Business Value of Amazon e-business

Résumé du document

In a world where anyone can purchase just about anything online, it can be difficult to start and maintain a business selling online goods. Media such as CDs, books, and movies are common ware being sold on the Internet. Over the last decade, online stores have come and gone so often, that many people scoff at their inception. However, Amazon.com is not such a company. It is one of the largest online sellers of media in the world, and has expanded its selections to include clothing, beauty products, house wares, and thousands of other items. Like eBay, Amazon.com was born in 1995. The name reflected the vision of Jeff Bezos, to create a large scale phenomenon like the Amazon River. By 2005 Amazon was a global brand with other 41 million active customer's accounts and order fulfillment to more than 200 countries. Amazon.com, which went online in 1995, was the first company to understand the fundamental basics of e-commerce, and who skillfully used the evolutions in the Internet landscape and composition to its advantage, by constantly adapting to the market.

Extraits

[...] This redesign addressed the growth of categories by highlighting certain and providing an easy means for users to access the rest. When the personal stores concept was introduced, the site again went to a single row of tabs, adding a more stores” link to keep the number of tabs in check. This system began to fall short when the company continued adding categories and needed to promote the addition of new ones. Tabs moved in and out of the top-level navigation based on company promotions and user behavior. [...]

[...] The Amazon.com business model was built around a number of components. These included technology delivery, continual customer innovation, vast product and services options, and global expansion. Two core competencies that have permitted the ability of the company to succeed in its product and service delivery have been: Technology that attained a critical mass in its infrastructure cost. Providing additional product ranges or services became increasingly less expensive. A flexible response to its product and service mix that enabled Amazon.com to move quickly into new directions and seize market opportunities. [...]

[...] This strategy takes one of the two earlier strategies and applies it to a niche within the market. Amazon.com focuses on outstanding customer service as a niche but not the whole market because each niche has its own demand and requirement. But it's also important to note that values also plays an important role in Amazon.com's succeeding. value is like a goal and forms an ongoing objective”. Amazon.com's values and philosophy are at the center of the organization and this is often this point which determines the difference between the success and the failure of an enterprise. [...]

[...] One-Click also allows customers to view their order status and make changes on orders that have not yet entered the shipping process. In an electronic environment such as the Web, the adoption of advanced technologies may build sustainable advantages, such as brand name recognition. Early and successful adoption of Web technology has made Amazon household names. Conclusion Amazon.com, a Fortune 500 company based in Seattle, opened on the World Wide Web in July 1995 and today offers Earth's Biggest Selection. [...]

[...] The number one supplier, Barnes & Noble, had only about one-tenth of market share and no online presence. But as it had moved into new product lines, it had found itself up against dominant players in their markets, either offline, online or both. Amazon.com has created the perfect association between business and content. Not only does Amazon has some interesting content on its websites, its affiliates use content as a tool to create demand for almost everything that it sells and that's certainly the reason why the model success. [...]