?Post your Strategic Planning PowerPoint for your case using the template provided below

Attention studypool tutor Attached is my last 2 papers submitted so that you can get an idea of findings on my case which is AMAZON from the analyses that were already submitted by me during this course and it should help you with the current assignment.Post your Strategic Planning PowerPoint for your case using the template provided below. Your presentation should include detailed notes (under the notes section of your PowerPoint), may include key findings from the analyses you already provided throughout this course, and should bring the audience towards your final strategic suggestions. This should not be a reposting of past assignments. Rather, it is an integration of all the strategic thinking you have done so far and result in a clear and salient strategic recommendation. Include proper references and citations. PowerPoint Template and InstructionsThis template for your PowerPoint presentation is a guide. You should feel free to include the charts, illustrations, and concepts that fit your particular case. Your PowerPoint should not be more than 10 slides and should follow good presentation formatting. Use the notes section for any detailed explanation you would like to make.Title slideSummary of vision and missionEnvironmental considerationsOrganizational considerationsIllustration slides (no more than three), which can include competitive, IFE, QSPM matrices, or any other useful illustration that makes a valid case for the strategic choiceStrategic choice, based on your best intuition and the factsRecommendations and next stepsReference page
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Running head: QSPM FOR AMAZON COMPANY
QSPM for Amazon Company
Francisco Betances
New England College
1
2
QSPM for Amazon Company
Strategic Alternatives
1
Key Factors
Weight
2
Enter into
Grow and
strategic
Expand
Alliance
Internally
Attractiveness
Total
Attractiveness
Total
Score
Attractiveness
Score
Attractiveness
Score
Score
Opportunities
Developing
0.09
4
0.36
0
0
0.14
4
0.56
1
0.14
0.06




0.10
0
0.00
2
0.20
and emerging
new markets
Trade
alliances
Forecasting
raise in the US
e-commerce
Potential
acquisition of
competitors
Threats
3
Variation in
0.08
4
0.32
2
0.16
0.10
3
0.30
1
0,10
Price Wars
0.18
2
0.36
0
0
Growing
0.09
0
0.00
2
0.18
0.16
0
0.00
1
0.16
0.11
2
0.22
4
0.44
0.09
3
0.27
1
0.09
0.05
1
0.05
3
0.15
0.05
2
0.10
4
0.20
US dollar rates
Unfavorable
taxes
market
competition
Low market
entry barriers
Total Weights
1.00
Strengths
Business
proximity
Unique
commodities
Logistical
Advantage
Experienced
and skilled
workers
4
Diverse
0.05




0.11
4
0.44
4
0.44
0.09
0
0.00
2
0.18
0.10
4
0.40
4
0.40
0.10
3
0.30
2
0.20
0.5




0.08
3
0.24
0
0
0.12
1
0.12
2
0.24
Products
High
productivity
High quality
products
Weakness
Inadequate
quality of
customer
service
Lack of
differentiated
products
Risk of
introduction of
a new
category that
is not good
Inadequate
sales and
marketing
Total Weights
5
1.00
STAS
1.00
4.04
3.18
The Quantitative Strategic Planning Matrix commonly abbreviated as QSPM is a method that
tries to objectively help an organization choose the best strategy for the available alternatives.
Basically, this approach makes use of input or data from other organizational management
approaches as well as from a number of computations. The Quantitative Strategic Planning
Matrix approach makes use data obtained for from the first stage analyses, proceeds to compare
it with the analysis results from the second stage analyses and finally makes a conclusion on
which decision to consider from the available alternative strategies (Fred & Forest, 1987).
The above Quantitative Strategic Planning Matrix approach compares two strategic alternatives.
According to the information and strategies from the IFE and EFE matrix, as well as BCG and
SPACE, the Amazon Company top management officials concluded that the Amazon Company
should embark on an aggressive strategy which is targeted at creating new products as well as
continue entry and penetration of the new and emerging markets. The Amazon top management
officials also established that this growth and aggressive strategy may be implemented through
two ways. One alternative strategy is entering into strategic alliances with competing companies.
On the other hand, the second alternative strategy involves working to grow the company and
expand internally. The top management officials needed to know which alternative to go by in
implementing this strategy.
From the working on the above Quantitative Strategic Planning Matrix table, we arrived at the
conclusion that the best alternative is entering into strategic alliances. This is because the Sum
Total Attractiveness Score for this option has a higher score as compared to the growth and
6
internal expansion strategy. The strategic alliance strategy leads with a sum of total attractiveness
score of 4.04 in the Quantitative Strategic Planning Matrix while the growth and expansion
strategy trails with a lower score of 3.18.
7
References
Fred R. David and Forest R. David, (1987). Strategic Management A Competitive Advantage
Approach, Concepts and Cases. Retrieved from
https://www.vaultebooks.com/#/books/9780134167947/cfi/6/2!/4/2@0:0
Running Head: ANALYSIS OF AMAZON’S CORPORATE STRATEGY
Amazon’s Corporate Strategy
Francisco betances
1
ANALYSIS OF AMAZON’S CORPORATE STRATEGY
2
Amazon’s Corporate Strategy
Introduction
Amazon is currently ranked as the world’s biggest online retailer. It is also the pioneer of
the online retail space. Initially, Amazon started off as an online bookstore that primarily focused
on selling books online. However, over the past decades, Amazon has diversified in its venture
ANALYSIS OF AMAZON’S CORPORATE STRATEGY
3
and currently sells anything that can be bought online. Additionally, Amazon has also diversified
globally and now operates globally providing deliveries both locally and globally through a
combination of localized platforms as well as global delivery and logistic portals (May, 2000).
Amazon has leveraged technology to become its primary source of competitive advantage in the
market and through its great success reaped off its advantages of economies of scale and balance
between internal and external drivers, Amazon has created many strong rivals who target imitating
its strategies of success to better their business (Bharadwaj et al., 2013). However, in order for
Amazon to remain competitive, it is imperative to ensure that the proposed and recommended
strategic alternatives must be complementary as well as supplementary to its primary
competencies. Ultimately, Amazon should also focus on the expanding mobile commerce
marketing segment in order to maintain its top position in the market.
Evaluation of contemporary Strategy
Amazon has a generic corporate strategy that can be identified as concentric diversification.
This generic corporate strategy is primarily based on optimizing technological capabilities for the
success of the business while using a cost leadership strategy that targets providing the customers
with the best value of products at the lowest practical price alongside wrapping up the business
around the customers in such a way that the customers find Amazon to be the go-to-portal for all
their online marketing needs (Bharadwaj et al., 2013). This strategy has been very effective for the
entity as it has helped it achieve the top position globally as the world leading online retailer.
Amazon has also been the leader in most of the market segments that the business has operated.
As a result, the current strategy can be regarded to be very successful. However, it is of importance
to note that the cost leadership strategy employed by Amazon has frequently followed the law of
diminishing whereby organizations that utilize this strategy find themselves unable to maximize
ANALYSIS OF AMAZON’S CORPORATE STRATEGY
4
profitability as well as sustain growth as soon as the “low-hanging fruit” is extracted (May, 2000).
This generic business strategy used by Amazon can be better explained using the Ansoff matrix as
pictorially depicted below. In the pictorial representation, Amazon is placed in the quadrant
labelled Overall Cost Leadership and its profound focus on costs becomes the key to
comprehending its strategy at large.
In order to implement this corporate strategy, Amazon has put in place numerous steps
such as implementing the Amazon Prime Program; the entity provides steep discounts to its regular
customers, ensures timely delivery of all customer purchases, relinquishing shipping costs at times.
Further, Amazon extends the benefits of not paying taxes to the customers that further lowers the
ANALYSIS OF AMAZON’S CORPORATE STRATEGY
5
price, and with the business’s overall strategy focusing on perfecting customer experience and
making their experience seamless (May, 2000).
Additionally, the Amazon’s strategy is compelled by its sources of competitive advantage
that primarily include actualization of economies of scale and focus on technology. Further,
Amazon’s strategy strikes to balance the synergies between its external and internal resources that
have become the pillars of the company’s business model. At the same time, Amazon utilizes the
Big Data Analytics tool in mapping its customer behaviours. Amazon has deeply incorporated Big
Data to the extent that it is able to market the tool as one of its service offering (Hitesh, 2017). All
the Amazon customers receive recommendations that are obtained using the customer’s browsing
history and mapping the customers’ purchases with the products they might require in the future.
In other words, Amazon is in a position to predict and intuit what the customers might require in
the future and adapt its strategies in accordance with the customer needs. Technology is the
company’s primary source of competitive advantage as identified earlier and this can be attributed
to the fact that the company is internet-based.
However, despite the success of its strategy, there are some areas of concern I noted in my
analysis that should be taken into consideration in order for the company to remain competitive.
Amazon utilizes the cost leadership strategy that has one profound disadvantage. The cost
leadership strategy lacks product differentiation and as a result, it has been easily copied by other
“me-too” competitor that has resulted in the price war in the market that has left all the involved
companies bruised. In other words, the cost leadership strategy has been deployed by other
Amazon competitors that resulted in a price war with each of the parties striking to provide the
least reasonable price (Bharadwaj et al., 2013). This reduction in price to remain competitive has
negatively affected all the companies and more so Amazon that has impeded its ability to maximize
ANALYSIS OF AMAZON’S CORPORATE STRATEGY
6
profitability as well as sustain growth. Further, the focus of Amazon on cost minimization means
that the products it offers to its customers are also available on other portals without any established
product line or some sort of uniqueness to its products.
Further, the strategy employed by Amazon doesn’t provide “instant gratification” to the
customers that might are impatient and might make impulsive purchases and require fast fixes. For
example, “instant gratification” is provided by Amazon’s movies and other related digital items.
Unfortunately, the other items marketed by the company do not provide the customers with this
gratification that can be vital in attracting and retaining more customers (Hitesh, 2017). At the
same time, it is imperative to note that Amazon’s strategy is based on the idea of convenience
whereby customers do not have to physically visit a store to make a purchase or wait for days for
a delivery to be made since the company has introduced same-day delivery services in most of the
countries across the globe. Additionally, Amazon is also working on the idea of introducing drones
to be utilized to make instantaneous deliveries across the globe (Hitesh, 2017). Despite the
potholes identified in Amazon’s current strategy in regards to its overreliance on cost leadership
as well as the lack of product differentiation, Amazon has made some progress in addressing these
issues more so through its recent focus on cloud-based services that constitute a non-retail product
line.
Ultimately, Amazon has seen successful growth over the decades through the incorporation
of its corporate strategy. However, although the company has observed notable success since it
holds the world’s top position online retailer, its primary objective is to maintain this momentum
as well as sustain its current growth rates. As a result, in order for Amazon to remain competitive
and maintain its current position and growth, it is imperative that the company take some factors
into consideration. The most compelling factors to address these issues include the inability of the
ANALYSIS OF AMAZON’S CORPORATE STRATEGY
7
company to harness any profits in most of the quarters over the past three years (Hitesh, 2017).
The primary explanation for the inability of the company to make any profits can be attributed to
Amazon’s overreliance on cost leadership that has negatively affected its bottom in its race to
obtain the bottom position cost-wise.
As a result, Amazon needs to adapt its Global Approach in regards to its global markets
with its local markets. In other words, Amazon should acclimatize its Global business model with
its Local delivery as well as its logistics supply chain. This acclimatization will result in an
international business value chain whereby people from all parts of the world can purchase
products at any time.
In conclusion, the future is quite promising for Amazon and if it focuses on expanding its
global value chain and take advantage of its core competencies; it will be in a position to retain its
market leadership over the coming years.
ANALYSIS OF AMAZON’S CORPORATE STRATEGY
8
References
May, P. (2000). The business of ecommerce: From corporate strategy to technology (Vol. 1).
Cambridge University Press.
Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. V. (2013). Digital business
strategy: toward a next generation of insights.
Hitesh Bhasin. (2017). “Marketing strategy of Amazon – Amazon marketing strategy.”
Retrieved from: https://www.marketing91.com/marketing-strategy-of-amazon/

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