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This essay sheds light on Amazon's organizational environment, stakeholders, business culture, organizational structure, strategies, and value providers. The ample factors of Amazon's organizational environment play a paramount role in Amazon's profound success and unprecedented profitability as a multibillion dollar e-commerce company. "Amazon's key stakeholders are Amazon's investors, employees, directors, owners (shareholders), customers, associates, third party sellers, and the community from which the business draws its resources" ("stakeholder," n.d.). Amazon benefits their stakeholders in a myriad of different ways, such as by having created a slew of stable jobs for Amazon's employees, third party sellers, associates, and suppliers. Also, Amazon benefits communities by giving consumers the opportunity to conveniently purchase from millions of items from the comfort of their own homes twenty-four-seven for lower prices than competitors products. "For the most part, the value of Amazon's stock keeps consistently increasing" ("Amazon.com, inc. (nasdaq: amzn)," 2012). "Amazon intends to retain all future earnings to finance future growth and, therefore, does not anticipate paying any cash dividends in the foreseeable future" ("Faqs," n.d.). As a low cost leader, Amazon holds a significant amount of the market share throughout an exorbitant amount of markets, is set up to run cost-effectively, and heavily invests in research and development efforts to bolster long term financial growth. Amazon's business culture can be defined as a role culture. "A role culture is a culture with a rule of law with clear responsibility and reward system that provides stability, justice, and efficiency" ("Business culture," n.d.). "Amazon's vision is to be the Earth's most customer oriented company. This business model of Amazon.com is based on retaining customers for a considerable number of years -- twelve years by some analysts' forecasts -- in order to develop deep, continuing relationships that will justify the company's heavy investment in its' site" (Weinstein, 2012, p. 33-195). One can conclude that Amazon's business culture seems to be a desirable environment for employees to work in since it punctuates the continual strive for long term growth and success. Amazon organizational structure is a decentralized organizational structure. "This means that the decision making power is distributed and the departments and divisions may have different degrees of independence" ("organizational structure," n.d.). The distribution of power allows Amazon's individual departments to operate more efficaciously without being as greatly encumbered by corporate bureaucracy as they otherwise would if they were a centralized organization. Amazon utilizes a myriad of strategies to enhance and streamline their consumer's shopping experience which ultimately allows them to retain the lifetime value of their consumers. Amazon implements a product differentiation strategy to create more innovative products. Amazon also continues to exhibit a low cost leadership strategy. Furthermore, Amazon offers their consumers excellent customer service, recommends products to their individual consumers based on product recommendation algorithms, offers promotional items for pre-ordering their products, offers free shipping for orders above the twenty five dollar threshold, offers fulfillment and distribution services to third party sellers, and Amazon generates sales revenue from the sales of third party sellers on their website. Amazon also generates substantial sales revenue from authors who publish their eBooks and physical books on their platform. Amazon is also very easy to navigate through, has meticulous product descriptions, has insightful customer reviews, and simplifies the buying experience into being parred down to only a few clicks. Furthermore, Amazon is open twenty-four-seven which augments the level of convenience associated with purchasing products
Please note: This is a companion version & not the original book. Sample Book Insights: #1 When Bezos started Amazon, he worked at a Wall Street firm famous for its quantitative trading methods. In 1994, he was appointed to lead the effort to study potential business opportunities that could be created by the Internet. #2 When Bezos started Amazon, he knew that the Internet would change customers’ shopping experience in a fundamental way. He envisioned that one day, Amazon could achieve the ultimate in personalization: a different version of the website for each customer based on the patterns and preferences derived from their previous shopping records. #3 Bezos’s focus on the customer was the basis of Amazon’s rapid growth. He believed that our consumer franchise is our most valuable asset. Amazon launched Prime in 2005, a $79 annual membership fee for free two-day shipping. As of December 31, 2018, Amazon had more than 100 million prime members around the world. #4 A first-party selling business is a store, and does not qualify as a platform. A platform engages multiple parties, facilitates complicated transactions and interactions with multiple products and services, and creates value for all parties involved.
Seminar paper in the subject Business economics - Trade and Distribution, , language: English, abstract: Amazon is one of the leading E-commerce multinational with a vast clientele and customer base. Amazon utilizes specialized information systems in its business processes to attain competitive advantage through improved efficiency in the collection, storage, and analytics of their customers’ personal information. This study seeks to assess the management information systems implemented by Amazon and how they influence its business process analysis through data acquisition and management in its value chain. A detailed description of the information systems in terms of interoperability with different devices, analysis of how it improves business processes to promote competitive advantage, the opportunities and risks of implementing the business information systems, and the issues in the general implementation of the systems in decentralizing the decision-making processes will be the key focus of this paper.
'Amazon Unbound' is an unvarnished picture of Amazon's unprecedented growth and its billionaire founder, Jeff Bezos, revealing the most important business story of our time. From the author of 'The Everything Store'.
Essay from the year 2019 in the subject Business economics - Supply, Production, Logistics, grade: B, , language: English, abstract: To what extent is Amazon’s success based on their supply chain management? Amazon.com, Inc. is an American internet company which started as an online bookstore and was founded 24 years ago on July 5th 1994 by Jeff Bezos under the name Cadabra. The name was changed quickly in 1995 to its current name. The hugely successful tech giant, which was founded in a primitive garage in Seattle, now has a market cap of over US$1 trillion and is therefore the second most valuable public company in the world behind just Apple. It has even more impressive facts to offer such as being the largest Internet retailer in the world and second largest employer in the United states after Walmart or being the fastest company ever to reach $100billion in sales revenue within one year, taking only 20 years. At the end of 2018 Amazon had 647.500 employees, mainly thanks to its sprawling logistics network, and in the second quartile of 2018 it reported an impressive net income of $2.5 billion with the revenue being $52.9 billion.
In Amazon: Managing Extraordinary Success in 5-D Value, Benjamin Wall offers structured insights into strategically managing value in the key relationships to customers, personnel, business partners, and investors in order to improve value management at any company. The extraordinary success of Amazon is due to market-leading strength in three “dimensions” of value: owning the mightiest supply chain to deliver fastest and cheapest the broadest range of products, enhancing what customers and business partners are doing when using the website / online ecosystem, and knowing how to implement the optimal terms and conditions in the after-sales customer experience. Wall takes a look at the unique managerial skill of Amazon and how each of these organizational areas operates externally and internally according to a separate business logic based on a dimension of value. In an original examination, Wall systematically evaluates Amazon by categorizing and connecting its external and internal success factors to dimensions of value. Each “score” on an external success factor is linked to an internal success factor in managing processes, organizational culture, and the business model, so that managers and leaders can enhance their own internal success factors and move towards the same successful external factors. Amazon looks to the future where the near-term promise of the company is evaluated to be in the development from online to omnichannel retail, including the sale of services, by reviving out of Amazon’s past the fourth dimension of value: feeling how to integrate value. The long-term potential of Amazon is set in the context of a sustainable future for retail, based on trends arising today in meaning across multiple communities, which is the emerging fifth dimension of value. Amazon is projected to operate in this value dimension again as a disruptor, and with Wall’s help, managers and leaders can reach for the same kind of success.
The must-read summary of John Rossman's book: "The Amazon Way: 14 Leadership Principles Behind the World’s Most Disruptive Company". This complete summary of the ideas from John Rossman's book "The Amazon Way" reveals the leadership ‘secrets’ behind one of the biggest companies in the world. These fourteen leadership principles include obsessing over the customer, thinking big and always insisting on the highest standards. These expectations are applied to all decision-making processes in the business and are used every day by every employee. Added-value of this summary: • Save time • Find out the leadership ‘secrets’ that guide decision-making at Amazon • Implement these principles in your own business to drive success To learn more, read “The Amazon Way” and find out how you can follow the leadership principles used every day in this global company!
“Reading this book is like having Jeff Bezos advise me.” —Eric Martinez, Founder and CEO of Modjoul The former Amazon executive who launched and scaled Amazon Marketplace delivers the ultimate playbook on how to “think like Amazon” and succeed in the digital age. “What would Jeff do?” Since leaving Amazon to advise start-ups and corporations, John Rossman has been asked this question countless times by executives who want to know “the secret” behind Amazon’s historic success. In this step-by-step guide, he provides 50 1⁄2 answers drawn from his experience as an Amazon executive—and shows today’s business leaders how to think like Amazon, strategize like Bezos, and beat the competition like nobody’s business. Learn how to: •Move forward to get back to Day 1—and change the status quo. •Become a platform company—with the right platform strategy. •Create customer obsession—and grant your customers superpowers. •Experiment, fail, rinse, and repeat. •Decentralize your way to digital greatness. •Master the magic of small autonomous teams. •Avoid the trap of past positions. •Make better and faster decisions. •Use metrics to create a culture of accountability and innovation •Use AI and the Internet of Things to reinvent customer experiences. In addition to these targeted strategies, you’ll receive a rare inside glimpse into how Jeff Bezos and Amazon take a remarkably consistent approach to innovate, explore new markets, and spark new growth. You’ll understand the unique mindset and inner workings that drive Amazon’s operational excellence, from its ground-up approach to new digital markets to its out-of-the-box attitudes on innovation. Along the way, you’ll learn specific game-changing strategies that made Amazon stand out in a crowded digital world. These include actionable ideas that you can use to transform your culture, expand your business into digital, and become the kind of platform company that customers obsess over. Rossman also offers invaluable insights into the latest technologies, e-commerce marketing, online culture, and IoT disruptions that only an Amazon insider would know. If you want to compete and win in the digital era, you have to Think Like Amazon.