| Papers [1-14] of 91 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "AMAZON": |
|
|
Amazon.com, 2008.
An evaluation and critique of Amazon.com's business models and a look at the implication of Wal-Mart acquiring Amazon.com.
4,368 words (approx. 17.5 pages), 21 sources, APA, £ 79.95
»
Click here to show/hide summary
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."
| |
|
E-commerce and Amazon.com, 1999.
An analysis of Amazon.com's business model and future prospects.
3,652 words (approx. 14.6 pages), 7 sources, MLA, £ 70.95
»
Click here to show/hide summary
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."
| |
|
Amazon.com, 2008.
An overview of the reasons for the success of Amazon.com and the challenges it faces in the future.
2,340 words (approx. 9.4 pages), 12 sources, MLA, £ 49.95
»
Click here to show/hide summary
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."
| |
|
Amazon.com, 2004.
An extensive analysis of the corporate strategy for the popular online book store, Amazon.com.
5,584 words (approx. 22.3 pages), 21 sources, MLA, £ 93.95
»
Click here to show/hide summary
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. "
| |
|
Amazon.com, 2005.
This paper analyzes the profitability of Amazon.com.
1,960 words (approx. 7.8 pages), 9 sources, APA, £ 43.95
»
Click here to show/hide summary
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? ."
| |
|
Amazon.com, 2006.
An overview of Amazon.com's financial and market performance and how its business strategy has slowly evolved.
1,125 words (approx. 4.5 pages), 3 sources, £ 30.95
»
Click here to show/hide summary
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."
| |
|
Amazon and Supply Chain Management, 2006.
This paper is a synopsis of supply chain management and global leadership of the Amazon Company.
2,236 words (approx. 8.9 pages), 8 sources, MLA, £ 48.95
»
Click here to show/hide summary
Abstract
This article contains a brief history of the Amazon Company, as one of the world's leading retail suppliers of more than 18 million different products. The paper looks at the supply chain efficiency of the vompany. The writer discusses the importance of supply chain management in an international environment and maintains that networking is an essential component of the supply chain management process at Amazon. The writer also discusses the aspects of customer service and Internet technology with regards to supply chain management. In this paper, the writer shows how supply chain management contributes to the success of Amazon.
From the Paper
"Many have described supply chain management as both an art and a science (Wheatley, 2000). Supply chain management is indeed a fine art that customers and organizations can come to appreciate over time. It is also a science, that when properly understood gain result in substantial profits and competitive advantage. Supply chain management involved planning, sourcing, creating and delivering optimal goods and services to a companies target customer base.
Global companies now realize that to succeed in an increasingly competitive retail environment they must if nothing else improve their supply chain processes."
| |
|
Amazon.com, 2003.
A case study of the online bookstore Amazon.com.
5,019 words (approx. 20.1 pages), 22 sources, MLA, £ 87.95
»
Click here to show/hide summary
Abstract
This paper provides an insight into Amazon.com, which began operations in July 1995 in Seattle, Washington and which is now a Fortune 500 company and one of the web's largest Internet retail stores. It looks at how Amazon?s principal activity is the sale of books, music, DVD?s, CD?s, videos, consumer electronics, toys, cameras and photography items and how the company also engages in the retail of software, computer and video games, tools and hardware, lawn and patio items, kitchen products and wireless products through the most widely known and cited commerce sites on the web.
Outline
Description of Amazon
Competition
Industry Overview
Economic Value Added
Pricing Strategy
Market Potential
Cost Considerations
Master Budget
Activity-based Management Issues
Risks
Rewards
Quantitative Conclusions
Barriers to Implementation
Pitfalls
Recommendations and other Considerations
References
From the Paper
"Pricing is a powerful lever for increasing profit and revenue. Good pricing involves costs, competition, and customers. When deciding to set prices, it often involves a gamble of the unknown. Pricing is a marketing tool about customers, not cost. Knowing the measurements of costs are useful to decide what customers are most at risk or what types of product to offer or eliminate. To maximize short-term profits Amazon should try to obtain as much money out of sales of the product as possible, even though fewer customers may make a purchase. To gain market share over the long-term Amazon may have to lower the price on some of their products."
| |
|
Amazon.com and Wal-Mart, 2007.
A discussion of how the Amazon.com and Wal-Mart information systems revolutionized their respective industries.
1,958 words (approx. 7.8 pages), 7 sources, MLA, £ 43.95
»
Click here to show/hide summary
Abstract
The paper discusses how both Amazon.com and Wal-Mart have played a pivotal role in the development of their respective industries, making a significant impact on the broader culture as a result. The paper evaluates how Amazon.com revolutionized online ordering and examines how Wal-Mart is revolutionizing retailing and supply chain management. The paper demonstrates how Wal-Mart is defining supply chain best practices and includes a table that provides an analysis of how other supply chains compare to Wal-Mart globally.
Outline:
Executive Summary
How Amazon.com Revolutionized Online Ordering
Data Services
Application Services
Process Services
Summary
How Wal-Mart is Revolutionizing Retailing and Supply Chain Management
How Wal-Mart Is Defining Supply Chain Best Practices
From the Paper
"Amazon.com revolutionized online retailing by creating the first truly distributed order management system that had the ability to coordinate with supply chain systems that were designed for significantly larger orders. In many discussions over the years, Jeff Bezos, founder and CEO of Amazon.com, stated that the most critical aspect of the concept of selling books online was creating a robust enough order management system that could fulfil single copies first from Ingram Book Company's many warehouses, and later, from any of the warehouses in the company's network of distribution centers."
| |
|
Amazon, 2003.
Brief examination of the productivity problems facing Amazon.com
690 words (approx. 2.8 pages), 5 sources, APA, £ 16.95
»
Click here to show/hide summary
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 ..."
| |
|
Customer Value and Amazon.com, 2002.
The paper looks at the most effective ways to create customer value, using Amazon, the market leader in internet book sales, as a case study in point.
3,488 words (approx. 14.0 pages), 7 sources, MLA, £ 68.95
»
Click here to show/hide summary
Abstract
The paper analyzes Amazon's success and the way its competitive advantage is based on its superior customer value. The paper examines factors affecting Amazon's customer service in relation to the global business community, its competitors and the organization itself. The paper then considers four specific areas of customer value in depth: perceived image, perceived service quality, perceived product quality and perceived value-based price. In each of the areas, the paper provides specific guideline questions to determine if the company is successful in each area.
From the Paper
"Combining these results, it seems that Amazon scores highly on almost all aspects. This is not surprising since Amazon prides itself on customer service. The areas where Amazon did not score highly were based on treatment of employees and lack of means for personal contact between customers and the company. The problems with treatment of staff suggest that Amazon may focus too strongly on customer service and neglect the internal business. The lack of means for personal contact reflects a company that is basing itself on the capability of the Internet. Overall, this low scoring is not really viewed as a negative. Rather, it seems a good example of how Amazon is pioneering new things. While not everyone may be comfortable with online information retrieval rather than speaking to a real person, Amazon has recognized the value in this process. It is likely that as people adapt they will also appreciate the benefits. This is an example of necessary streamlining to ensure profitability in a tough global marketplace."
| |
|
Amazon and Target Compared, 2004.
Compares Amazon.com's Internet-based business to Target's bricks and mortar-based business.
678 words (approx. 2.7 pages), 2 sources, APA, £ 16.95
»
Click here to show/hide summary
Abstract
This paper compares and contrasts Amazon.com with Target by using a SWOT analysis of Amazon.com's Internet based business with Target's bricks and mortar-based business. The paper also looks at the impact of e-commerce on businesses today.
From the Paper
"Although the dot-com boom was forecast to cause a revolution in retailing with many analysts expecting a significant shift to so-called e-tailing, the new business model of having only an Internet presence without a physical brick and mortar presence has not come to dominate the American commercial market. Instead traditional retailers have added e-commerce to their business plans but have not abandoned their physical stores in most cases. Amazon com is a clear exception to this."
| |
|
Amazon Website Evaluation, 2005.
An evaluation of the Amazon website.
2,990 words (approx. 12.0 pages), 7 sources, APA, £ 71.95
»
Click here to show/hide summary
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 ..."
| |
|
Amazon.Com, 2005.
This paper reviews the business history of e-commerce giant Amazon.com..
1,800 words (approx. 7.2 pages), 5 sources, £ 49.95
»
Click here to show/hide summary
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."
|
|
|
