Amazon delivery investment pdf download

To browse Academia. Log in with Facebook Log in with Google. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link. Need an account? Click here to sign up. Download Free PDF. Reid Berryman. A short summary of this paper. Berryman reid. In this paper, I look at the business strategy of Amazon. Special attention is given to five parts, including a historical overview, organizational structure, business operations, financial performance, and the future outlook of Amazon.

The historical overview chronologically describes landmark events of Amazons beginnings to their current position today. The companies departmental structure is categorized and briefly commented on in section two. An analysis is provided for Amazons operations with a breakdown of major products and services offered. A comprehensive financial analysis of Amazon follows section four with matching insight that links performance to events and business strategies.

The future outlook of Amazon is discussed last, offering a topical overview of where Amazons business interest is shifting. For new businesses, effective innovation offered great potential through the World Wide Web. Jeff Bezos, founder of Amazon. In , Bezos left his vice-president position at D. Shaw, a Wall Street firm, to move forward with his business idea that would soon become Amazon. Bezos planned his supply chain strategically from day one, placing the company headquarters in Seattle near a large book distributor in Oregon.

Figure 1. Two popular web portals Yahoo! With this logistical design, Bezos was able to ship to over 50 states and 45 countries in July of He sought balance between capability, performance and low operations cost in the selling and delivery of books. This is supplemented by their customer-oriented culture; not just a necessary task but also a value they believe makes Amazon profitable. Specifically, this was performed by inline linking to Amazon titles and was one of their first vertically integrated moves.

The success of this program took hold in , when large companies at the time such as Yahoo! This requires sustained investment in systems and infrastructure to support outstanding customer convenience, selection, and service while we grow.

They conducted business with over one and half million customers, reaching both the United States and countries. IMDB aligned with his vision of distributing media and entertainment products, made evident when he promoted movie sales through it shortly after the acquisition.

This decision was Amazons first transnational horizontal growth, adapting their business model to cultures that valued different books than their domestic consumers. Amazon Marketplace allowed customers to compete with prices Amazon offered, which developed a win-win solution.

Bezos rationalized the short-term stock sink between these years and reassured shareholders it was a result of temporary causes. Bezos stated with confident and now proven accuracy: So, if the company is better positioned today than it was a year ago, why is the stock price so much lower than it was a year ago? On August 25th , Amazon publically announced their entry into the computational services industry.

They were the first to offer cloud computing power in an easy to purchase, incremental model, dynamically scaling to client needs. This declared Amazons successful entry as a technology services provider, still showing growth in In , continued success of their e-book selection, the Kindle, and growing exchange efficiencies led to the announcement they had sold more digital books than printed ones.

This was not by chance and instead an example of highly successful long term strategic planning with rational reactions as unpredictable events emerged. Beyond the corporate offices, their fulfillment, customer service, data, and software development centers are located in many countries. An aggregate table from varying sources with a detailed breakdown by individual services and products can be seen in Appendix 1.

Table 1. Their mission statement loosely defines the products and services Amazon sells, instead discussing customer service as being critical to their success. The costs of working with Amazon are so substantial that independent delivery companies are increasingly turning away Amazon's business, says Peter Schlactus, co-founder of the Association for Delivery Drivers.

The reason: Amazon requires that delivery companies hire their drivers as employees, rather than work with independent contractors. Why is Amazon's requirement that you hire, rather than contract with, drivers so onerous? Because it subjects the delivery company to a wide array of expenses, from employment taxes, workers compensation and unemployment insurance levies, as well as to substantial additional liability.

Then, too, to make the kind of money Amazon is talking about requires an extraordinary amount of work. You've got to find 20 to 40 fit and responsible individuals with good driving records to operate your vans, do background checks and process employment paperwork and then manage the mind-boggling job of scheduling not only their time, but the delivery of thousands of packages per month within tight allotted time frames. That said, Schlactus says there's never been a better time to be a delivery driver or operate a delivery business.

Because more sales are happening online and more companies are trying to compete on service as well as sales, delivery drivers are in high demand.

If you have a van, you can earn twice as much. Notably, you can even drive for Amazon without starting a business. As for Amazon's offer, Schlactus says: "My advice would be to approach this cautiously. Do your homework.