Amazon Case Study

Brief summary of the firm, officers, industry, and location Problem identification: major problems to be resolved-use the 4ps model Swot Analysis: strengths: weakness: opportunities: threats Alternatives: strategic choices-solutions to the problems identified Analysis of alternatives: cost/benefit analysis of the solutions. Recommendation: best/optimal solution based on the cost/benefit analysis 1. Introduction Amazon began in 1994 created by Jeffrey Bezos a computer science and electrical engineering graduate from Princeton University.

Amazon was created to be an online bookstore that would be customer friendly, be easy to navigate, provide buying advice, and offer the broadcast possible selection of books at low prices and submit product reviews.

Bezo operated from his garage in Seattle. Bezo launched his online venture in 1995 with 7 million in borrowed capital. Because Amazon was one of the first major Internet or dot com retailers, it received a huge amount of free national publicity, and the new venture quickly attracted more and more book buyers. Amazon has a 200,000-square-foot warehouse and distribution center.

Amazon employed a relatively small number of workers about 2500 worldwide. Amazon employees own over 10% of their company, a factor behind Amazon. com’s rapid growth. Amazon has pizza teams that are given considerable autonomy to develop their ideas and experiment without interference from managers. Those pizza teams come up with most of the innovation. 2. Problem identification Product- Amazon has a customer review section on its website so that a customer may display any problems that he or she has sustained with the Amazon product purchased. However maintaining the physical infrastructure to to obtain supplies of books from book publishers and then to stock, package, and ship the books to customers were much higher than anticipated.

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Price- Amazon was at a competitive advantage with their low prices  Maintaining the physical side of amazon’s value chain was the source of the greatest proportion of its operating cost, which was draining profitability even though Amazon was at a competitive advantage with their low prices.