Amazon Strategic Plan
What began as a web-based retailing book sales site company in 1995 with revenues of $511,000, has grown into "the world's largest online retailer and one of the nation's biggest book sellers (New York Times. May 20, 2011), and is considered "one of the iconic companies of the Internet era" (New York Times. May 20, 2011). The company has blossomed not only because of the vision of founder Jeff Bezos, but a commitment to sound strategic planning which "perfectly aligns the long-term interests of shareholders with the interests of customers" (Amazon.com. Shareholder Letter. 2010).
Amazon.com occupies the number one spot in the internet services and retail industry with revenues of 34.2 billion in 2010 (CNNMoney. 2011). Amazon's main rivals include Google, E-Bay, Yahoo and Microsoft. The company has transformed itself dramatically from its inception as a publically traded company in 1997 with a focus on e-retailing books. The late 1990's and into the early 2000's saw the company emerge as the world's largest e-commerce retailer for a myriad of product lines and "easily shippable consumer goods" (Johnson, M. April 12, 2010). Over the last decade the organization has diversified its offerings to include "cloud computing services, Kindle e-books and readers, and now, mobile applications" (Huang, G. February 25, 2010). From a strategic planning vantage point amazon's model is built around...
Amazon.com A Strategic Assessment of Amazons' e-Strategies Amazon's remarkable ascent as one of the top online global retailers can be attributed to the foresight they had in creating a comprehensive distributed order management, Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and e-commerce series of systems. The many other e-commerce sites that rose quickly with massive infusions of venture capital just as quick exited the market, flaming out due to a lack
Within four years it is anticipated at Amazon.com will, by capitalizing on their extensive it infrastructure, be able to manage the development of entirely new DRM approaches to profitably selling many forms of digital content from their many sites. Finally, with the extensive it infrastructure the company has today, the natural extension of their business model is into the area of Web Services. This projection of the Amazon.com business
Amazon is the largest internet-based company in America with headquarters located in Washington and Seattle in the United States. The company was founded in 1995 by Jeffrey Bezos and it started as online bookstores then diversified to selling videos, CDs, MP3 and DVDs. Today, Amazon offers about 4.7 million books, computer games, DVD and a wide variety of items of all kids. Ever since Bezos opened the doors of Amazon,
Amazon v. Borders Borders Group filed for bankruptcy protection in early 2011 (Wahba, 2011) and began liquidating its assets in July of the same year (Khouri, 2011). The company was founded in 1971 and operated an expanding network of stores until 1992 when the group was bought by Kmart and later merged with Waldenbooks. The combined entity was spun off with an IPO in 1995. Flush with capital, by 1997 the
Some online retailers will adjust their margins so low that the only money to be made is from the phone contract, not the actual hardware. For Radio Shack to compete using its current model of neighborhood expertise it must push that idea- expertise. In order to ensure this to the degree necessary in the competitive market, it must incentivize its retail sales force so that they not only work
Amazon.com: Technology and Market Share Much of what drives Amazon is technology. As it states in its mission statement, Amazon sees that their "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 (Amazon.com 2011)." This tradition is taking another step into the future with the advent and development of Kindle. This new
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