Amonzon

Amazon.com Evolution

Andra Lou Lewis

Andrew James

Zenovia Radcliff

University of Phoenix

BIS/219

Dr. James E. "ED" Miller, DM

April 20, 2010

Amazon.com (2010) states “we believe that innovation has the power to change the world. As we strive to become Earth's most customer-centric company, we constantly look for new ways to innovate on behalf of our different customers.” This essay will discuss whether the company is moving away from its core competency of being a leading online retailer. This study of Amazon.com will present areas where they compete with Google and Microsoft, and if competing is a wise strategy. This essay will also address the use of Amazon.com database and possible data management issues. The relationship amongst Amazon’s data, information, and knowledge is also annotated. Lastly, this paper will describe how Amazon.com uses e business and e-commerce for B2B and B2C.

Amazon.com core competency

Amazon.com is an extraordinary company. When founder Jeff Bezos started the company in 1994, the focal point was to provide books to customers at a low price sent directly to their homes. Customers could purchase whatever books he or she desired. This business strategy was an important part on building the Amazon brand. In fact, the Amazon brand is one of the most recognizable brands in the world. Amazon became synonymous with fewer expensive books delivered where they were needed. This brand recognition is significant to any company, and it is how they increase their profits over time. One of the individuals for whom “brand” is most significant is Scott Bedury. Scott Bedury masterminded the Nike and Starbucks branding, resulting a six-fold increase in Nike in a seven-year period (Versi, 2006). Scott Bedbury turns to the company’s founders to determine what their vision for the company was from the beginning, and then make a determination regarding whether the characteristics of the company are still in play and relevant to the customers...