Amazon (company)

Summary

Amazon.com, Inc. (ˈæməzɒn , Ukalsoˈæməzən ) is an American multinational technology company focusing on e-commerce, cloud computing, online advertising, digital streaming, and artificial intelligence. It has been often referred to as "one of the most influential economic and cultural forces in the world," and is often regarded as one of the world's most valuable brands. It is considered to be one of the Big Five American technology companies, alongside Alphabet (parent company of Google), Apple, Meta (formerly Facebook, Inc.) and Microsoft. Amazon was founded by Jeff Bezos from his garage in Bellevue, Washington, on July 5, 1994. Initially an online marketplace for books, it has expanded into a multitude of product categories, a strategy that has earned it the moniker The Everything Store. It has multiple subsidiaries including Amazon Web Services (cloud computing), Zoox (autonomous vehicles), Kuiper Systems (satellite Internet), and Amazon Lab126 (computer hardware R&

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The promise of service design is to enable a service supplier to prosper by delivering continuous value to customers. This prosperity is of strategic value to the service supplier. There is value in a service for both the service supplier and its service customers. We call these two values, service supplier value and service adopter value. When designing a service it is necessary to align both value propositions with the service components and service features. To this end, we propose to use a systemic method where whole (i.e. black box) and composite (i.e. white box) reasoning are interleaved on both the organizational and functional dimensions. We begin by producing an as-is model that describes how the value is created for the customer and how it is captured by the service supplier. Service improvement opportunities are identified in terms of value to both service adopter and service supplier. A to-be model is built that specifies the new interaction between actors and their new responsibilities and thereby, new service components and features. The method is illustrated with an example based on the service offering and implementation of Amazon.com in Amazon Marketplace.

2012

Amazon Web Services- a Case Study

Rammohan Narendula

The Amazon Web Services (AWS) is a set (more than 25) of proprietary web-based services owned by Amazon.com. All these services ranging from simple storage to sophisticated database services constitute the cloud platform oered by Amazon. An extensive list of customers for AWS include Dropbox, UniLever, Airbnb, Nasdaq, Netflix. As of 2007, there are more than 300K developers actively using AWS. It is one of the pioneers which brought the cloud computing closer to masses helping number of start ups bootstrap their businesses. AWS is a true testimony of how a just-Internet-enabled business grew into a complete-technology-company competing with dedicated technology companies- the likes of Google, Microsoft, and Apple. In the following case study, we analyze the various aspects of AWS and the business and economic principles that drove their creation and design.

2012

Coopetition-based business models: The case of Amazon.com

Arash Golnam, Alain Wegmann

Coopetition (collaboration between competing firms) is a phenomenon that has recently captured a great deal of attention due to its increasing relevance to business practice. However, current research on coopetition is still short on explaining how the potential advantages of coopetition can be realized over time as part of an individual firm's business model. In order to gain insights into this, we conduct a longitudinal, in-depth case study on the coopetition-based business models of Amazon.com. We find evidence of three distinct coopetition-based business models: (1) Amazon Marketplace, (2) Amazon Services and Web Services, and (3) the collaboration between Apple and Amazon on digital text platforms. We conclude by forwarding several propositions on how value can be created and captured by involving competitors in a firm's business model. As a whole, the results contribute to the current understanding of how firms – as well as their stakeholders – can better benefit from coopetition.

2014