Amazon.com: Case study
- Mission statement & company social responsibility
- Company stakeholders
- Analysis of remote external environment
- SWOT analysis of Amazon.com
- Short-term strategic recommendations
Amazon.com (AMZN) does not publish a public or known official mission statement, yet the company's mission and goals can be revealed by examining the concepts of Jeff Bezos, Amazon's founder and CEO. Bezos has stated that the strategy at Amazon.com is to provide the customer with the best possible shopping experience, with the goal of building the world's most customer-centered corporation in existence along with the ability to leverage technology and knowledge, thereby providing the best shopping experiences on the net. Amazon is achieving those goals. It the largest online retailer by most measures and appears deeply committed to all forms of online selling.
In today's era of greater awareness toward social responsibility, Amazon has internal and external responsibilities that the company must address. Internal issues Amazon faces are: having safe working conditions and equal opportunities for employees, developing their staff, following all regulations and protecting the privacy of customers. External issues are: releasing financial statements, following ethical guidelines in dealing with suppliers and lenders, being cognizant of social responsibility in their interactions with all stakeholders, and also being eco-conscious with their packaging materials.
[...] Kundu, 2002), employees, product and supply providers, shareholders and the many internationally diverse communities that Amazon serves. Shareholders own Amazon.com. They reap their investment in the corporation through increasing of Amazon's earnings, dividends and also appreciation of the stock price. Other stakeholders include lenders who work with Amazon in the name of profit from their lended funds and also product suppliers who enter the relationship to make sure their products are available and their goods paid for when their invoices come due. [...]
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[...] Beating its competition means coping with being the biggest player in the entire retail field and keeping profit margins as possible to keep others out of the markets. Porter's five forces (Porter, 1980; Porter 1985) show that the Internet is more cost-effective than traditional brick-and-mortar retailing in many ways. Niches for new organizations formed along with the internet as the distance between specialty retail and customers shortened. Using the five factors, Amazon evidences an ability to rise above traditional retail, which has substantial implications for long-term strategies for the online giant. [...]