.com is a marvelous successful one. A company ́s biography which since the foundation in 19941 (followed by webpage launch one year later in 19952) became the world’s market leader in e-tailing by fully focusing on customer satisfaction and consequently aligning all organization activities, such as for example corporate strategy as well as technological portfolio, towards the consumer needs.

Amazon.com has successfully managed to make its customers to feel that anything they could possibly want could be found on their website. Additionally, its products are marketed at a competitive price. Another important factor is their speedy delivery with their usage of UPS and FedEx (United States) and Royal Mail (United Kingdom). The company also caters for people that prefer online shopping with extra services such as Amazon Prime - a service with a yearly payment, customers are eligible for free next day delivery. Even though Amazon.com is known to be an online seller of most things, it still excels in its original market of book selling. Evidence of such is

The Mission and Vision Statement of Amazon.com: Amazon.com has had a In 2002 Amazon launched a web services platform. Perhaps it was risky for a young company that had only reached profitability in that same year to invest its innovation resources in new business models rather than stick to its core, but within five years the site used by Amazon 's web-services platform had grown into the seventh-largest in the world. And Amazon kept going. In late 2007, it set up Lab126, whose first product, the Kindle e-book reader, came to market wrapped in a business model not only foreign to Amazon 's DNA but also potentially disruptive to the entire publishing industry. To launch this high-margin, product-based offering, Amazon had to become an original equipment manufacturer (OEM). It wrapped this technology in a seamlessly integrated iTunes-type digital media platform that combined both transaction- and subscription-based content delivery. It partnered with content producers in innovative ways and created an open back-end that allowed independent publishers to generate new content for the Kindle. In its first year, Amazon sold an estimated 500,000 Kindle. Amazon has greatly expanded the market for e-books and positioned itself for success not only in this market but in newspaper and periodical distribution as well. Amazon at its roots is built to transform. When it finds opportunities to serve new customers, or existing customers in new ways, it conceives and builds new business models to exploit them. Amazon has

Abstract: Amazon.com is an On-line retailer of, originally, books. The company was established as a micro enterprise in the US in 1994. Since then it has enjoyed rapid expansion in all aspects of its operations, including business turnover, and a spectacular rise in share value since public floatation in 1997.

Introduction Amazon and Ebay are two well-known brands of online shopping sites. They have evolved and grown from small firms to the giants of e-commerce today. In this essay, a comparison would be made between the two firms.

Sonal Sharma Strategies for Competitive Advantage Amazon, Inc. 1. Amazon faces threats from new entrants. It’s extensive exploitation of the economies of scale makes it difficult for new entrants to cross the barrier. It is nearly impossible to compete on the Amazon’s size and momentum, however, it is possible for new entrants to enter through a different angle. For instance, potential entrants may become more creative and innovative. New entrants can diversify their markets so that they could be unique in the industry and attract certain customers. These customers may gravitate to other websites and as a result, Amazon can lose business.

Amazon¡¦s idea of selling books online on such a grand scale, though, has brought online retailing to a new level. Following is a look at Amazon¡¦s online retail process and how information systems played a role in the overall process.

Executive Summary 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.