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. [...]
[...] (2001). E-Commerce: Fundamentals and Applications. New York: John Wiley & Sons. Retrieved March from Questia database: http://www.questia.com/PM.qst?a=o&d=113411326 Dysart, J. (2002). Click-Through Customers. ABA Banking Journal, 36+. Retrieved March from Questia database: http://www.questia.com/PM.qst?a=o&d=5000733661 Jenkins, H. W. (2003). The New Economy's Sore Losers. 21+. Retrieved March from Questia database: http://www.questia.com/PM.qst?a=o&d=5002439912 Mcquade, S., Waitman, R., Zeisser, M., & Kierzkowski, A. (1996). Marketing to the Digital Consumer. The McKinsey Quarterly, Retrieved March from Questia database: http://www.questia.com/PM.qst?a=o&d=5000463761 Merrilees, B. (2001). Do Traditional Strategic Concepts Apply in the Marketing Context?. [...]
[...] It becomes more difficult to compete as more firms enter. Conventional retail has low entry and exit barriers and they get low, stable returns. Amazon has high entry and exit barriers with the chance for higher but risky returns. Porter's five forces help show that e-tailing is more attractive—but some of Amazon's strengths are not undefeatable in the long run. Additional saturation may create a similar dynamic online as was once found in brick-and-mortar stores. SWOT Analysis Strengths: Amazon makes profits. [...]
[...] Over time, the advantageous elements have made buyers less sensitive in terms of price. Shopping Amazon takes less energy and time as long as the consumer is willing to wait for the product. Amazon no longer has an "extraordinary share price" (Jenkins, 2003), but, when compared to brick and mortar shops, the locked in effects weaken the previously diminished buyer bargaining power. Amazon got to the top by substituting e-retail for traditional retail. Amazon offered a means and source of obtaining books that had not existed. [...]
[...] Addressing this missed opportunity would allow books in a particular section to have DVDs or other product categories available. Subtle changes in layout that rearranged pre-existing content could generate longer shopping experiences. The gardening area should be tinted green. Themed areas for religious observances have been used, but would benefit from further design changes that show worshipper-specific iconography. In short, becoming hundreds of personalized stores could generate increases in the average transactions. "But the strength of Amazon.com is not only in the order creation and order submission process. [...]
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