Our "most favorited" 2011 study revealing Amazon.com's strategies for dominating online retail has been updated to include analyses on all of the company's latest moves, and insights into where they may be going next.
Follow us on Twitter: @faberNovel
Inside view of Amazon brand analysis, this can help us understand why they are becoming a clear leader in Indian market.
This was presented in IIFT college by Ritesh Tando.
Snapdeal, Flipkart comparison is there. created by consultant with two years of indepth knowledge of the market.
Amazon's logo represents selling everything from A to Z and the smile customers experience shopping on Amazon.com. Founded in 1994, Amazon is a global e-commerce leader with over 28,000 employees and a wide range of products. The company's mission is to be the most customer-centric company and build a place for people to find anything they want to buy online.
Amazon was founded in 1994 by Jeff Bezos and has grown to become one of the largest online retailers. It utilizes a multi-level e-commerce strategy and virtuous cycle business model to offer customers convenience, wide selection, and competitive pricing. Through customer segmentation, personalized recommendations, and its large product catalog, Amazon provides a synergistic shopping experience that has helped it become a $14 billion retail business.
The document outlines an analysis of Amazon.com, including its history, current business segments, mission statements, internal and external audits identifying strengths, weaknesses, opportunities and threats, and competitive profiles. Goals for the next 3-4 years include launching an online gourmet food store, increasing marketing expenses to boost brand recognition, and promoting their new A9 search engine to compete with Yahoo and Google.
The document discusses strategies for developing content for websites. It provides examples of companies like Amazon and RealNetworks that have used different approaches. Amazon shifted from editor-created to user-generated content which includes customer reviews, lists and guides. This engaged customers and increased trust in product information. In contrast, RealNetworks' Rolling Stone Radio project failed due to lack of communication between teams and an unclear business model to support the bandwidth-intensive streaming media.
Amazon started as an online bookstore in 1994 and has since expanded into many product categories. It is now the world's largest online retailer. Amazon uses a variety of strategies to drive growth, such as expanding its third-party marketplace, growing its Prime membership program, pursuing acquisitions, and developing new services and devices. The company focuses heavily on customer service and building trust with consumers through features like customer reviews and 1-click ordering.
Amazon is the leading online retailer in the US with a 23% market share. It was founded in 1994 and is headquartered in Seattle. Amazon targets all demographics and offers a wide range of products with convenient online purchasing and competitive prices. It has successfully positioned itself as a global e-commerce company that allows customers to buy anything and have it delivered anywhere.
This document discusses Amazon's history and use of lean principles and tools. It provides an overview of Amazon's business as an e-commerce platform selling books, movies, TV shows and more. It describes Amazon's founding in 1994 and early growth through the 1990s. The document also outlines key lean principles like eliminating waste and continuous improvement. It notes Amazon uses lean tools like 5S, bottleneck analysis, and kaizen for continuous improvement. Areas for further improvement at Amazon include adding more filtering options, reducing clutter on product pages, and limiting advertising.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
The document summarizes information about Amazon, including how it started in 1994 and has become the world's largest online retailer. It discusses how Amazon has succeeded when other online companies failed by welcoming new products, offering a wide range of products and easy selling options for suppliers. The document also presents three case studies: how Amazon succeeded online, whether the Kindle will revolutionize the book industry, and what the future may hold for Amazon, including that cloud computing is a good direction for the company to grow.
Amazon is a global e-commerce leader founded in 1994 that has expanded beyond online retail to include services like Amazon Web Services. It has a mission to be earth's most customer-centric company and values of customer obsession, innovation, bias for action, ownership and high hiring standards. Amazon faces competition from other online and brick-and-mortar retailers and must continue innovating to maintain its competitive edge.
Amazon began as an online bookstore in 1994 and has since expanded to become the world's largest online retailer. It sells a wide range of products including books, electronics, apparel, and more. Amazon also offers services like Amazon Prime for shipping and Amazon Web Services for cloud computing. The company has built a large user base and generates revenue through various models including commissions from third-party sellers on its marketplace. Amazon's success is driven by its personalized recommendations, extensive product selection, and focus on customer experience.
Amazon started in 1995 selling books from Jeff Bezos' garage. By 2006 it had grown significantly, selling a variety of products from warehouses around the globe. Amazon has built powerful technology infrastructure to support its e-commerce business and personalize recommendations to customers based on purchase history. It sells almost any product imaginable and uses an affiliate program to expand its customer base. The "Long Tail" concept of selling less popular products is part of Amazon's success.
Amazon was founded in 1995 in Seattle as an online bookstore. It has since expanded to become the largest online retailer in the US, offering e-commerce and cloud computing services. Jeff Bezos serves as CEO and has instilled a culture of innovation, risk-taking, and long-term thinking. Amazon overcomes obstacles to innovation through encouraging new ideas, establishing an innovative environment, and having visionary leadership that supports continuous innovation. It identifies new opportunities by meeting consumer needs, considering necessary resources and market factors like location and pricing. Amazon's culture emphasizes a pioneering spirit, continuous learning, and giving employees opportunities to think big and create new things, though it also demands hard work with an emphasis on customer obsession over work-life
Amazon began as an online bookstore in 1994 and has since expanded into many other product categories like DVDs, music, electronics and cloud computing services. It is now the largest internet company in the US. Jeff Bezos started Amazon after leaving his job at a Wall Street firm and moving to Seattle. In addition to its retail business, Amazon also produces products like the Kindle e-reader, Fire tablets, and provides cloud computing services through Amazon Web Services. It has also acquired companies like IMDb, an online movie database, and grocery delivery service Amazon Fresh.
Amazon.com started as an online bookstore in 1994 and has since expanded to sell a wide variety of products online and offline. It has headquarters in Seattle and operates websites in many countries around the world. To strengthen its position in China, Amazon could pursue a market penetration strategy by further utilizing its existing investments and relationships with local merchants to offer more localized products to Chinese consumers. This would make use of Amazon's skills and reduce financial risks compared to entering a new market.
Amazon started as an online bookstore and has since expanded into many other product categories and business lines. It uses a business model of low prices, vast selection, and convenience for customers. The report analyzes Amazon's lines of business, business models, and e-commerce strategies. It finds that Amazon utilizes various intensive growth strategies like market development, market penetration, product development, and diversification. Its overarching generic strategy is cost leadership to offer competitive prices and gain market share.
Amazon was founded in 1994 by Jeff Bezos and began as an online bookstore, now having expanded into products such as the Kindle, Amazon Web Services, and Amazon Fresh. It has become the world's largest online retailer and in 2001 was the first to become profitable. Amazon continues to grow and introduce new products and services while maintaining a focus on customer obsession.
Amazon is an electronic commerce company launched in 1995 that deals in online shopping, web hosting, and content distribution. It employs over 132,000 people and is available in several languages including English, French, German, Spanish, Italian, Japanese, Chinese, and Brazilian Portuguese. Amazon utilizes different business models and strategies including search engine optimization, email marketing, content marketing, and affiliate marketing. Its backend operations are entirely Linux-based and include four software development centers and large data warehouses to support its global online operations.
The document provides an overview of Amazon's business model. It describes Amazon's mission, vision, values and core strategies. It outlines Amazon's three customer sets and how it captures attention through its website. It then details the evolution of Amazon's business model, including its expansion into ebooks/Kindle, diversification of revenue streams, and geographical growth. The document also examines Amazon's sales breakdown and international expansion. It concludes that Amazon has grown significantly by logically expanding its resources and channels.
Amazon operates a large global supply chain network to support its e-commerce business. It has around 50 warehouses globally, including 20 in the US, to store and fulfill customer orders. Amazon uses a mix of in-house inventory and third-party suppliers to stock products. It aims to deliver most items within one day of ordering to stay competitive. Amazon's supply chain is designed for cost-effectiveness and responsiveness to meet high customer service levels and the wide range of customer demand.
Case study on amazon.com's supply chain management practices | MBAtious
The case study provides an overview of Amazon.com's inventory management. Jeffrey Preston Bezos the founder of Amazon.com launched the company when he realized that Internet provided immense scope for online trading. Although the site was originally launched as an online bookstore it eventually offered several other products to keep abreast of the competition. The case study takes a look at the different products and features offered on the site. The case also discusses Amazon's value propositions and its criteria for choosing strategic partners.
This document provides an overview of Amazon.com including its history as an online bookstore founded in 1994 that has diversified into other products. It discusses Amazon's financial situation and products/services. A SWOT analysis identifies Amazon's strengths as the e-commerce leader with a large customer base and weaknesses as low profit margins. Opportunities include expanding into new markets like China and threats include competition. While Amazon's net earnings decreased in 2011 due to investments, its stock has increased 78.66% over 3 years making it judicious to buy shares for long-term profitability.
Which are the skills you need to develop your personal career in marketing? Which mix of skills does a business need to compete today? This research summary presented by Dave Chaffey at TFM2016 advises on the most sought-after skills.
This document outlines an assignment for a BTEC National Certificate in Business course. Students are asked to write a professional report on how internet marketing is used by ASOS, a large UK online fashion retailer. The report requires sections that: 1) introduce key internet marketing concepts and ASOS; 2) define internet marketing and provide examples; 3) discuss how internet marketing relates to business objectives and opportunities; 4) analyze benefits of internet marketing for customers; 5) explore opportunities it provides businesses; and 6) investigate challenges faced by businesses using internet marketing. Evidence of meeting pass, merit, and distinction criteria is required.
The AWS cloud computing platform has disrupted big data. Managing big data applications used to be for only well-funded research organizations and large corporations, but not any longer. Hear from Ben Butler, Big Data Solutions Marketing Manager for AWS, to learn how our customers are using big data services in the AWS cloud to innovate faster than ever before. Not only is AWS technology available to everyone, but it is self-service, on-demand, and featuring innovative technology and flexible pricing models at low cost with no commitments. Learn from customer success stories, as Ben shares real-world case studies describing the specific big data challenges being solved on AWS. We will conclude with a discussion around the tutorials, public datasets, test drives, and our grants program - all of the resources needed to get you started quickly.
Un profesor universitario desafió a sus estudiantes a debatir si Dios creó todo, incluyendo el mal. Un estudiante llamado Albert Einstein defendió que el mal, el frío y la oscuridad no existen por sí mismos, sino que son una ausencia de Dios, calor y luz respectivamente. El profesor no pudo refutar los argumentos lógicos de Einstein y se quedó sin palabras.
Overview of REST web service concepts (Representational State Transfer).
REST is a radically different approach for web services compared to the combo SOAP/WSDL.
REST defines an architectural style for web applications and web services.
REST makes heavy use of the underlying HTTP protocol.
REST itself is not a protocol but defines architectural principles based on the concept of addressable resources and a uniform access to these resources based on the well-known HTTP-methods GET, POST, PUT and DELETE.
The state of a client (web service consumer) is controlled by the REST web service through connected links between resources (resource oriented architecture). The client state however is stored on the client itself thus greatly increasing scalability of REST-based architectures.
The REST paradigm has mostly superseded SOAP / WSDL type web services in many enterprise applications. This is largely owed to the fact that the underlying HTTP protocol is well understood and proved its scalability in the WWW.
The document provides an overview of Representational State Transfer (REST), which is an architectural style for building distributed systems. It describes REST as a set of constraints or rules for designing web services, rather than a standard or framework. The key constraints outlined in the document include using a client-server model, being stateless, cacheable responses, a uniform interface, layered system, and code on demand. The document focuses on explaining the uniform interface constraint and its requirements around resource identification, manipulation through representations, self-descriptive messages, and hypermedia as the engine of application state.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain. By leveraging the advantages of digital, Amazon has built the world's largest online marketplace with over 137 million customers worldwide.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital allows Amazon to offer an exhaustive selection across many categories without physical space constraints. Starting with books, Amazon has expanded into 16 main categories.
2. Boosting customer care - Digital enables Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term market share and revenue growth.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and cash flow. By leveraging the advantages of digital, Amazon has established itself as the dominant online retailer worldwide.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain. By leveraging the advantages of digital, Amazon has established itself as the dominant online retailer through innovation, execution, and a relentless focus on customers.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space constraints.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon is a technology company that uses its abilities to do retailing as a business. It is an awesome company to work for. The learning is continuous and steady. Reach me to know more
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain that maximize cash flow. These digital advantages have allowed Amazon to outperform competitors and achieve massive growth over its history.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain that maximize cash flow. These digital advantages have allowed Amazon to outperform competitors and achieve massive growth over its history.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain. By leveraging the advantages of digital, Amazon has built the world's largest online marketplace with over 137 million customers worldwide.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations. Starting with books, Amazon has expanded into 16 main categories.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share gains.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations. Starting with books, Amazon has expanded into 16 main categories.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term market share and revenue growth.
Amazon has used three digital engines to reshape and dominate retail:
1) Limitless inventory through expanding from books to 16 categories using its supply chain and acquisition strategies.
2) Customer care on steroids through innovative customer service, using data and feedback to continuously improve the customer experience.
3) High margins and lowest prices through its focus on customers, frugality, and innovations that make e-commerce more convenient.
This .ppt was designed to be a bit more self-explanatory, since this version I did not present. It contains numerous hyperlinks to various sources of information on the project.
This document provides an outline and overview of key topics related to electronic business and e-commerce. It discusses different forms of electronic commerce including business-to-business, business-to-consumer, and consumer-to-consumer models. It also covers marketing phases, payment mechanisms, web advertising, mobile commerce, and web hosting options.
Jeff Bezos had a vision for Amazon to be a true digital superstore with limitless inventory through digital means. He focused on boosting customer care and allowing lower prices through higher margins. Bezos built Amazon to be customer-centric with innovations in reviews, recommendations, ordering and tracking. Amazon achieves scale through volume, optimizing its supply chain and data-driven approach. Other ideas like AWS have also contributed to Amazon's success.
In a world where traditional interrupt-driven, un-targeted, sales-oriented marketing is no longer effective, the nature of marketing has fundamentally changed. As marketing has changed, so has the role of product marketing. This webinar will discuss how smart Product Marketers are using inbound marketing, content, and social media. Can product marketing save marketing from itself?
GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need?
Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world's leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study "Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date.
Lancement de ReCOVery - Sortie de crise - Les nouveaux raisonnables
La crise que le monde traverse atteint individus et acteurs économiques avec une puissance inédite et nécessite de repenser en profondeur nos modèles de développement, sur la base de solutions véritablement actionnables.
Plusieurs entreprises et associations d’entreprises s’unissent donc pour lancer reCOVery, une initiative collaborative visant à faire redémarrer l’économie selon un modèle plus durable, plus juste et plus résilient. Voici la présentation donnée lors de lancement de cette plateforme pour échanger sur une mutation appelée de toutes parts, et redémarrer en mettant en œuvre la transformation vers les "nouveaux raisonnables".
We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation.
This comes jointly with an index to assess one’s company maturity on talent capital.
If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com.
You can find our first study Customer KPIs here : https://www.slideshare.net/faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era
Fabernovel analyse les tendances publicitaires du super bowl de 2020
Aux États-Unis le Super Bowl est le plus grand événement sportif de l’année, suivi par près d'un américain sur trois. La compétition n'y est pas seulement sportive, elle est également publicitaire. À 5,6 millions de dollars les 30 secondes d'antenne, les marques ne regardent pas à la dépense et font de leur campagne de véritables spectacles. Si bien que pour 23% des américains, les publicités sont devenues la partie la plus importante du Super Bowl, contre 35% pour le jeu et 9% pour le show de mi-temps. Cette 54ème édition n'a pas dérogé à la règle !
Alors, pourquoi tant d’engouement autour des campagnes publicitaires du Super Bowl ?
Et quelles sont les tendances 2020 ?
À découvrir dans notre analyse.
Amazon: friend or foe?
This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.
Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants.
This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns.
After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19.
Is this outperformance set to last?
Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital.
The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, …) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions.
In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates.
- Amazon began as an online bookstore in 1995 and has since expanded to become one of the largest online retailers, selling a wide variety of products.
- Amazon focuses intensely on the customer experience, aiming to offer low prices, convenience, and a large selection of items.
- Amazon's success is largely attributed to its relentless focus on customers and its culture of using customer data and metrics to constantly improve customer experience.
Amazon uses three digital engines to reshape and dominate retail:
1. No limits on inventory through limitless online selection across categories.
2. Boosting customer care through real-time optimization, unlimited inventory, and worldwide reach without physical constraints.
3. Allowing high margins and lowest prices through negligible variable costs, optimization of fixed costs over many customers, and supplier negotiations leveraging Amazon's size.
Amazon began as one of the first major online retailers, originally selling only books. It has since diversified into many other product lines and services to become the world's largest online retailer. Amazon offers both retail services like books, electronics, apparel, and non-retail services such as Amazon Web Services. As an e-commerce giant, Amazon faces high barriers to entry from economies of scale, differentiation requirements, and capital needs but medium barriers to exit due to specialized assets and contractual obligations. It competes with brick-and-mortar stores and catalogs but sees rental services as complementary. Amazon's strategic challenges include finding new growth areas and maintaining long-term profitability.
Inside view of Amazon brand analysis, this can help us understand why they are becoming a clear leader in Indian market.
This was presented in IIFT college by Ritesh Tando.
Snapdeal, Flipkart comparison is there. created by consultant with two years of indepth knowledge of the market.
Amazon's logo represents selling everything from A to Z and the smile customers experience shopping on Amazon.com. Founded in 1994, Amazon is a global e-commerce leader with over 28,000 employees and a wide range of products. The company's mission is to be the most customer-centric company and build a place for people to find anything they want to buy online.
Amazon was founded in 1994 by Jeff Bezos and has grown to become one of the largest online retailers. It utilizes a multi-level e-commerce strategy and virtuous cycle business model to offer customers convenience, wide selection, and competitive pricing. Through customer segmentation, personalized recommendations, and its large product catalog, Amazon provides a synergistic shopping experience that has helped it become a $14 billion retail business.
The document outlines an analysis of Amazon.com, including its history, current business segments, mission statements, internal and external audits identifying strengths, weaknesses, opportunities and threats, and competitive profiles. Goals for the next 3-4 years include launching an online gourmet food store, increasing marketing expenses to boost brand recognition, and promoting their new A9 search engine to compete with Yahoo and Google.
The document discusses strategies for developing content for websites. It provides examples of companies like Amazon and RealNetworks that have used different approaches. Amazon shifted from editor-created to user-generated content which includes customer reviews, lists and guides. This engaged customers and increased trust in product information. In contrast, RealNetworks' Rolling Stone Radio project failed due to lack of communication between teams and an unclear business model to support the bandwidth-intensive streaming media.
Amazon started as an online bookstore in 1994 and has since expanded into many product categories. It is now the world's largest online retailer. Amazon uses a variety of strategies to drive growth, such as expanding its third-party marketplace, growing its Prime membership program, pursuing acquisitions, and developing new services and devices. The company focuses heavily on customer service and building trust with consumers through features like customer reviews and 1-click ordering.
Amazon is the leading online retailer in the US with a 23% market share. It was founded in 1994 and is headquartered in Seattle. Amazon targets all demographics and offers a wide range of products with convenient online purchasing and competitive prices. It has successfully positioned itself as a global e-commerce company that allows customers to buy anything and have it delivered anywhere.
This document discusses Amazon's history and use of lean principles and tools. It provides an overview of Amazon's business as an e-commerce platform selling books, movies, TV shows and more. It describes Amazon's founding in 1994 and early growth through the 1990s. The document also outlines key lean principles like eliminating waste and continuous improvement. It notes Amazon uses lean tools like 5S, bottleneck analysis, and kaizen for continuous improvement. Areas for further improvement at Amazon include adding more filtering options, reducing clutter on product pages, and limiting advertising.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
The document summarizes information about Amazon, including how it started in 1994 and has become the world's largest online retailer. It discusses how Amazon has succeeded when other online companies failed by welcoming new products, offering a wide range of products and easy selling options for suppliers. The document also presents three case studies: how Amazon succeeded online, whether the Kindle will revolutionize the book industry, and what the future may hold for Amazon, including that cloud computing is a good direction for the company to grow.
Amazon is a global e-commerce leader founded in 1994 that has expanded beyond online retail to include services like Amazon Web Services. It has a mission to be earth's most customer-centric company and values of customer obsession, innovation, bias for action, ownership and high hiring standards. Amazon faces competition from other online and brick-and-mortar retailers and must continue innovating to maintain its competitive edge.
Amazon began as an online bookstore in 1994 and has since expanded to become the world's largest online retailer. It sells a wide range of products including books, electronics, apparel, and more. Amazon also offers services like Amazon Prime for shipping and Amazon Web Services for cloud computing. The company has built a large user base and generates revenue through various models including commissions from third-party sellers on its marketplace. Amazon's success is driven by its personalized recommendations, extensive product selection, and focus on customer experience.
Amazon started in 1995 selling books from Jeff Bezos' garage. By 2006 it had grown significantly, selling a variety of products from warehouses around the globe. Amazon has built powerful technology infrastructure to support its e-commerce business and personalize recommendations to customers based on purchase history. It sells almost any product imaginable and uses an affiliate program to expand its customer base. The "Long Tail" concept of selling less popular products is part of Amazon's success.
Amazon was founded in 1995 in Seattle as an online bookstore. It has since expanded to become the largest online retailer in the US, offering e-commerce and cloud computing services. Jeff Bezos serves as CEO and has instilled a culture of innovation, risk-taking, and long-term thinking. Amazon overcomes obstacles to innovation through encouraging new ideas, establishing an innovative environment, and having visionary leadership that supports continuous innovation. It identifies new opportunities by meeting consumer needs, considering necessary resources and market factors like location and pricing. Amazon's culture emphasizes a pioneering spirit, continuous learning, and giving employees opportunities to think big and create new things, though it also demands hard work with an emphasis on customer obsession over work-life
Amazon began as an online bookstore in 1994 and has since expanded into many other product categories like DVDs, music, electronics and cloud computing services. It is now the largest internet company in the US. Jeff Bezos started Amazon after leaving his job at a Wall Street firm and moving to Seattle. In addition to its retail business, Amazon also produces products like the Kindle e-reader, Fire tablets, and provides cloud computing services through Amazon Web Services. It has also acquired companies like IMDb, an online movie database, and grocery delivery service Amazon Fresh.
Amazon.com started as an online bookstore in 1994 and has since expanded to sell a wide variety of products online and offline. It has headquarters in Seattle and operates websites in many countries around the world. To strengthen its position in China, Amazon could pursue a market penetration strategy by further utilizing its existing investments and relationships with local merchants to offer more localized products to Chinese consumers. This would make use of Amazon's skills and reduce financial risks compared to entering a new market.
Amazon started as an online bookstore and has since expanded into many other product categories and business lines. It uses a business model of low prices, vast selection, and convenience for customers. The report analyzes Amazon's lines of business, business models, and e-commerce strategies. It finds that Amazon utilizes various intensive growth strategies like market development, market penetration, product development, and diversification. Its overarching generic strategy is cost leadership to offer competitive prices and gain market share.
Amazon was founded in 1994 by Jeff Bezos and began as an online bookstore, now having expanded into products such as the Kindle, Amazon Web Services, and Amazon Fresh. It has become the world's largest online retailer and in 2001 was the first to become profitable. Amazon continues to grow and introduce new products and services while maintaining a focus on customer obsession.
Amazon is an electronic commerce company launched in 1995 that deals in online shopping, web hosting, and content distribution. It employs over 132,000 people and is available in several languages including English, French, German, Spanish, Italian, Japanese, Chinese, and Brazilian Portuguese. Amazon utilizes different business models and strategies including search engine optimization, email marketing, content marketing, and affiliate marketing. Its backend operations are entirely Linux-based and include four software development centers and large data warehouses to support its global online operations.
The document provides an overview of Amazon's business model. It describes Amazon's mission, vision, values and core strategies. It outlines Amazon's three customer sets and how it captures attention through its website. It then details the evolution of Amazon's business model, including its expansion into ebooks/Kindle, diversification of revenue streams, and geographical growth. The document also examines Amazon's sales breakdown and international expansion. It concludes that Amazon has grown significantly by logically expanding its resources and channels.
Amazon operates a large global supply chain network to support its e-commerce business. It has around 50 warehouses globally, including 20 in the US, to store and fulfill customer orders. Amazon uses a mix of in-house inventory and third-party suppliers to stock products. It aims to deliver most items within one day of ordering to stay competitive. Amazon's supply chain is designed for cost-effectiveness and responsiveness to meet high customer service levels and the wide range of customer demand.
Case study on amazon.com's supply chain management practices | MBAtiousaneesh p
The case study provides an overview of Amazon.com's inventory management. Jeffrey Preston Bezos the founder of Amazon.com launched the company when he realized that Internet provided immense scope for online trading. Although the site was originally launched as an online bookstore it eventually offered several other products to keep abreast of the competition. The case study takes a look at the different products and features offered on the site. The case also discusses Amazon's value propositions and its criteria for choosing strategic partners.
This document provides an overview of Amazon.com including its history as an online bookstore founded in 1994 that has diversified into other products. It discusses Amazon's financial situation and products/services. A SWOT analysis identifies Amazon's strengths as the e-commerce leader with a large customer base and weaknesses as low profit margins. Opportunities include expanding into new markets like China and threats include competition. While Amazon's net earnings decreased in 2011 due to investments, its stock has increased 78.66% over 3 years making it judicious to buy shares for long-term profitability.
Which are the skills you need to develop your personal career in marketing? Which mix of skills does a business need to compete today? This research summary presented by Dave Chaffey at TFM2016 advises on the most sought-after skills.
This document outlines an assignment for a BTEC National Certificate in Business course. Students are asked to write a professional report on how internet marketing is used by ASOS, a large UK online fashion retailer. The report requires sections that: 1) introduce key internet marketing concepts and ASOS; 2) define internet marketing and provide examples; 3) discuss how internet marketing relates to business objectives and opportunities; 4) analyze benefits of internet marketing for customers; 5) explore opportunities it provides businesses; and 6) investigate challenges faced by businesses using internet marketing. Evidence of meeting pass, merit, and distinction criteria is required.
The AWS cloud computing platform has disrupted big data. Managing big data applications used to be for only well-funded research organizations and large corporations, but not any longer. Hear from Ben Butler, Big Data Solutions Marketing Manager for AWS, to learn how our customers are using big data services in the AWS cloud to innovate faster than ever before. Not only is AWS technology available to everyone, but it is self-service, on-demand, and featuring innovative technology and flexible pricing models at low cost with no commitments. Learn from customer success stories, as Ben shares real-world case studies describing the specific big data challenges being solved on AWS. We will conclude with a discussion around the tutorials, public datasets, test drives, and our grants program - all of the resources needed to get you started quickly.
Un profesor universitario desafió a sus estudiantes a debatir si Dios creó todo, incluyendo el mal. Un estudiante llamado Albert Einstein defendió que el mal, el frío y la oscuridad no existen por sí mismos, sino que son una ausencia de Dios, calor y luz respectivamente. El profesor no pudo refutar los argumentos lógicos de Einstein y se quedó sin palabras.
Overview of REST web service concepts (Representational State Transfer).
REST is a radically different approach for web services compared to the combo SOAP/WSDL.
REST defines an architectural style for web applications and web services.
REST makes heavy use of the underlying HTTP protocol.
REST itself is not a protocol but defines architectural principles based on the concept of addressable resources and a uniform access to these resources based on the well-known HTTP-methods GET, POST, PUT and DELETE.
The state of a client (web service consumer) is controlled by the REST web service through connected links between resources (resource oriented architecture). The client state however is stored on the client itself thus greatly increasing scalability of REST-based architectures.
The REST paradigm has mostly superseded SOAP / WSDL type web services in many enterprise applications. This is largely owed to the fact that the underlying HTTP protocol is well understood and proved its scalability in the WWW.
ReST (Representational State Transfer) ExplainedDhananjay Nene
The document provides an overview of Representational State Transfer (REST), which is an architectural style for building distributed systems. It describes REST as a set of constraints or rules for designing web services, rather than a standard or framework. The key constraints outlined in the document include using a client-server model, being stateless, cacheable responses, a uniform interface, layered system, and code on demand. The document focuses on explaining the uniform interface constraint and its requirements around resource identification, manipulation through representations, self-descriptive messages, and hypermedia as the engine of application state.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain. By leveraging the advantages of digital, Amazon has built the world's largest online marketplace with over 137 million customers worldwide.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital allows Amazon to offer an exhaustive selection across many categories without physical space constraints. Starting with books, Amazon has expanded into 16 main categories.
2. Boosting customer care - Digital enables Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term market share and revenue growth.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and cash flow. By leveraging the advantages of digital, Amazon has established itself as the dominant online retailer worldwide.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain. By leveraging the advantages of digital, Amazon has established itself as the dominant online retailer through innovation, execution, and a relentless focus on customers.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space constraints.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon is a technology company that uses its abilities to do retailing as a business. It is an awesome company to work for. The learning is continuous and steady. Reach me to know more
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain that maximize cash flow. These digital advantages have allowed Amazon to outperform competitors and achieve massive growth over its history.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain that maximize cash flow. These digital advantages have allowed Amazon to outperform competitors and achieve massive growth over its history.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain. By leveraging the advantages of digital, Amazon has built the world's largest online marketplace with over 137 million customers worldwide.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations. Starting with books, Amazon has expanded into 16 main categories.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term growth through market share gains.
Amazon has used three digital engines to reshape and dominate retail:
1. Limitless inventory - Digital enables Amazon to offer an exhaustive selection across many categories without physical space limitations. Starting with books, Amazon has expanded into 16 main categories.
2. Boosting customer care - Digital allows Amazon to optimize the customer experience through real-time metrics, A/B testing, and unlimited inventory.
3. Enabling high margins and low prices - Digital reduces Amazon's variable costs to negligible levels, allowing it to offer low prices while focusing on long-term market share and revenue growth.
Amazon has used three digital engines to reshape and dominate retail:
1) Limitless inventory through expanding from books to 16 categories using its supply chain and acquisition strategies.
2) Customer care on steroids through innovative customer service, using data and feedback to continuously improve the customer experience.
3) High margins and lowest prices through its focus on customers, frugality, and innovations that make e-commerce more convenient.
This .ppt was designed to be a bit more self-explanatory, since this version I did not present. It contains numerous hyperlinks to various sources of information on the project.
This document provides an outline and overview of key topics related to electronic business and e-commerce. It discusses different forms of electronic commerce including business-to-business, business-to-consumer, and consumer-to-consumer models. It also covers marketing phases, payment mechanisms, web advertising, mobile commerce, and web hosting options.
Jeff Bezos had a vision for Amazon to be a true digital superstore with limitless inventory through digital means. He focused on boosting customer care and allowing lower prices through higher margins. Bezos built Amazon to be customer-centric with innovations in reviews, recommendations, ordering and tracking. Amazon achieves scale through volume, optimizing its supply chain and data-driven approach. Other ideas like AWS have also contributed to Amazon's success.
Marketing is dead: long live product marketingJohnny Russo
In a world where traditional interrupt-driven, un-targeted, sales-oriented marketing is no longer effective, the nature of marketing has fundamentally changed. As marketing has changed, so has the role of product marketing. This webinar will discuss how smart Product Marketers are using inbound marketing, content, and social media. Can product marketing save marketing from itself?
Similar to Amazon.com: the Hidden Empire - Update 2013 (20)
GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need?Fabernovel
Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world's leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study "Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date.
Lancement de ReCOVery - Sortie de crise - Les nouveaux raisonnablesFabernovel
La crise que le monde traverse atteint individus et acteurs économiques avec une puissance inédite et nécessite de repenser en profondeur nos modèles de développement, sur la base de solutions véritablement actionnables.
Plusieurs entreprises et associations d’entreprises s’unissent donc pour lancer reCOVery, une initiative collaborative visant à faire redémarrer l’économie selon un modèle plus durable, plus juste et plus résilient. Voici la présentation donnée lors de lancement de cette plateforme pour échanger sur une mutation appelée de toutes parts, et redémarrer en mettant en œuvre la transformation vers les "nouveaux raisonnables".
We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation.
This comes jointly with an index to assess one’s company maturity on talent capital.
If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com.
You can find our first study Customer KPIs here : https://www.slideshare.net/faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era
Fabernovel analyse les tendances publicitaires du super bowl de 2020Fabernovel
Aux États-Unis le Super Bowl est le plus grand événement sportif de l’année, suivi par près d'un américain sur trois. La compétition n'y est pas seulement sportive, elle est également publicitaire. À 5,6 millions de dollars les 30 secondes d'antenne, les marques ne regardent pas à la dépense et font de leur campagne de véritables spectacles. Si bien que pour 23% des américains, les publicités sont devenues la partie la plus importante du Super Bowl, contre 35% pour le jeu et 9% pour le show de mi-temps. Cette 54ème édition n'a pas dérogé à la règle !
Alors, pourquoi tant d’engouement autour des campagnes publicitaires du Super Bowl ?
Et quelles sont les tendances 2020 ?
À découvrir dans notre analyse.
Amazon: friend or foe?
This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.
Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants.
This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns.
After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19.
Is this outperformance set to last?
Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital.
The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, …) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions.
In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates.
Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&A.
SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge.
For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy.
Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale.
Retail Apocalypse. Voilà comment Business Insider qualifiait il y a quelques semaines la situation actuelle (et future ?) du retail. Et à raison : aux US plus de 8600 magasins physiques doivent fermer en 2019. La France n’est pas épargnée - en témoignent les fermetures de huit enseignes Gap et plus de 30 Conforama cet été, pour n'en citer que quelques unes.
Dans le même temps, les Digitally Native Vertical Brands - ces ovnis du e-commerce devenus leaders aussi inspirants qu’anxiogènes - envahissent les rues. Littéralement : sur les 84 DNVB à fort potentiel identifiées en 2016 par Andy Dunn dans son article phare, 44 comptent désormais au moins un magasin physique. Ici aussi : difficile de se balader dans Paris aujourd’hui sans passer devant une boutique Sezane, Le Slip Français ou Jimmy Fairly.
Pour passer à l'échelle, il semblerait que les DNVB doivent faire tomber le “D”. “Halo effect” disent les Américains pour décrire ce phénomène qui consiste à ouvrir une boutique physique pour considérablement augmenter les ventes online. Mais alors...
Entre apocalypse et terre promise, à quoi ressemble vraiment le retail de demain ?
Quel modèle, quels KPIs et quelles conditions pour émerger ?
Présentée lors du MobileOne 2019 par Benoît AUDOUARD, responsable projet myCANAL chez Canal+ et Julie ROLLIN-MOUSTÉOU, Senior Product Manager chez Fabernovel.
Fabernovel is pleased to share this playbook reviewing various offerings of
WeChat advertising and the possibilities for brands to reach and engage the tech
savvy consumers.
Since the inception of WeChat, Tencent has been very cautious about introducing
promotional messages on its platform. The Super APP is envisioned more as a
productive toolkit for the users' daily life than a source of media revenue stream itself.
On contrary to 1 ad for every 10 posts on Facebook, the Shenzhen tech giant makes
sure its users exposed to maximum 2 ads per day.
That being said, WeChat advertising offerings have become so comprehensive and
impactful to capture the attention of Chinese consumers from both home and
abroad. To build successful WeChat strategies, it is now crucial for business to master
these various ad formats, ad touch points, ad features, bidding tactics and audience
targeting possibilities.
Let’s discover more with this playbook!
[Extract] Study The We Company: is real estate a disruptable industry?Fabernovel
1. Meet WeWork, the company setting new coworking standards by providing flexible office space in over 100 cities globally and popularizing the coworking model.
2. WeWork bundles and unbundles real estate like other companies, leasing spaces from landlords and subleasing to members, while also focusing on building community.
3. Coworking is becoming a real market as workforce trends change and WeWork has helped grow demand, but questions remain about successfully scaling in real estate long-term.
Insight Report by Fabernovel - The Hidden consumption force of Overseas Chine...Fabernovel
Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”.
Study Ardian & Fabernovel - The Augmented Infrastructure: Digital for climate?Fabernovel
Foreword:
2020 is tomorrow. Once a synonym for “future”,
this key date is a symbol for new dawn where
the issue of long term value can not be but linked
to digital sobriety and technological responsibility.
At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible.
I am convinced that this approach can be applied
to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling,
we need to act upstream by rethinking the way we design services and technology.
Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact.
Let’s build this inclusive future together.
Stéphane Distinguin, CEO & Co-founder at Fabernovel
Services urbains : faut il vraiment penser utilisateur ?Fabernovel
Ils investissent l'espace, orchestrent les flux, bouleversent les usages et uniformisent nos villes : les géants du numérique saisissent l'espace urbain et nous forcent à requestionner notre façon de concevoir les services urbains.
A quoi doit ressembler une ville à l'ère du numérique ?
Peut-on vraiment "penser utilisateur" dans un contexte urbain ?
Comment réconcilier besoins individuels et communautaires ?
Nous sommes convaincus que c'est par le design que nous répondrons à ces nouveaux enjeux.
Pour échanger avec nous sur ces questions essentielles, nous avons eu le plaisir de recevoir Agnes Kwek, ambassadrice Design pour la ville de Singapour et Dominique Sciamma, Directeur et Doyen de Strate Ecole de Design et Président de l'APCI.
Découvrez dans cette keynote les nouveaux paradigmes de la Ville moderne, et contactez-nous pour échanger davantage sur ce sujet passionnant !
[Fabernovel study] New economy, new KPI: the customer eraFabernovel
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact.
Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic.
Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy.
Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers.
Gafanomics - The Quarterly - Episode 2 (Q2FY19)Fabernovel
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the second quarter of the financial year 2019.
The Future of Corporate Learning: from Training to Learning ExperienceFabernovel
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google.
To download the full report: http://eepurl.com/guJvA5
Gafanomics - The Quarterly - Episode 1 (Q1FY19)Fabernovel
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the first quarter of the financial year 2019.
Vers une nouvelle ère de vos expériencesFabernovel
L’exposition Vasarely en cours actuellement au Centre Pompidou à Paris nous le rappelle : l’art est aussi affaire de méthode, de système, de programme. L’oeuvre de l’artiste hongrois-français ne doit rien au hasard : dès sa première période artistique, il met au point un alphabet plastique, lui permettant des combinaisons infinies de couleurs et de formes - garantissant une harmonie entre toutes ses créations, tout en rendant possible leur “industrialisation”. Digression ? Non, car les enjeux du design d’expérience aujourd’hui sont précisément ceux-là.
Cinquante-neuf ans après “Alphabet VR”, ce sont les expériences qui doivent passer à l’échelle. Et c’est exactement le propos du design system : une sorte de “toolbox” digitale à destination des designers, mais aussi des développeurs, chefs de projets et quiconque serait engagé de près ou de loin dans la conception d’une nouvelle expérience. Fini de bricoler des bouts d’expérience par-ci, par-là : le design system permet d’assurer la cohérence et l’harmonie sur tous les pans d’expérience d’une marque. Un outil plus qu’essentiel à l’ère de l’expérience.
In this study Gafanomics by Fabernovel, you’ll discover what is, to us – FABERNOVEL is among Slack’s early adopters, using it since 2014 –, Slack’s secret sauce and what makes it so special.
Slack is surely an incredible company with tremendous growth perspectives. But what does it mean in terms of work ideology? How can a single application transform culture, work relationships and, ultimately, entire organizations?
There is a (work) life before Slack... and another one after it: let’s see how Slack has impacted the corporate world.
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesAishwaryaDoiphode3
The global family/indoor entertainment centers market is valued at US$ 41 Bn in 2022 and is projected to exhibit growth at a CAGR of 12.2% and reach US$ 130 Bn by the end of 2032.
ConvertKit: Best Email Marketing Tool for 2024Rakesh Jalan
Front Slide
ConvertKit: Best Email Marketing Tool for 2024
Next Slide
What is Email Marketing?
Email marketing involves promoting products or services via email to potential customers. Tools like ConvertKit enhance the effectiveness of email marketing by helping you reach your target audience and elevate your business.
Next Slide
What is ConvertKit?
ConvertKit is a top email marketing tool, favored by content creators and small businesses. It offers features like automation, landing pages, sequencing, and broadcasting, making it ideal for generating and converting leads efficiently.
Next Slide
Key Features of ConvertKit
1. Landing Pages: Easily create customizable landing pages.
2. Forms: Embed forms on your website to generate leads.
3. Automation: Automate email responses with pre-built templates.
4. Broadcasting: Send personalized emails to thousands of subscribers.
Next Slide
Key Features of ConvertKit
5. Sequencing: Automate email series to convert leads into customers.
6. Integration: Integrate with platforms like affiliate sites and e-commerce.
7. Commerce: Start an e-commerce business without a website.
8. Creator Pro: Advanced features for selling high-cost products.
Next Slide
How ConvertKit Can Help Your Business Grow
1. Convert Casual Visitors: Turn social media followers into subscribers.
2. Build Relationships: Customize emails to build strong audience relationships.
3. Source of Earnings: Use trust to convert subscribers into sales.
Next Slide
Join ConvertKit Affiliate Program
ConvertKit's affiliate program offers free training, premium tools, and a 30% commission for referrals.
Next Slide
ConvertKit Pricing Plans
ConvertKit has Monthly and Yearly plans with Free, Creator, and Creator Pro tiers. Start with the free plan and upgrade as needed.
Next Slide
ConvertKit Alternatives
1. Mailchimp: All-in-one marketing platform.
2. GetResponse: Focus on landing pages and email lists.
3. ActiveCampaign: Advanced follow-up sequences.
4. AWeber: Building mailing lists and designing newsletters.
Next Slide
ConvertKit vs. Mailchimp
- Automation: ConvertKit offers advanced options.
- Landing Pages: ConvertKit has more templates.
- Customer Support: ConvertKit offers 24/7 support in all plans.
- Email Sending Limit: ConvertKit allows unlimited emails.
- Migration: ConvertKit offers free migration services.
Next Slide
ConvertKit vs. GetResponse
- Simplicity: ConvertKit is user-friendly for small businesses.
- Sequencing: Easier to use in ConvertKit.
- WordPress Plugin: Available in ConvertKit.
- Charges: No charges for duplicate signups in ConvertKit.
Next Slide
Conclusion
Email marketing is an excellent method to showcase your business and sell high-value products. ConvertKit is a robust tool to help you reach your target audience and start earning.
Analyze the idea behind Binance KYC Bypass and compare it to the KYC policies of other cryptocurrency exchanges. Find out about the dangers of trying to bypass KYC and the verification procedure.
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In today's world, being energy efficient isn't just good for the planet—it's also good for your wallet. Whether you run a small shop or a large office building, there are plenty of simple steps you can take to reduce your energy consumption and save money on utility bills. Let's dive in!
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8. Educate and Involve Employees: Finally, don't forget to involve your employees in your energy-saving efforts. Educate them about the importance of energy efficiency and encourage them to come up with their own ideas for saving energy in the workplace. When everyone is on board, you'll see even greater results.
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5. Did you know: Amazon is also…
AmazonBasics
Amazon-branded electronic products
AmazonFresh
sells and delivers groceries in Seattle
AmazonStudios
online social movie studio
Amazon WarehouseDeals
offers discounts on refurbished products
6. Did you know: Amazon has had one of the
fastest growths in the Internet’s history…
Revenues reached within first 5 years
$2,8 bn
$1,5 bn
$0,4 bn
eBay Google Amazon
Amazon and eBay results from 1995 to 2000, Google from 1998 to 2003.
Even though Zynga and Groupon appear to have an even quicker growth, they haven’t been compared because 1- sales have not been officially disclosed 2- they haven’t reach their fifth year
7. Did you know: Amazon Web Services drives
these companies…
8. Did you know:
Amazon.com is a giant…
Y/Y growth for Q2 2012 +29% 2 × growth of E-commerce
market
Market cap $105 bn 1,7 × market cap
Customers 152 m 4 × # customers
Employees 51,300 13 × more than
Annual revenue $48 bn 27% more than
Internet traffic rank 11th before
Retail brand 1st before
Paid out $1.2 bn to buy
Paid out $775 m to buy
Source: Amazon.com, Alexa, Brandz. Market capitalization as of the 5th of November 2012
9. Why? A vision…
From 1994, Jeff Bezos knew he could create a retail website
that would not have the limitations physical businesses encounter.
“You could build a store online that simply
could not exist in any other way.
You could build a true superstore with exhaustive
selection; and customers value selection.”
Jeff Bezos
10. … served by great execution & innovation
Digital Engine: A digital lever providing a significant advantage
to outperform one's competitors
High fixed and variable costs Negligible variable costs
No real-time metrics Real-time optimization
Slow innovation process A/B testing and full-size prototypes
Limited reach No physical frontier: worldwide market
Limited space Unlimited inventory and categories
Slow inventory turnover Ever-improving metrics & optimization
One by one, Jeff Bezos carefully assessed the true advantages the Internet
would give him, and pushed them to their boundaries
11. Digital engine #1
No limits
How Amazon fosters a very classical business
model with the Internet’s specific advantages.
12. Not that disruptive of a model:
“sell and deliver stuff to customers”
Amazon perfectly understood the old-economy retail cocktail:
low prices, large selection, convenience/customer experience.
“I can't imagine that ten years from
now [customers] are going to say:
‘I really love Amazon, but I wish
their prices were a little higher’”
Low Large
prices selection Jeff Bezos
Convenience
13. Jeff Bezos’ 3 big ideas
1 Digital enables limitless inventory
2 Digital boosts customer care
3 Digital allows high margin, lowest prices
14. In 15 years,
Amazon went from 1 category (books) to 16 main categories
1 LIMITLESS INVENTORY
15. Amazon began with books…
Competition Product Search
Market was large and A book does not have to Search would make it
fragmented. be accurately described: easy for customers to
it is a universal and find books among the
Contrary to the simple object. entire database.
concentrated music
industry, no player would Book distributors were Amazon repeatedly
have the power to freeze already exchanging appears first on Google’s
out a new entrant. digitalized listing. results page.
Source: Robert Spector, Amazon.com: Get Big Fast (2002)
16. … and needed to get big fast
Buying power Brand & trust Cost management
With great size comes a It is logical to amortize
Trust is hard earned,
better ability to negotiate high fixed costs over a
and easily lost
volume discounts. great number of
It involved establishing a customers.
Suppliers ignore
world-class brand before
Amazon.com at their Variable costs are very
barnesandnoble.com
own risk. low on the Internet.
Long-term focus: “market share now equals revenue later”
Netscape cofounder Marc Andreessen
17. Create a digital driven supply chain
Hiring from the expert:
Amazon poached Walmart’s employees:
• Richard Dalzell as its Chief Information Officer
• Jimmy Wright as its Chief Logistics Officer
They were responsible for Walmart’s secret weapon:
• A computerized supply chain
• An impressive supply-and-distribution network
Walmart sued Amazon for violation of trade secrets law in 1998.
1995 1997 2010
Garage 2 fulfillment centers
400 sq feet 300,000 sq feet 50 fulfillment centers
26,000,000 sq feet
Source: Amazon.com. Warehouse image: seanau.com
18. Limitless categories too
Books, Music and DVD/Video Others
100%
Media vs. others in the U.S.1
80%
60%
40%
20%
0%
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
3 categories 16 categories
By introducing two new product categories every year for almost a decade,
Amazon’s market share represents one third of U.S. e-commerce sales.2
1Amazon.com 2RBC
19. Case study: from books to music (1995-1998)
Contrary to books, Amazon.com was no first-mover in music e-retailing.
But the company went back to work and used the same cocktail:
Convenience
“most efficient
song search of
Large the web” (NYT) Low prices
selection up to 30 %
130k titles, 280 discount on
sub-genres some albums
Largest online seller of music…
in 120 days!
Amazon acquired CDNow in 2002 and began operating its website
Source: Robert Spector, Amazon.com: Get Big Fast (2002)
20. Build, buy, partner: accelerate development
Build Buy Partner
From time to time, When competitors are In some vertical markets,
Amazon simply created already well established, Amazon offers its
a new category. Amazon may buy out an technology service and
incumbent. e-commerce expertise to
In May 2011, Amazon third parties.
launched MyHabit, even Quidsi (Diapers + Soap)
though VentePrivée was acquired for Co-branded webstore
the market leader. $540 m in 2010. with Toys “R” Us.
2000: exclusivity for 10 years
2006: ended by a lawsuit
Thanks to this strategy, Amazon had been able to
offer massive inventory
21. Case study: why did Amazon.com
buy Zappos for $1.2 bn in 2009?
Revenue $1 bn (2009)
Customers 24 m (2011)
Female audience 69%
Technology Synergy
Amazing supply-chain
and logistics management Legendary customer service: ranked #1 in 20101
(using autonomous robots (dedicated customer service Twitter account)
and proprietary software)
One-of-a-kind customer-centric culture
with highly skilled employees
Niche markets for 10 years before acquisition
97% of sales were apparel/footwear in 20092
With Zappos, Amazon tries to reach a new audience (young women)
and acquires know-how.
1NRF Foundation/American Express Customers' Choice survey 2AdWeek Photo of the Kiva robot from Joshua Dalsimer
22. Gravity fuels gravity
More
customers
Lower prices
More
distribution
channels
Larger
selection
Larger reach
Greater
convenience
More sellers
23. “Be afraid of our customers, because those are the folks who have the
money. Our competitors are never going to send us money.” Jeff Bezos
2 CUSTOMER CARE ON STEROIDS
Jeff Bezos delivering a package to Amazon.com’s millionth customer in October 1997 (credits: Amazon.com).
24. Invest in customers first
“If you do build a great experience, customers tell each other about that.
Word of mouth is very powerful.” Jeff Bezos
Customer focus Frugality Innovation
“We start with the “Amazon is spending “I think frugality drives
customer and work money on things that innovation, just like
backward.” matter to customers.” other constraints do.”
Following a bottom-up Frugality is part of the Amazon is always
approach, every company’s DNA: looking for simple
decision at Amazon is Amazon is continually solutions in order to
driven by the customer’s looking for ways to do provide lower prices to its
needs. things cost-effectively. customer.
Amazon created a trusted, informative and loyal relationship with its customers.
25. Data & human driven customer service
Amazon’s customer service was ranked #1 in 20091 and 20112
WHY HOW
1996: “If you make customers unhappy on the
Internet, they can each tell 6,000 friends” Machines “We do 90% of our customer
Jeff Bezos service by e-mail rather
than by telephone”
Jeff Bezos
Amazon developed its
• Fix customer’s problems own software to manage
• Identify recurring issues e-mail centers.
• Track the behavior of merchants
Human
Every employee, even the CEO,
spends two days every two years
Customer service is the only human-to-human on the service desk to
interaction for an e-commerce website. answer calls and help customers.
1Customer Service Champs From BusinessWeek 22011 Temkin Experience Ratings
26. Customer-centric innovations:
e-commerce easier than commerce
• 1995: Customer reviews
• 1997: Recommendations & bundles
Select • 2001: Look inside the book
• 2003: Search inside the book
Order • 1997: 1-Click Ordering
• 2001: Where’s my stuff
Receive • 2002: Free Super Saver Shipping
Amazon was a first-mover for most of e-commerce’s
now ubiquitous best-practices.
27. Customer centric innovations:
pushing boundaries further
Very much like Google, Amazon is always 1-Click ordering
User experience innovating to improve its users’ experience and Amazon Prime
make them feel at home. Vouchers
One-to-one marketing to tailor the content to the “Your Recent History”
Personalized customer, help him discover new products and “Customers Who Bought
stores provide unique experiences. This Item Also Bought”
Detailed and safe step-by-step buying process with “You can always remove
A-to-Z Safe Buying Protection. it later” [from the cart]
Trust Amazon won and maintained customers’ “Shopping with us is
confidence. safe”
Amazon.com implements all its consumers’ hidden needs
to become their first destination when thinking of buying online.
28. Case study: 1-Click Ordering is
the easiest way to buy
Conversion
funnel Each step of the funnel carries a risk to lose potential
customers and lead to shopping cart abandonments.
Impossible d'afficher
l'image. Votre
ordinateur manque
peut-être de
mémoire pour ouvrir
Conversion
l'image ou l'image
est endommagée.
Redémarrez
l'ordinateur, puis
ouvrez à nouveau le
Amazon monitored each step to improve its conversion
rate, a tactic that is now pervasive in the industry.
fichier. Si le x rouge
optimization
est toujours affiché,
vous devrez peut-
être supprimer
l'image avant de la
réinsérer.
1-Click • Patented in 1997, and licensed to Apple in 2000
• Allows to bypass the shopping cart: it’s only one step!
Ordering • Increased Amazon’s conversion rate
With 1-Click, Amazon revolutionized the buying process by
taking convenience to extremes.
29. International: sky’s the limit?
1. Amazon exported its U.S. model and International vs U.S. net sales
established subsidiaries to six countries:
United Kingdom 1998 International U.S.
Germany 1998 100%
France 2000
Japan 2000
Canada 2002 50%
China 2004
Italy 2010
Spain 2011
0%
2. Each subsidiary subsequently started to 1998 2001 2004 2007 2010 2011
reference new categories one after another
Contrary to Walmart, which failed to enter the German and South Korean
markets, Amazon’s international expansion has been successful.
Source: Amazon.com
30. Case study: how mobile devices promote
Amazon.com’s ubiquity
From home Everywhere
(even from a brick & mortar shop)
Full experience Handy Entertainment Opportunities
Main source for Amazon
referencing products Comparison New way to
Payments is
(books, music, movies) pricing with navigate through
exploring NFC
barcode scanning products with
Associates advertise Payments to
from Amazon Amazon
Amazon’s products on develop
PriceCheck Windowshop App
other sites. m-commerce
Amazon created a seamless & integrated shopping experience.
31. Case study: Kindle store for Kindle readers
Shopping the Kindle Store on your Kindle is a convenient way to find and buy
e-books, newspapers and magazines.
32. Case study: the newly-released “Kindle Fire”
is Amazon’s Trojan Horse …
The Kindle Fire can be used to purchase e-books but also games, movies,
and potentially anything that Amazon sells on its website.
Wal-Mart is worried about customers who browse in stores and then buy
from online competitors and will stop selling Amazon's Kindle.
33. Case study: … and shows Apple-like strategy
From Commerce to From Hardware to
Hardware Commerce
AMAZON - Kindle Fire APPLE - IPad
34. Assuming there’s no sales tax and free shipping,
Amazon is significantly cheaper than its competitors
Specialty retailer
Amazon can really push the loss leader tactic to its end.
3 HIGH MARGIN, LOWEST PRICES
Source: Wells Fargo
35. Logistics, Amazon’s secret recipe
“None of these things are visible on the website, but they lead to a much better customer
experience and a lower cost structure” Jeff Bezos
As a pure-player, Amazon leverages its digital advantage to
optimize its supply chain.
Fast moving items are stored in all
the FCs (fulfillment center).
Hard-to-find items are kept in small
Amazon quantities in one or two FCs.
warehouse
Automatically chooses the Easily movable items (e.g. media)
cheapest origin for the are stored in highly automated
customer’s order in real-time. facilities.
Customers Amazon Extensive use of tracking
It will re-optimize it based on warehouse
the other customers’ orders.
Drop shipping: when applicable,
Amazon provides packages and
asks the supplier to ship the product
himself .
Third-party Third-party sellers follow the same
seller
principle, which increases margins.
Source: Colby Ronald Chiles and Marguarette Thi Dau (2005). FC: Fulfillment center
36. Digital = cash flow = low prices
On average, a product stays: 70 days on Best Buy’s shelf
33 days on Amazon’s one
Product delivered Product paid for Customer
by suppliers to suppliers buys & pays
70
Cash debt
Customer
buys & pays
Day 0 33
Cash flow
Leveraging its high positive cash flow, Amazon is able to maximize margins
and beat all other retailers when it comes to pricing.
1996: Barnes & Noble signs a deal with America Online to become its exclusive Bookseller
1997: Amazon slashes prices up to 40 % on its best-selling prices and doubles its inventory to 2.5 m
Source: Amazon, BestBuy, Cnet
37. Case study: delegating the Long Tail
In 2000, Amazon launched its Marketplace: it allowed third-party sellers to sell and
reference their products side-by-side with Amazon’s items.
Amazon Marketplace represents 33% of total units shipped1 by Amazon and 2 m sellers worldwide2.
Amazon leverages its third-party sellers:
1. Best-selling products are kept in stock by Amazon
Better stock
2. Long-tail items are provided by third-party sellers
management
Self-improving: Amazon can quickly identify new top selling items
because all sales go through the platform.
Increasing competition between sellers and offering second-hand
Lower prices items let Amazon reinforce its ability to provide lower prices.
Ten years ago, experts thought Amazon was crazy to cannibalize its own sales.
However, it was a way to offer Long Tail items at lower cost.
1 Amazon.com Q1 2011 results 2InternetRetailer
38. Financing margin optimization
Amazon.com lost a staggering $3 bn between 1995 and 2003
(IPO)
1997 2003
-200
Profit (Millions)
-600
2000: “We were hoping to build a
small, profitable company, and […] -1 000
what we've done is build a large,
unprofitable company”
Jeff Bezos
-1 400
• By going public in 1997, Amazon acknowledged that only the stock market would be able to
provide the kind of financing it was looking for.
• Thanks to ever improving business metrics, investors’ trust remained and was instrumental in
helping Amazon’s development.
Source: Amazon.com
39. A data-driven company
Amazon pioneered A/B testing in 1997.
“Online, we can show half of our customers one thing and half of customers another,
and very quickly get some results back on how people actually behave.” Jeff Bezos
[ ] (in weeks)
[ ] (in seconds)
In 2001, for the first time in its history, Amazon implemented a
software to measure its costs for each shipped product.
As a result, Amazon started dereferencing its so-called CRAP
C.R.A.P. (Can’t Realize Any Profit) products.
In 2000, Jeff Bezos discovered it took 15 minutes to pack a best-
selling $25 folding chair, which obliterated the margin.
He then negotiated with the manufacturer, who agreed to send it
pre-packaged for ¢25.
Source: Robert Spector, Amazon.com: Get Big Fast (2002)
40. Sharing cost centers
Amazon.com brand Fulfillment Computing resources
Amazon was one of the
With FBA (Fulfillment by
pioneers of online S3 (file storage) and
Amazon), sellers lets
affiliation marketing1 EC2 (compute capacity)
Amazon handle their
leveraging its brand. launched in 2006.
logistics.
Amazon Associates is Amazon monetized its
It includes storage,
“Tupperware party on know-how in scalability
packaging, shipping and
steroids” Forrester’s and reliability.
customer service.
Chris Charron
1Affiliation is a sales technique in which a website gets paid to promote Amazon.com’s products.
41. Insourcing the value chain
• 2005: Amazon buys print-on-demand company
BookSurge (now CreateSpace).
Supplier • Provides cover design, copyediting, press
release creation, etc.
• 2000: 70% of its software development
concerns distribution centers.
Distribution • 2010: Amazon adds 13 fulfillment centers (out
of 52 already existing).
• Always owns the customer account
• Even with third-party sellers
• “We employ our own bicycle couriers in China.”
Jeff Bezos
Delivery • For Amazon Fresh (home grocery delivery),
implemented its own delivery network
Source: Amazon.com Q4 2010 transcript, Wired, CreateSpace. Image: Atomic Taco
42. Case study: circumventing distributers (1997)
1995: Jeff Bezos chooses Seattle to establish its headquarters.
Seattle is about a six-hour drive from Roseburg,
Oregon; where the leading book distributor Ingram
runs the largest distribution center in the USA.
Publishers Distributors Amazon.com Fulfillers
1997: to reduce variable costs, Amazon starts to circumvent
distributers.
Negotiating with publishers Building a warehouse Hiring Walmart executives
Publishers Amazon.com Fulfillers
43. Case study: circumventing distributers (2012)
Amazon has installed metal lockers in grocery, convenience and drugstore
outlets that can accept packages for customers for a later pickup.
• Amazon wants to eliminate the uncertainty of home delivery with its new locker service.
• Amazon sends you an email with a pickup code, which you enter on a touchscreen to
open the door of the locker containing your package.
• By combining same-day delivery and delivery lockers, Amazon is steadily chipping
away at reasons to walk into a store at all.
44. Case study: Amazon explores continuously
new business models (1/2)
The online retailer offers a new option for students who want to rent
textbooks each semester.
Amazon promises up to 70% savings to subscribers.
45. Case study: Amazon explores continuously
new business models (2/2)
In the U.S., Amazon has decided to publish physical formats of
successful e-books on which it has exclusive publisher rights through its
service Kindle Direct Publishing.
46. Next step: digital cultural goods market
While the ebook market is expected to grow by more than
300%1 by 2015, the printed books market will shrink by 4.7%
US consumers will spend more on online music than on
recorded music by 20122.
US DVD sales plunged 20% in Q1 20113, while streaming and
subscription services (including Netflix) rose 33%.
With 43% of its sales coming from media, Amazon’s vision is at risk would
it fail to rule over the digital goods market.
Sales forecast from 1Goldman Sachs, 2Strategy Analytics, 3DEG (2011)
47. Case study: Kindle Premium Membership for
$79 per year
Kindle Premium Membership is a 100% integrated offer creating a
consistent experience and captivating user’s attention.
48. Digital goods further improve margins
Value chain Inventory No shipping
Because there are fewer With PoD (Print on
Amazon makes some
intermediaries, Amazon Demand) and digital
products free to attract
can take a larger share storage, inventory costs
new customers.
in the digital retail price. become negligible.
One free app per day on
Creative destruction: Amazon will circumvent
Amazon App Store, free
Amazon will be able to distributors but also
5 GB on Amazon Cloud
sell additional services to publishers to directly
Drive…
content producers. reach authors.
Operating margin in 2011
35% • Amazon’s global operating margins remain very low
31%
20% • Amazon’s sales ($48 bn) still represent a drop in Walmart’s
bucket ($419 bn), which is now a strong player in the e-
2%
retail market
Amazon eBay Apple Google
49. Digital goods domination underway?
In each digital market, Amazon fights for monopoly.
Market leadership
New entry Mature business
Amazon.com bought Audible in 2008.
50. Digital engine #2
Customer accounts
Amazon’s main strength lies in its ability to
control the cash register.
51. A trusted relationship is a competitive asset
Amazon’s primary challenge was to acquire its customers’
confidence
Number of customers
(millions)
152
137 Amazon benefits from a loyal
customer base: 2/3 of the sales
comes from returning customers
41
1
1997 2004 2011 2012
“Commerce is the simple find it, buy it, ship it action.
E-merchandising is much more about customer behavior online”
Jeff Bezos (1998)
Source: Amazon.com
52. Opportunity: digital shuffles the payments
market
400 m Establishing barriers to entry
Market players need to acquire customers accounts very quickly.
152 m
100 m
Barriers to entry are being built up: new entrants will have to support
30 m incumbent’s payment method.
Apple Amazon Paypal Netflix 2007: Amazon launches Amazon Payments to directly compete with
Number of customer accounts PayPal
Positioning in the payments market
Worldwide payments represented $600 bn of revenues (and
$331 trillions in value1) in 2010.
Mobile payments are expected to quadruple by 2014, reaching
$630 bn in value2.
Amazon Kindle: the ultimate integration
With customers’ details account pre-loaded, customers have
nothing else to do but start using the device.
The Kindle represents Amazon’s most direct channel to the
customer !
Source: Apple, BusinessWeek, Amazon.com, Paypal, Netflix. 1BCG 2Juniper Research
53. Customer loyalty: 3 main approaches
Recurring usage Seamless integration Lock-in
Recurring usage Lock-in occurs when
Vertical integration
captivates users’ circumstances prevent
creates a consistent
attention. users from leaving a
experience that is very
platform.
Facebook tries to appealing (halo effect).
leverage it to invade DRM makes it extremely
It may require building its
other markets (streaming difficult for users to read
own device
with Warner Bros, their ebooks on another
(Kindle and iPod).
Facebook Credits) platform.
Short term advantage Long lasting advantage
Low constraint High constraint
54. Amazon uses all three approaches:
1 recurring usage
Why are sellers still using Amazon?
• Nonsense to ignore Amazon’s 137 m customers
• Profit from a reliable and optimized technology
Sellers
$ • It takes time to develop as trusted a brand as Amazon’s
(Amazon is the leading retail brand, before Walmart1)
How is Amazon increasing recurring usage?
• Creating ecosystems (Kindle and tablet)
• Storing users’ media library (Instant Video, Kindle)
Customers • Special offers every day (Amazon Video on Demand)
• Ever-changing personalized store
1Brandz (2011). Icons from Ahasoft.
55. Amazon uses all three approaches:
2 seamless integration
How does Amazon integrate sellers?
• Monitor seller ratings posted by customers
• Expel sellers with bad ratings to ensure quality and protect the
Amazon brand
• Offer its Fulfillment by Amazon program to further improve the
Sellers
customer experience
How is the user experience vertically integrated?
• From the customer point-of-view, sellers are fairly invisible and
commoditized
• On most products, customers can profit from Amazon Prime
Customers
and Free Super Saver Shipping
Icons from Ahasoft.
56. Amazon uses all three approaches:
3 lock-in
How are sellers locked in?
• As Amazon puts it, their customers are in fact Amazon’s
customers.
• Third party sellers do not own the customer accounts. Thus
their position is very risky.
Sellers
• The more business they generate through the Amazon
marketplace, the more complicated it will become to ensure
the same level of customer experience (building
infrastructure, customer service…).
How are customers locked in?
• Digital content: Kindle ebooks proprietary format
• Amazon Prime program: annual subscription to get free 2-
day shipping
Customers
Icons from Ahasoft.
57. The big picture: an app store model
Commoditized sellers
Amazon.com aims at
being the only place
where you discover and
buy goods (digital &
physical)
Multiple entry points:
• Affiliation
• Mobile apps
Icons from Ahasoft.
58. Digital engine #3
Ecosystem
In the end, Amazon is building an ecosystem
to achieve digital supremacy, just like
Apple & Google.
59. Success is
“how well we defy easy
analogy”
Jeff Bezos
The Kindle is a service, not a device.
“Amazon’s iTunes” is made to acquire customers and build up an ecosystem.
60. Devices dedicated to reading…
Optimized for
readers
Even if it’s a minor object,
the Kindle substantially
disrupts our reading
experience with:
• 3G access to the Kindle
Store
• E-ink reflective screen
causing no eyestrains
• 1 month battery life
Backlit screen for
Kindle Kindle Paperwhite reading in the dark
Instead of trying to replace the printed book or the iPad, the Kindle device is focusing
on a few very differentiated features, dedicated to the reading experience.
61. …and devices dedicated to broad digital
content Optimized for
digital age
The Kindle Fire is optimized
for consuming digital
content from Amazon with:
• Wi-Fi access to Amazon
store (22 millions of
books, magazines,
videos and apps)
• 7’’ HD screen
• 11h of battery life
Kindle Fire Kindle Fire HD
Kindle Fire is not a low-cost iPad, it is a high quality device dedicated to the digital
content experience (music, books, videos, apps)
62. And coming soon in Europe, Kindle Fire 8,9’’
Front camera
Movies,
photos, TV
shows, music,
apps, ebooks,
etc.
1920*1200
HD screen
Dolby audio
Kindle Fire HD 8,9’’
Last Kindle to be released in mid-November, to compete directly with the iPad.
63. A service, not a device
“The vision for Kindle is every book ever in print in any language – all
available in less than 60 seconds.” Jeff Bezos
Amazon struggles with publishers to implement its
vision:
• Lowering prices, even if it requires temporarily selling at a loss
• Increasing selection: 900,000 books available
• Pressuring them with Print on Demand and auto-publishing
Like iTunes, it is a seamlessly integrated ecosystem.
Amazon wants to become a one-stop shop:
• Kindle’s 3G chip
• Kindle Fire’s WiFi access (and 4G on the 8,9’’)
• Direct access to the ebook, movies, music catalogs and apps
on Amazon through the Kindle
Even if the Kindle is the best device to read and browse
digital content for a long time, it is more of a platform
than a device:
• A device-agnostic experience thanks to mobile and desktop
application (Whispersync1)
• A streamlined interface and user experience dedicated to
reading and consuming digital content on many devices
1Whispersync enables a seamless synchronization of the reading progress and bookmarks across devices. Icons from Oxygen.
64. An entry point to harness the market
Barnes & Noble Nook
Sony Librié Amazon Kindle Cybook Opus Kobo eReader
2004 2007 2009 2010
Ebooks sales: 6% of Amazon’s 115 ebooks sold for
microscopic book units sold1 every 100 paperbacks2
Staying ahead of retailers Harnessing the market
Books are Amazon’s DNA. “We’ve been selling e-Books for ten
To demonstrate its resolve, it needed to years, but we needed an electron
push its digital advantage to its end: microscope to find the sales. […]
• Digital distribution: every book Three years ago we said, ‘Look, what we
available in less than 60 seconds need to do is create a perfect, integrated,
• Value chain: Amazon now integrates streamlined customer experience all the
retail and distribution way through.’” Jeff Bezos (2008)
“[And] if we can get other devices to also be able
to buy Kindle books, that’s great.”3
1PaidContent 2Amazon.com 3Despite Jeff Bezos’ stance, currently only Amazon’s official apps enable purchasing via Amazon.
65. An aggressive pricing strategy to gain market
shares
Amazon Kindle Fire is sold at
loss
Amazon’s Kindle Fire cost around
$210 to produce but is sold at $1991.
However, over the first 6 months of
use of the product, Amazon makes
$1362 of margin on average on every
Kindle Fire by selling digital content to
its customers.
Positive margins on content
Negative margins on device
1Business Insider, Amazon Will Lose Millions Selling The Kindle Fire, But That's The Point 2AllThingsD, Amazon Makes More Than $100 Off Each Kindle Fire
66. Creating an ebooks ecosystem
Now that Amazon has reached a critical mass,
it is trying to create an ecosystem to increase its footprint.
Towards users
Towards authors
• massive selection
Higher royalty share
• great device
(35% or 75%)
• low prices
Customer loyalty
Kindle owners buy
70% more books than prior
to owning the device1.
1 Paidcontent
67. Kindle Fire HD 8,9’’
Even if Amazon faces strong competition from the iPad,
it will never compromise on the long-form media consuming experience.
1-click
No setup
Shopping
required Kindle Fire HD is
Kindle Fire HD seamlessly
8,9’’ is delivered integrated with
ready to use Amazon's content
stores so users can
buy directly digital
media
68. Store your music, videos, photos, files EC2 (Elastic Compute Cloud)
Rent a hard drive in the cloud Rent a virtual computer: from $0.02 per hour1
5 GB free, then $1 per GB per year1 S3 (Simple Storage Service)
Rent a virtual hard disk: about $0.01 per GB1
MT (Mechanical Turk)
Rent human brains (“artificial artificial intelligence”)
Even though AWS is primarily a B2B offer, the Amazon cloud will ultimately
be geared toward end-users.
1These are simplified rates, other rates (including data transfer, requests…) apply. See the AWS website for more information.
69. Cloud computing drives innovation
Entrepreneurs won’t be able to launch new products and services without the cloud:
Security SaaS
Users want a Offers great
guaranteed level value to end-
of security. users.
Scalable Cheaper Flexible
Reliable
Grow efficiently No initial or Pay-as-you go
Data storage
and reliably. overhead costs Ramp up quickly
Cloud computing lets developers & companies focus on their core offer.
SaaS: software as a service
70. First step: develop a comprehensive B2B offer
Developers needed a reliable and scalable architecture available as an on-demand service.
Seeing that there was a short-term strategic opportunity,
Amazon was a first-mover in the cloud computing market
“It was never a matter of selling excess capacity”
Werner Vogels, CTO Amazon.com
Cloud computing monetizes Amazon’s know-how in scalability and reliability. This
business is expected to become even bigger than its retail activities.
AWS slowly emerges as the most fully-fledged platform,
and is becoming the de facto standard.
2006 2007 2008 2010
EC2, S3
71. Next step: the personal cloud
In a digital content paradigm, the base foundation is the cloud.
Amazon is building up its expertise thanks to its AWS offer.
Devices (hardware and software) are commoditized
(Amazon Cloud Player already works on iOS devices1).
1TechCrunch
72. Amazon cloud’s long-term strategy focuses
on B2C
1 Cloud encompasses infrastructure (uphill) and usage (downhill)
Cloud infrastructure
Google can boast as much
+ Consumer usage
Apple’s digital content
experience in cloud technologies approach is strong
2 Amazon is approaching the market with a two-fold strategy
The B2C cloud market
will flourish thanks to
pervasive fiber and
wireless connectivity.
3 By introducing new devices, Amazon reaches more customers
Kindle Amazon Media Center Amazon Tablet
74. A tripartite strategy
1 The Kindle ecosystem
2 Same-day delivery
3 Supply to small and medium businesses
75. 1. Growing the Kindle ecosystem
An aggressive strategy
highlighting Amazon’s future
steps
1. Kindle are sold at loss in order
to attract customers and sell
more digital content.
2. For the first time, Amazon TV
ads were displayed to
consumers
3. Amazon is developing
international partnership with
retailers (Darty in France) to sell
more Kindles
76. 2. The Holy Grail: same-day delivery
Amazon’s ultimate Amazon move: building
competitor: brick-and-mortar warehouses close to city
stores centers
Consumers are impatient and Risky bet: Amazon will pay states
prefer most of the time to go to taxes it did not pay before but it will
local stores as they offer get closer to the same-day delivery
immediate delivery even though promise.
they may be more expensive than Warehouses are currently being built
online stores. in:
California, Indiana, New Jersey,
Tennessee, South Carolina, Virginia
77. 3. Supplying small and medium businesses
with essentials goods
In April 2012, Amazon launched AmazonSupply, a B2B e-commerce website
dedicated to selling essential goods to businesses
1 600,000+ scientific, industrial and
business supplies
2 Possibility to apply for a credit
3 Order by phone
4 Free two-day shipping for orders over 50$
Amazon could develop a lock-in strategy for small to mid-size businesses
Develop self- Become a
Offer
Build a B2B service
eProcurement
marketplace merchant
“universal
capabilities fulfiller”
capability
79. But, there is a but….
Amazon is not It is fundamentally a
everywhere (yet) and retail business with
competition is starting low margins. Amazon
to wake-up slowly. needs to reinforce its
Amazon growing its
Recently Walmart digital media and tentacular business in
stopped selling digital services
every directions may
Kindles as it was offering where high raise the question of
attracting customers margins lie so as to abuse of dominant
online. finance and hold its position.
market position.
81. How to use this document?
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82. Acknowledgments
• To our faberNovel contributors:
• Stéphane Distinguin (@fano)
• Cyril Vart (@cyrilvart)
• Matthieu Lecomte (@MatthieuLecomte)
• Mathilde Natier (@mathildenat)
• Julian Nachtigal (@julian)
• Charles-Axel Dein (@d3in)
• Axel Le Pennec (@axxou)
• To the following blogs and websites:
• Quora • Gizmodo • Michel de Guilhermier's Blog
• TechCrunch • SilliconAlleyInsider • Presse Citron
• ReadWriteWeb • Blog Kindle • Le Journal Du Net
• FastCompany • Amazon Strategies • Zdnet
• Business Insider • Kindle Post • Clubic
• Wired • MacGénération • 01Net
• Mashable • eBouquin • PC Inpact
• VentureBeat • LaFeuille • PCWorld.fr
• GigaOM • Teleread • Le Figaro Electro Business blog
• Engadget • cdixon.org • Écrans
83. Contact us
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