B2A05 410005105 連芯 Amazon.com Questions 1. How would you contrast Amazon’s business design with that of Barnes & Noble before Barns & Noble went online? Barnes & Noble is a traditional style library and Amazon.com is in another league. Amazon.com is fast accurant trusted with a lot to offer. Barnes & Noble is for the folks who love the smell of books.
More and more business relies on information technology because the manager of these businesses realizes the big difference between the traditional model and the new model. Amazon is a good example. When Amazon’s founder saw the opportunity to change the way people buy books, using the big power of IT, he made a successful move and expanded Amazon.com, making it a comprehensive online shopping website. This article will show how supply chain management and customer relationship management works in Amazon.com and how they affect Amazon.com to get big success. Company Overview Amazon.com, Inc. is an American multinational electronic commerce company.
Amazon focuses on convenience, selection range, and price. “We seek to offer the Earth's Biggest Selection and to be the Earth's most customer-centric company, where customers can find and discover anything they may want to buy online”. In addition to the direct retailing services, Amazon allows other small and medium sized businesses to sell their products through the company’s websites. The customers and business are able to complete their orders and transactions in Amazon’s websites. Other individuals such as authors, musicians, and filmmakers are also able to sell their products using the same platform.
According to Rainer & Turban (2008), “By 2007, Amazon had spent 12 years and some $2 billion building the infrastructure of its online store, which is among the biggest and most reliable in the world.” However, Amazon does not use but a small amount of its processing capacity at any one-time so the company decided to provide a series of computing, storage, and other services that make its infrastructure available to companies and individuals to help them run the technical and logistical parts of their businesses (Rainer & Turban, 2008). The three services are Simple Storage Service (S3), the Elastic Compute Cloud (EC2), and the Mechanical Turk. However, competition is steadily increasing with other Web sites such as Google and Microsoft for it to become the preferred first stop on the Web (Rainer & Turban, 2008). MySpace and YouTube, websites owned by Google, have become prime places for many people to gather online
Yes, searching for correct information is like trying to find a needle in a haystack. The search engine Google is full of limitless information, as well as misinformation. Even when you believe you have found a proper website that seems like a reliable source, it is almost impossible to find out who the author is or any references. The libraries of the 19th century were more efficient, however, they did have limits. We did not have the access to all those libraries in other countries, or access to information that was not published.
Amazon is global, it was an original .com within the last ten years it has devolved a consumer data base it has been one of the first online retailers. Amazon stated with books and ventured to now include electronic, toys, games, do it yourself and more. Weaknesses- with the addition of Amazons new category's, it could risk its brand status. Amazon is number one retailer for books. With their venture with new product category's they stand the chance of confusing customers while endangering band name.
However, a successful company like Amazon.com also has its own actual problems. What is the actual problem? Since the 1990s the company has invested heavily to quickly develop the best-in-class retailing, fulfillment, and customer service capabilities required to support its rapidly growing and increasingly complex business. During 1998 and 1999, Amazon.com spent over $429 million to build a state-of-the-art digital business infrastructure and operations that linked nine distribution centers and six customer service centers located across the United States and in Europe and Asia. However in late 1999 this distribution infrastructure provided 70 percent to 80 percent overcapacity.
Hundreds of thousands of people who put time and effort into selling goods on eBay do not work for the company. Also, a great portion of eBay revenue comes from direct advertising on the site, as well as end-to-end providers, whose services increase the ease and speed of eBay transactions. Acquisition of PayPal, additional transaction – based fee revenue. eBay`s strategy focuses on expansion in geography and scope and on continuing innovation to enhance the variety and appeal of products on its sites. eBay has taken its model to numerous foreign markets and been successful.
Accessibility – Accessibility of a hardcover book depends on the specific book, as some books are out of print and more difficult to access. The Kindle offers books from the vast Amazon selection of 90,000 e-books, including many books that are currently out of print. Resilience – The traditional book can
E -BUSINESS The founder of amazon.com studied the book market before choosing it as a starting place for amazon.com, but more importantly was his understanding of internet and willingness to invest in the latest internet technology to make shopping online faster, easier and more personally rewarding. Jeff Bezoz saw an opportunity that other booksellers couldn’t see, as observed in Business week “ what Bezoz understood before mostly was the ability of the web to connect almost anyone with any product , meant that he could do things that couldn’t be done in the physical world, such as selling 3 million books in a single store”. In a nut shell, Amazon.com gained the first mover advantage CONTINOUS INNOVATION Another success factor for amazon.com is the company’s ability to innovate. The words of saunders said that Amazon.com is “technology company” aside being a retail company. Bezoz knows that there are no sustainable technological advantages and it has to be an ongoing strategy.