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According to Kanter (1995) such an action will not constitute an adequate response. This is so because success is based on an organisation’s ability to create, rather than predict the future by developing those products that will literally transform the way the world thinks and view it self and the needs (Kanter 1995:71).
This paper is aimed at analyzing the case study of Amazon.com. In an attempt to implement a strategic and management turn around strategies by the CEO Jeff Bezos. The objectives of this paper can be examined from three dimensions. In the first instance, the paper seeks to outline, analyse and discuss the main issues concerning the case study Amazon.com. The first part of the paper provides the background while looking into the market in which the company is operating. The section also highlights the profitability and liquidity position of the company. Part two of the paper looks at the marketing strategies of the company by utilising the four Ps. The section further looks at the Human resource management strategies, operations analysis, the SWOT, PESTLE with respect to the case Amazon.com. The last part of the paper provides the conclusion and recommendation through the development of the strategic direction for the company.
Amazon .com worldly known as Amazon is a key and strategic player in the field of electronic commerce. Being a worldwide brand selling virtually everything through its online shopping experience with customers. Today, Amazon serves customers in more than 200 countries through its several retail websites. Its e-commerce business model has become a benchmarking platform for other businesses to develop their e-business. Through its online shopping access webpage customers can shop virtually everything from financial services to diamond rings. Thus, to sum up, while operating as an online and e commerce supermarket,
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Through understanding the environment, it will be possible to minimize the threats and take advantage of the opportunities that WRSX faces. The Five Forces framework is also useful in coming up with strategies that WRSX can use in relation to its external environment, which consists of five major factors that include industry competitors, substitute competition, supplier power, buyer power, and entry barriers.
Strategic management entirely focuses on the win-win approach which implies how a particular organization can achieve competitive advantage in its area of service (Gupta et. al., 2007). Previously positioning based view was dominating the strategic management in most of the organizations but in 1980’s resource based view was introduced considering the ever changing customer demands in the advancing business scenario.
Second, hedging against catastrophic or extreme risk may reduce the likelihood and the costs of distress, especially for smaller businesses.
Third, hedging against risks may reduce the under investment problem prevalent in many firms as a result of risk averse managers and restricted capital markets.
Though originally formed with idea of selling books through the web to the mass audience through the internet, it has now expanded with passage of time and as a specific strategic choice, to sell any item with a capital "A" online and has added a wide range of items.
Yum! Brands owns 3,400 multi-branded restaurants offering consumers more choice and convenience at one restaurant location from a combination of KFC, Taco Bell, Pizza Hut, A&W or Long John Silver's brands. In 2005 Yum! opened an average of 3 new restaurants each day outside the USA.
Strategic management also involves evaluating the progress of strategy execution as well as making the necessary adjustments (Thomson 2002).
Thomson states two important reasons why strategic management is important for the success of a firm. First, strategic management is crucial as "there is a compelling need for managers to proactively shape how the company's business will be conducted (Thomson 2002)." Strategic management becomes a roadmap that guides the company in achieving its goals.
It has its presence in several countries across the globe including, Americas, Central Asia, Africa and Europe. The Barclaycard UK, operates in tandem with other parts of the flagship company Barclays including UK retail banking,
In the years 1997 the company was formed by merger between two markets giant namely: Guinness plc and Grand Metropolitan plc. In the FTSE, the company has 18th raked in June 2009 and its market capitalisation touches over £ 23.
In the above country, the severe failures in managing risks related to banking activities led to the recession of 2008, which still negatively influences markets worldwide. The performance and the challenges of the USA banking industry are
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