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AMAZON.COM

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Amazon.com is one of the biggest and most admired E-commerce startups. Lionized by Wall Street and considered an ideal model for other E-tailers, the company has come under increasing scrutiny and criticism among industry analysts and investors for its inability to yet turn a profit for investors despite annual sales totaling more than $1 billion annually. Company founder Jeffrey Bezos has been deified for the success of Amazon.com and its innovative and revolutionary business model. Such deification and Wall Street support has driven market shares of Amazon.com to higher levels than its main rival, Barnes & Noble (B&N), even though B&N posts strong returns each quarter and has more economic muscle than Amazon.com.

The corporate culture views Bezos with a similar level of admiration, a culture whose mood, tone, and success stem from the energetic Internet maverick. As one employee notes “The vision thing isn’t all he has brought to Amazon. His energy-he runs up and down the company’s three flights of stairs-provides much of the place’s electricity” (Hof 119). Jeffrey Bezos was born in Albuquerque, New Mexico, on January 12, 1964, to a Cuban refugee father and a mother who worked as a banker (Hof 119). Bezos learned a lot about revolution and business from his father, who emigrated here in 1960, and who works as an Exxon Corp. executive to this day. Bezos wanted to be an astronaut as a child, but he quickly displaye

. . .
iously associated earned 8% on approximately 300,000 titles” (Greater Value 1). We will see in the SWOT analysis that Amazon.com is applying this kind of relationship to its alliances with other business whose products run the retail gamut. SWOT ANALYSIS An analysis of the strengths, weaknesses, opportunities, and threats relevant to the current situation of Amazon.com will show that the company will ultimately become profitable and thus meet shareholder expectations. Recent reports suggest that after four-and-a-half-years of expansion, the company predicts that it will drastically cut its losses by the end of 2000 as it applies the economies of scale to its massive infrastructure (Scally 6). To achieve this, the company anticipates a decline in losses as a percentage of sales from about 26 percent in the fourth quarter of 1999, to 5 percent or less by the end of 2000 (Scally 8). Additionally, the firm anticipates expanded sales of new product lines added in the last six months, including toys, consumer electronics, and home improvement goods. Home furnishing and pharmaceuticals/toiletries will be added to this product mix via equity deals with other Internet retailer such as Living.com, a housewares specialist and Drugst
. . .

Some common words found in the essay are:
Business Wire, STRATEGY BLUEPRINT, Review Books, Green Brady, SWOT ANALYSIS, Wall Street, Amazons US-based, Book Oregon, Noble Amazon, DREAM Institute, core business, economies scale, hof 119, business wire, fourth quarter 1999, fourth quarter, wall street, dvd video, quarter 1999, barnes noble, relationship building, hof 119 bezos, hof et al, business wire 1, high-ticket higher-margin items,
Approximate Word count = 3095
Approximate Pages = 12 (250 words per page)

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