Facts and Statistics This analysis mention that Amazon prime now has 85 million US members, expense on average about $1300 per year, compared to about $700 per year for non-member customers. The current membership figure compares to an estimated 63 million US members at the end of the June 2016 quarter, or an increase of 35% in one year. As of June 30, 2017, CIRP estimates that in the US, 63% of Amazon customers are prime members. Based on this estimate, CIRP estimates that in the US, Amazon prime has 85 million members. Amazon prime membership encourages much more repeated shopping, likely because the free shipping benefit knocks down a key partition to buying online often and makes Amazon their first stop for online purchases. Amazon prime
Compared to its competitors, the USPS is greatly less expensive (Source D) for citizens who don't have money growing from a tree. (most, if not all don't) They rely heavily on the USPS for mail services. A large portion of the US has slow internet or none at all. Internet service providers hold monopolies in rural areas which gives incentives for citizens to depend on the USPS.
On 04-20-2017 I responded to the wooded area West of Walmart. I was called to the scene by the Port Richey Code Enforcement officers. I was advised that defendant and her boyfriend, identified as, Thomas Blow, were trespassing on private property. I recognized both the defendant and Blow from their D.A.V.I.D. photos and previous encounters. The defendant also identified herself as, Stephanie Trost.
‘Is Wal-Mart Good for America?’ On PBS Frontline, May 11, 2015 ‘Is Wal-Mart Good for America?’ is a documentary that examines the relationship between Wal-Mart’s rapid growth and its impact on the US economy ever since it blossomed in trade productivity in the mid 20th century. The documentary, published on February 2014 by PBS Frontline, conveys a deep understanding of how Wal-Mart changed the living standards of many Americans and took consumerism and retail logistics in the U.S. to another level; by cutting costs through offshore outsourcing to China and employing cheap Chinese labor. The documentary focuses on the changing relationship between big retailers and manufacturers and the transition in pricing and decision-making.
Introduction The power and utility of the internet is common knowledge to literate people. It has fundamentally shifted the economic land scape to such an extent that its era is dubbed the new economy (Turban et e, 2011l). At the heart of this new economy is e-commerce. E-commerce is simply doing business online. Amongst the companies at the pinnacle of the new economy and more specifically e-commerce is Amazon.
The prime video membership price stands at $8.99/month, a dollar less than the standard plan of Netflix. It provides 30-day free subscription to new users. Along with this, at an additional price of $2/month, a consumer can get full access to amazon prime membership which includes several unique benefits like free two-day shipping, music streaming, e-books and even one-day delivery of purchased products on Amazon in selected areas. Prime video also provides the option of downloading latest movies and TV shows for offline
Each buyer or seller needs to make a one-time sign-up and the activities of the user are remembered by the website on subsequent visits. Due to the same reason, the website generates loyal customers as well. In the case of any issues with buying or selling activities, the customer support facility is available for solving the issue. Amazon also conducts frequent surveys and polls to get customer feedback and to improve themselves. Amazon does not sell or share the confidential information provided by the customers for the purpose of signing up with Amazon.
This is having a positive impact as by expanding their business and locating in Australia they are attracting more consumers. According to Morgan Stanley, prior to their expansion, Amazon already had $1 billion in sales in Australia. Amazon attracts consumers through their promises of low prices, vast variety and fast delivery and thus their market share in the Australian retail sector is expected to grow significantly. Despite their promises, fast delivery is not the easiest thing to do in Australia. Location has also had a negative impact on Amazon due to the large geographical spread of Australia.
Today, many people prefer to order products from Amazon instead of going to stores or malls. c. DESCRIPTION OF MY SUBJECT (AMAZON.COM): Amazon (Amazon.com) is the world’s largest online retailer and a prominent cloud services provider. The company was initially a book seller, then later it expanded to sell a wide variety of consumer goods and digital media as well as its own electronic devices, such as the Kindle e-book reader, Kindle Fire tablet and Fire TV, a streaming media adapter (Rouse, 2018).
If retailers understood that there’s a high demand for cheap, same-day deliveries, the could capitalize on it. Of course, Amazon founder and CEO, Jeff Bezos, understood the need for this service. They are in the lead when it comes to addressing this aspect. In December 2014, Amazon first launched Prime Now in parts of Manhattan,
Amazon has achieved many milestones from starting in the founder’s garage in 1994 to the growth in revenue to US$147.8 million in 1997 and then to the revenue growth of US$177.866 billion in 2017 (Amazon, 2018a, Amazon, 2018b and Jurevicius, 2018). These milestones were achieved through tenacious focused strategies of meeting their customers’ needs and wants. These strategies have maintained and expanded their customer base locally and internationally and have increased its market shares and profit over the last two decades. In addition, projection for the company’s growth and expansion for the next three to five years looks positive as it predicted to grow at the same rate with its expansion internationally and continued focused in satisfying consumers’ wants (Amazon, 2018a). Although, some factors such as governmental policies, legal issues and natural disasters could pose a threat to Amazon’s growth plans, the management team led by the founder and Chief Executive Officer (CEO) are working on mitigating the risk (Amazon, 2018a).
Analyze Amazon.com using the competitive forces and value chain models. How has it responded to pressures from its competitive environment? How does it provide value to its customers? a) Competitive forces analysis i) Entry of competitors It is easy for competitors to enter the market by establishing an e-shop and Amazon laid the groundwork for competitors (Flat World Business, n.d).
Amazon is number one in competing Walmart especially in online retailer and now opining fiscal stores starting with Amazon Campus store in 2015, available at several college campuses in US the Amazon Campus stores serve as a central hub where student retrieve deliveries from lockers and drop off returns, all free of charge. Over the past three years, while Walmart’s sales grew by 8.6 %, revenue at Amazon has nearly doubled. Then, Costco is also major competitor to Walmart, particularly to Sam’s because of its low price.
5 – Main risks going forward for Amazon.com are to loose its competitive advantage because of opportunities that Internet offered to its competitor : low prices, deliver, costumer’s service, etc. Moreover, if the business develops, it may encounter logistical problems and limits : geographical and logistical constraints (energy, delivery and connection and some contries) and legislative constraints (censorship, taxes and state agreement : Corea, Sri Lanka, Indonesia, etc). Founded in 1994, Amazon started as an online bookstore and quickly became popular as it received high marks on several Internet rankings. Today, Amazon.com, Inc. is the world's largest online retailing company headquartered in Seattle, WA
Amazon is the pioneer of e-commerce. Walmart, its soon-to-be rival, has built its success in traditional brick-and-mortar. Amazon has decimated other traditional retailers, yet Walmart has found a way to thrive. The two companies are preparing to face off on Amazon’s turf. Walmart just ended a subscription program and now offers free two-day shipping on any purchase above $35.
Amazon’s competitive strategy is cost leadership. Amazon has achieved a lot on a great scale that it gets the best prices from its vendors so they can operate in very flexible and thin margins and sell their items easily at retail prices and make money. They also provide shipping products for a reasonable cheap price. They also have improved their warehouses by giving some space to other sellers who want to sell their items through Amazon. They differentiate and provide better quality than their competitors across the industry.