essay on amazon

Michigan Journal of Economics

The History of Amazon and its Rise to Success

Written by Colby Hopkins 

Ranking fifth in the world in terms of market cap with a staggering $1.045 trillion (CompaniesMarketCap, 2023), Amazon has been able to cement itself as a global giant that has altered how we shop and live. Expanding beyond just delivering goods, it is also a media streaming service and manufactures other technologies such as “Alexa”. Amazon has quickly become one of the most recognizable company names throughout the world. It has achieved such success that it has become commonly used as a verb in everyday language, much like “Google.” However, like many other large corporations today such as Google and Facebook, Amazon started out as a small business building its way up to being a large corporation. Within this article, we’ll explore Amazon’s company history and its rags-to-riches story.  

The Beginning of Amazon

On July 5, 1994, Amazon was officially founded under the name “Cadabra” (as in abracadabra) by young Princeton graduate Jeff Bezos within a garage space in his rental home in Bellevue, Washington. However, after just a few months, Bezos switched the name to Amazon Inc because of Cadabra’s unappealing similarity to the word “cadaver” (A&E Television Networks, 2015). Roughly a year later, the Amazon website was officially published as an online bookseller delivering to all 50 US states and 45 countries from that same garage space.

Like many other companies in their first couple of years of production, Amazon saw losses. However, one of the most significant signs that the company was on the path to success came in the transition of quarter three (July 1 st – September 30 th ) to quarter four (October 1 st – December 31 st ) in 1996. Within that time span, Amazon’s revenues rose from $4.2 million to $8.5 million while seeing a $100,000 decrease in losses from each quarter (Wilhelm, 2019). Although they were still seeing roughly $2.2 million in total losses during this quarter, this was a positive sign as they were able to more than double their revenue while decreasing those losses.

After extending beyond books in 1998, the first time Amazon was able to cross into black numbers territory and make a profit was seen in the last quarter of 2001 after a busy Christmas shopping season (ABC News, n.d). From there, 2003 became Amazon’s first profitable year, as the company saw net profits grow from $3 million in the last quarter of 2002 to $73 million in the last quarter of 2003 (Hansell, 2004). This led to them earning $35 million for all of 2003, which was up from losing $149 million in the previous year. Overall, Amazon’s journey from a small online bookseller to one of the global giants today saw its ups and downs in the beginning, but their commitment to innovation led them to be one of the most successful companies in the world today.  

The Launch of Amazon Prime

         One of Amazon’s most recognizable and profitable services was first introduced in February 2005 known as “Amazon Prime”. Debuting as an unlimited two-day delivery subscription at $79 a year, Amazon Prime started with relatively limited consumer attraction due to the concept of online shopping being somewhat new and subscription prices still being too expensive to some. However, after a couple of years of expansion of the service and subtle changes such as the introduction of the Prime Video portion of the subscription, Amazon started to see substantial growth with their subscription service in the 2010s.

         According to data provided by Search Logistics, Amazon has seen an increase of roughly $29 billion in net sales from 2013 to 2021, with 2021 seeing a total of $31.77 billion in net sales of Amazon Prime. Additionally, “Amazon subscription value has more than doubled since 2017” (Search Logistics, 2022). This was in large part due to an increase of approximately 28 million subscribers from the years 2019-2021, as COVID-19 was at its worst. Based on the current trajectory of the previous years, Search Logistics also predicts that there will be an estimated total of 168.3 million subscribers by the year 2025.   

         Not only have the sales of the subscription helped increase profits, but the amount of purchases being made by those prime members has also helped contribute to Amazon’s success. Based on the speed of the operation and the convenience of free delivery, Amazon has been able to generate a lot more per year from Prime members’ purchases in comparison to non-prime members. Based on a 2021 survey, a Prime member’s average spending rate was $1,400 per year through Amazon, while non-members only spent roughly $600 yearly (Chang, 2021).  The implementation of Prime as a subscription service didn’t have the immediate impacts that Bezos and the rest of the Amazon employees desired; however, through more recent expansion tactics as well as the idea of online shopping becoming more of the norm, Amazon Prime has been a huge success and has played an essential role in the expansion of the company.

The Future of Amazon 

With all the success that Amazon has already achieved and their desire to continuously expand into different industries, the only question left is: What’s next for Amazon? Being most known for their delivery services, the most notable expansion Amazon is trying to accomplish is to facilitate their delivery process. While Amazon already offers a relatively short delivery time, depending on one’s location, they’re continuously trying to improve delivery time as technology advances over time. This includes their newest expansion of a trial delivery system with drones in Lockeford, California: Amazon Prime Air. Within this experimental program, air drones will be able to deliver to local communities within a small radius of the Amazon facility within just a couple of hours (Amazon Staff, 2022). In addition to this newly innovative project, Amazon has also looked into a fully electric and autonomous delivery system known as Amazon Scout (Patrao, 2022). Whether either of these programs will be the “next big thing” still remains unclear; however, it’s evident that Amazon will continue experimenting with different technologies in order to facilitate their delivery systems. 

In addition to expanding their delivery systems, Amazon is also pursuing expansion opportunities by forming partnerships and acquiring other companies. Although Amazon has developed different partnerships with several different renowned companies such as Kohl’s and Best Buy, a new partnership with Grubhub could lead to their domination of another delivery service: food and groceries. Although this new partnership still hasn’t provided definite growth for both companies just yet, with them being two of the largest companies in their own respective industries, the partnership between Amazon and Grubhub has the potential to alter the entire food and grocery delivery industry. While Amazon’s partnership with Grubhub was big news for the company, Amazon has also been actively expanding through acquisitions as well. For example, the famous media making company, MGM (Metro-Goldwyn-Mayer) studios was recently bought out by Amazon for $8.5 billion, which is known for the “Rocky” films, “Rain Man”, and more (Maas, 2022). With its recent acquisition of MGM, Amazon plans to produce TV and movie projects based on popular MGM franchises, including “Legally Blonde” and “Robocop” (PYMNTS, 2023). Although no one knows what lies ahead in the future, it’s clear that Amazon wants to continue to grow as a corporation through their experimentation in a more advanced delivery system and strategic business partnerships and acquisitions.

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How Jeff Bezos Built One of the World’s Most Valuable Companies

A conversation with HBS professor Sunil Gupta on what makes Amazon so successful.

• Apple Podcasts

Sunil Gupta, Harvard Business School professor, has spent years studying successful digital strategies, companies, and leaders, and he’s made Amazon and its legendary CEO Jeff Bezos a particular areas of focus. Drawing on his own in-depth research and other sources, including a new collection of Bezos’ own writing, Invent and Wander , Gupta explains how Amazon has upended traditional corporate strategy by diversifying into multiple products serving many end users instead of focusing more narrowly. He says that Bezos’s obsession with the customer and insistence on long-term thinking are approaches that other companies and senior executives should emulate.

ALISON BEARD:  Welcome to the HBR IdeaCast from Harvard Business Review.  I’m Alison Beard.

If you had to name the most successful business leader alive today, who would you say?  I can’t hear you from my basement podcasting room, but I would bet that for many of you, the answer is Jeff Bezos, CEO of Amazon.  This is a man who over the past 25 years turned his online bookstore startup into a diversified company currently valued at $1.6 trillion.

Amazon is a digital retailing juggernaut, it’s also a web services provider, media producer, and manufacturer of personal technology devices like Kindle and Echo.  Oh, and Bezos also owns the Washington Post and Blue Origin, a space exploration company.  Forbes tells us he is the richest person in the world.

How did he accomplish so much?  How did he change the business landscape?  What mistakes has he made along the way?  A new collection of Bezos’s own writing, which full disclosure, my colleagues at Harvard Business Review Press have published, offer some insights.  Here’s a clip from one speech that’s included.  The book is called Invent and Wander .

And our guest today, who has spent years studying both Amazon and Bezos, is here to talk with me about some of the key themes in it, including the broad drivers of both the company and the CEO’s success.  Sunil Gupta is a professor of business administration at Harvard Business School and cochair of its executive program, and cochair of its executive program on driving digital strategy, which is also the title of his book.  Sunil, thanks so much for being on the show.

SUNIL GUPTA:  Thank you for having me, Alison.

ALISON BEARD:  So Invent and Wander.  I get that Bezos is inventive.  You know, he created a new way for us to buy things – everything.  How is he also a wonderer?

SUNIL GUPTA:  So he’s full of experiments.  His company and his whole style is known for experimentation, and he says that in so many words that if you want big winners, then you have to be willing to have many failures.  And the argument is, one big winner will take care of a thousand failed experiments.  So I think that’s the wandering part.  But also his experiments are not aimless.  There is a certain thought and process behind what experiments to do and why they will connect to the old, old picture of what Amazon is today.

ALISON BEARD:  And your expertise is in digital strategy.  How does he break the traditional rules of strategy?

SUNIL GUPTA:  So for the longest time the way, at least I was taught in my MBA program and the way we teach to our MBA students and executives, is strategy is about focus.  But if you look at Amazon, Amazon certainly doesn’t look like it’s focusing on anything, so obviously Jeff Bezos missed that class, otherwise it’s a very, very different thing.

And then you’d say, why is it that so called lack of focus strategy seems to be working for Amazon?  And I think the fundamental underlying principle that he’s guiding his whole discussion of strategy is, he’s changed the rules of strategy.  So the old rules of strategy were, the way you gained competitive advantage is by being better or cheaper.  So if I am selling you a car, my car is better of cheaper.  But the inherent assumption in that strategy statement is, I’m selling one product to one customer.  And what Amazon is basically arguing is, the digital economy is all about connection.  We have got to connect products and connect customers.  Let me explain why that is so powerful.

So connecting products, here the idea is, I can sell you, this is a classic razor and blade strategy.  I can sell you a razor cheap in order to make money on the blade.  So I can sell you Kindle cheap in order to make money on the ebooks.  Now, at some level you might say, hey, razor and blade have been around forever.  What’s so unique today?  I think unique today is razor could be in one industry and blades could be in completely different industrys.

So for example, if you look at Amazon’s portfolio of businesses, you sort of say, not only Amazon is an e-commerce player, but also is making movies and TV shows, its own studio.  Well, why does it make sense for an e-commerce player, an online retailer to compete with Hollywood.  Well, Walmart doesn’t make movies.  Macy’s doesn’t make movies?  So why does it make sense for Amazon to make movies?

And I think once you dig into it, the answer becomes clear that the purpose of the movies is to keep and gain the Prime customers. Two day free shipping is fine, but if  you ask me to pay $99 or $119 for two day free shipping, I might start doing the math in my head, and say, OK, how many packages do I expect to get next year?  And is the Prime membership worth it or not?

But once you throw in, in addition to the two-day free shipping, you throw in some TV shows and movies that are uniquely found only on Amazon, I can’t do this math.  And why is Prime customers important to Amazon?  Because Prime customers are more loyal.  They buy three or four times more than the non-Prime customers, and they’re also less price sensitive.

And in fact, Jeff Bezos has said publicly that every time we win a Golden Globe Award for one of our shows, we sell more shoes.  So this is, and he said it in your book, Invent and Wander, also, that we might be the only company in the world which has figured out how winning Golden Globe Awards can actually translate into selling more products on the online commerce.

So this is a great example of the razor being in a very different industry and blade being in another industry.  Take another example.  Amazon has a lending business where they give loans to small and medium enterprises. If Amazon decides to compete with banks tomorrow, Amazon can decide to offer loans to the small merchants at such a low price that banks would never be able to compete.  And why would Amazon be able to do that?  Because Amazon can say, hey, I’m not going to make money on loans, as much money on loans, but I’ll make more money when these businesses, small businesses grow and do more transactions on my marketplace platform.  And I get more commissions.  So again, loan can become my razor in order to help the merchants grow and make money on the transaction and the commission that I get from that.  The moment I make somebody else’s, in this case the banks, core business my razor, they will make a very hard time competing.  So I think that’s the key change, the fundamental rules of strategy and competition in that direction.

The second part of connection is connecting customers, and this is the classic network effect.  So marketplace is a great example of network effects.  The more buyers I have, the more sellers I have.  The more sellers I have, the sellers I have, the more buyers I get, because the buyers can find all the items.  And that becomes flywheel effect, and it becomes a situation where it’s very hard for a new player to complete with Amazon.

ALISON BEARD:  In this diversification that Amazon has done, how have they managed to be good at all of those things?  Because they’re not focused.  You know, they’re not concentrated on an area of specific expertise.  So how have they succeeded when other companies might have failed because they lacked that expertise, or they were spreading themselves too thin?

SUNIL GUPTA:  So I think it depends on how you define focus.  Most of us, when we define focus, we sort of define focus by traditional industry boundaries, that I’m an online retailer, therefore going into some other business is lack of focus.  The way Amazon thinks about is focus on capabilities.

So if you look at it from that point of view, I would argue that Amazon had three fundamental core capabilities.  Number one, it’s highly customer focused, not only in its culture, but also in its capability in terms of how it can actually handle data and leverage data to get customer insight.  The second core capability of Amazon is logistics.  So it’s now a world class logistics player.  It uses really frontier technology, whether it’s key word, robotics, computer vision, in its warehouse to make it much more efficient.

And the third part of Amazon’s skill or the capability is its technology.  And a good example of that is Amazon Web Services, or AWS.  And I think if you look at these three core capabilities, customer focus and the data insight that it gets from that, the logistics capability, and the technology, everything that Amazon is doing is some way or the other connected to it.  In that sense, Amazon, and there’s no lack of focus, in my judgment on Amazon.

Now, if he starts doing, starts making cream cheese tomorrow or starts making airplane engines, then I would say, yes, it’s got a lack of focus.  But one of the other things that Jeff Bezos has said again and again is this notion of work backwards and scale forward.  And what that means is, because you’re customer obsessed, you sort of find ways to satisfy customers, and if that means developing new skills that we don’t have because we are working backwards from what the customer needs are, then we’ll build those skills.

So a good example of that is, when Amazon started building Kindle, Amazon was never in the hardware business.  It didn’t know how to build hardware.  But Bezos realized that as the industry moved, people are beginning to read more and more online, rather, or at least on their devices, rather than the physical paper copy of a book.  So as a result, he says, how do we make it easier for consumers to read it on an electronic version?  And they’re spending three years learning about this capability of hardware manufacturing.  And by the way, Kindle came out long before iPad came out.  And of course, that capability now has helped them launch Echo and many other devices.

ALISON BEARD:  Right.  So it’s the focus on the customer, plus a willingness to go outside your comfort zone, the wander part.

SUNIL GUPTA:  Exactly.

ALISON BEARD:  Yeah.  How would you describe Bezos’s leadership style?

SUNIL GUPTA:  So I think there are at least three parts to it.  One is, he said right from day one that he wants to be a long-term focus.  The second thing is being customer obsessed.  And many times he has said that he can imagine, in the meetings he wants people to imagine an empty chair.  That is basically for the customer. And he says, we are not competitor focused.  We are not product focused.  We are not technology focused.  We are customer focused.  And the third is, willingness to experiment.  And fail, and build that culture in the company that it’s OK to fail.

ALISON BEARD:  What about personally, though?  Is he a hard charger?  Is he an active listener?  What’s it like to be in a room with him?

SUNIL GUPTA:  Oh, he’s certainly a hard charger.  I mean, he’s also the kind of guy, when he hires people, he says, you can work long, hard, or smart.  But at Amazon, you can choose two out of three.  And I think this is similar to many other leaders.  If you look at Steve Jobs, he was also a very hard charging guy.  And I think some people find it exhilarating to work with these kind of leaders.  Some find it very tough.

ALISON BEARD:  Do you think that he communicates differently from other successful CEOs?

SUNIL GUPTA:  So the communication style that he has built in the company is the very famous now, there’s no PowerPoints.  So it’s a very thoughtful discussion.  You write six-page memos, which everybody, when their meeting starts, everybody sits down and actually reads the memo.

In fact, this was a very interesting experience that I had.  One of my students, who was in the executive program, works at Amazon in Germany.  And he is, he was at that point in time thinking of moving to another company and becoming a CEO of that company.  So he said, can I talk to you about this change of career path that I’m thinking about?  I said, sure.  So we set up a time, and five minutes before our call, he sends me an email with a six-page memo.  And I said, well, shouldn’t he have sent this to me before, so I could at least look at it?  He says, no, that’s the Amazon style.  We’ll sit in silence and read it together.  And so I read it together, because then you’re completely focused on it.  And then we can have a conversation.  But this discipline of writing a six-page memo, it’s a very, very unique experience, because you actually have to think through all your arguments.

ALISON BEARD:  You also mentioned the long term focus, and that really stood out for me, too, this idea that he is not at all thinking of next year.  He’s thinking five years out, and sometimes even further.  But as a public company, how has Amazon been able to stick to that?  And is it replicable at other companies?

SUNIL GUPTA:  I think it is replicable.  It requires conviction, and it requires a way to articulate the vision to Wall Street that they can rally behind.  And it’s completely replicable.  There are other examples of companies who have followed a similar strategy.  I mean, Netflix is a good example.  Netflix hadn’t made money for a long period of time.  But they sold the vision of what the future will look like, and Wall Street bought that vision.

Mastercard is exactly the same thing.  Ajay Banga is giving three year guidance to Wall Street saying, this is my three-year plan, because things can change quarter to quarter.  I’m still responsible to tell you what we are doing this quarter, but my strategy will not be guided by what happens today.  It will be guided by the three-year plan that we have.

ALISON BEARD:  There are so many companies now that go public without turning any profit, whereas Amazon now is printing money, and thus able to reinvest and have this grand vision.  So at what point was Bezos able to say, right, we’re going to do it my way?

SUNIL GUPTA:  I think he said it right from day one, except that people probably didn’t believe it.  And in fact, one of the great examples of that was, when he was convinced about AWS, the Amazon Web Services, that was back in the early 2000s, when a majority of the Wall Street was not sure what Jeff Bezos was trying to do, because they say, hey, you are an online retailer.  You have no business being in web services.  That’s the business of IBM.  And that’s a B2B business.  You’re in a B2C business.  Why are you going in there?

And Bezos said, well, we have plenty of practice of being misunderstood.  And we will continue with our passion and vision, because we see the path.  And now he’s proven it again and again why his vision is correct, and I think that could give us more faith and conviction to the Wall Street investors.

SUNIL GUPTA:  Oh, absolutely.  And he’s one of the persons who has his opinion, and you always surround yourself with people better than you.

ALISON BEARD:  How has he managed to attract that talent when it is so fiercely competitive between Google, Facebook, all of these U.S. technology leaders?

SUNIL GUPTA:  So a couple of things I would say.  First of all, it’s always good fun to join a winning team.  And all of us want to join a winning team, so this certainly is on a trajectory which is phenomenal.  It’s like a rocket ship that is taking off and has been taking off for the last 25 years.  So I think that’s certainly attractive to many people, and certainly many hard charging people who want to be on a winning team.

And a second thing is, Amazon’s culture of experimentation and innovation.  That is energizing to a lot of people.  It’s not a bureaucracy where you get bogged down by the processes.  So the two type of decisions that we talked about, he gives you enough leeway to try different things, and is willing to invest hundreds of millions of dollars into things that may or may not succeed in the future.  And I think that’s very liberating to people who are willing to take on the ownership and build something.

ALISON BEARD:  But don’t all of the tech companies offer that?

SUNIL GUPTA:  They do, but if you think about many other tech companies, they’re much more narrow in focus.  So Facebook is primarily in social media.  Google is primarily in search advertising.  Yes, you have GoogleX, but that’s still a small part of what Google does.  Whereas if you ask yourself what business is Amazon in, there are much broader expansive areas that Amazon has gone into.  So I think the limits, I mean, Amazon does not have that many limits or boundaries as compared to many other businesses in Silicon Valley.

ALISON BEARD:  So let’s talk a little bit about Bezos’s acquisition strategy.  I think the most prominent is probably Whole Foods, but there are many others.  How does he think about the companies that he wants to bring in as opposed to grow organically?

SUNIL GUPTA:  So some acquisitions are areas where he thinks that he can actually benefit and accelerate the vision that he already has.  So for example, the acquisition of Kiva was to improve the efficiency and effectiveness of the systems that he already put in place in his warehouse.  And logistics and warehouse is a key component or key part of Amazon’s business, and he saw that Kiva already was ahead of the curve in technology that he probably wanted to have that in his own company.  So that was obvious acquisition, because that fits in the existing business.

Whole Foods is kind of a slightly different story, in my judgment, because I some ways, you can argue, why is Amazon, an online player, buying an offline retail store, Whole Foods?  And in fact, they bought it at 27% premium.  So that doesn’t make sense for an online retailer commerce to go to offline channels.  And I think, in fact, part of the reason in my judgment is, it’s not just Whole Foods, but it’s about the food business, per se.  And why is Amazon so interested in food?  In fact, Amazon has been trying this food business, online food delivery for a long period of time without much success.  And Whole Foods was one, another way to try and get access to that particular business.  And why is that so important to Amazon, even though you could argue, food is a low margin business?

And I would say, part of the reason is, food is something, grocery is something that you buy every week, perhaps twice a week.  And if I, as Amazon, can convince you to buy grocery online from Amazon, then I’m creating a habit for you to come onto Amazon every week, perhaps twice a week.  And once you are on Amazon, you will end up buying other products on Amazon.  Whereas if you are buying electronics, you may not come to Amazon every day.

So this is a habit creation activity, and again, it may not be a very high margin activity to sell you food.  But I’ve created a habit, just like Prime.  I’ve created a loyal customer where you think of nothing else but Amazon for your daily needs, and therefore you end up buying other things.

ALISON BEARD:  And Amazon isn’t without controversy.  You know, and we should talk about that, too.  First, there are questions about its treatment of warehouse employees, particularly during COVID.  And Bezos, as you said, has always been relentlessly focused on the customer.  But is Amazon employee centric, too?

SUNIL GUPTA:  So I think there is definitely some areas of concern, and you rightly said there is a significant concern about the, during the COVID, workers were complaining about safety, the right kind of equipment.  But even before COVID, there were a lot of concerns about whether the workers are being pushed too hard.  They barely have any breaks.  And they’re constantly on the go, because speed and efficiency become that much more important to make sure customers always get what they are promised.  And in fact, more than promised.

Clearly Amazon either hasn’t done a good job, or hasn’t at least done the public relations part of it that they have done a good job.  Now, if you ask Jeff Bezos, he will claim that, no, actually, they have done things.  For example, they offer something called carrier choice, where they give 95% tuition to the employees to learn new skills, whether they’re relevant to Amazon or not.  Pretty much like what Starbucks does for its baristas, for college education and other things.  But I think more than just giving money or tuition, it requires a bit of empathy and sense that you care for your employees, and perhaps that needs, that’s something that Amazon needs to work on.

ALISON BEARD:  And another challenge is the criticism that it has decimated mom and pop shops.  Even when someone sells through Amazon, the company will then see that it’s a popular category and create it itself and start selling it itself.  There’s environmental concerns about the fact that packages are being driven from warehouses to front doors all over America.  And boxes and packaging.  So how has Bezos, how has the company dealt with all of that criticism?

SUNIL GUPTA:  They haven’t.  And I think those are absolutely valid concerns on both counts, that the small sellers who grow to become reasonably big are always under the radar, and there are certainly anecdotal evidence there, small sellers have complained that Amazon had decided to sell exactly the same item that they were so successful in selling, and becoming too big is actually not good on Amazon, because Amazon can get into your business and wipe you away.  So that’s certainly a big concern, and I think that’s something that needs to be sorted out, and Amazon needs to clarify what its position on that area is, because it benefits from these small sellers on his platform.

And your second question about environmental issues is also absolutely on the money, because not only emission issues, but there’s so many boxes that pile in, certainly in my basement, from Amazon.  You sort of say, and it’s actually ironical that Millennials who are in love with Amazon are extremely environmentally friendly.  But at the same time, they would not hesitate to order something from Amazon and pile up all these boxes.  So I think Amazon needs to figure out a way to think about both those issues.

ALISON BEARD:  And at what point will it have to?  I mean, it seems to be rolling happily along.

SUNIL GUPTA:  Well, I think those issues are becoming bigger and bigger, and it’s certainly in the eye of the regulators, also, for some of these practices.  And not only because it’s too big, and there might be monopoly concerns, but these issues will become larger, and any time you become a large company, you become the center of attraction for broader issues than just providing shareholder value.

ALISON BEARD:  Yeah.  So those are weaknesses possibly for the company.  What are some of Bezos’s personal weaknesses that you’ve seen in studying him and the company?

SUNIL GUPTA:  So I think one thing that stands out to me, and at least in the public forums, I have not seen any empathy.  And it’s, I mean, we talk about that the leaders have, should have three qualities.  They should be competent.  They should have a good character.  And they should have compassion.  So he’s certainly very competent.  I mean, he’s brilliant in many aspects, right, from the computer vision and AI and machine learning, to the nuances of data analytics, to the Hollywood production, etc.  He also seems to have good character, at least I have not heard any personal scandals, apart from his other issues in his personal life, perhaps.

Those characteristics of competence and character make people respect you.  What makes people love you is when you show compassion, and at least I haven’t seen compassion or empathy that comes out of him.  I mean, he certainly comes across as a very hard charging, driven person, which probably is good for business.  But the question of empathy is perhaps something lacking right now.

ALISON BEARD:  Yeah.  The other issue is his just enormous wealth.  He did invent this colossally valuable company, but should anyone really be that rich?

SUNIL GUPTA:  Well, I guess that’s, you can say that’s the good or the bad thing about capitalism.  But I think, and again, my personal view is there’s nothing wrong in becoming rich, if you have been successful and done it with hard work and ingenuity.  But how you use your wealth is something that perhaps will define Jeff Bezos going forward.  I think Bill Gates is a great example how he actually has used his wealth and his influence and his expertise and his brilliance into some certain thing that actually is great for humanity.

Now, whether Jeff Bezos does that down the road, I don’t know, whether his space exploration provides that sort of outlet which is both his passion as well as good for humanity, I don’t know.  But at some point in time, I think it’s the responsibility of these leaders to sort of say, my goal is not simply to make money and make my shareholders rich, but also help humanity and help society.

ALISON BEARD:  If you’re talking to someone who’s running a startup, or even a manager of a team at a traditional company, what is the key lesson that you would say, this is what you can learn from Jeff Bezos?  This is what you can put to work in your own profession?

SUNIL GUPTA:  So I would say two things that at least I would take away if I were doing a startup.  One is customer obsession.  Now, every company says that, but honestly, not every company does it, because if you go to the management meetings, if you go to the quarterly meetings, you suddenly go focus on financials and competition and product.  But there’s rarely any conversation on customers.  And I think, as I mentioned earlier, that Jeff Bezos always tells his employee to think of the imaginary chair in which a customer is sitting, because that’s the person that we need to focus on.  Howard Shultz does the same thing at Starbucks, and that’s why Starbucks is so customer focused.

So I think that’s the first part.  And the argument that Bezos gives is, customers are never satisfied.  And that pushes us to innovate and move forward, so we need to innovate even before the rest of the world even sees that, because customers are the first ones to see what is missing in the offering that you have.

And the second I would say that I would take away from Jeff Bezos is the conviction and passion with what you do.  And many times that goes against the conventional wisdom.  And the Amazon Web Services is a great example of that.  The whole world, including the Wall Street Journal and the Wall Street analysts were saying, this is none of Amazon’s business to do web services.  But he was convinced that this is the right thing to do, and he went and did that.

And part of that conviction may come from experiments.  Part of that conviction comes from connecting the dots that he could see that many other people didn’t see.  I mean, that’s why he went, left his job, and went to Seattle to do the online bookstore, because he could see the macro trends as to what the Internet is likely to do.  So I think that’s the vision that he had.  And once you have the conviction, then you follow your passion.

ALISON BEARD: Sunil, thanks so much for coming on the show.

SUNIL GUPTA:  Thank you for having me.

ALISON BEARD:  That’s Sunil Gupta, a professor at Harvard Business School and the author of “Driving Digital Strategy.”  Bezos’s new book is called “Invent and Wander.”

This episode was produced by Mary Dooe.  We get technical help from Rob Eckhardt.  Adam Buchholtz is our audio product manager.  Thanks for listening the HBR IdeaCast.   I’m Alison Beard.

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This paper is a case study analysis of Amazon.com, Inc. (Amazon). In this paper, I look at the business strategy of Amazon. Special attention is given to five parts, including a historical overview, organizational structure, business operations, financial performance, and the future outlook of Amazon. The historical overview chronologically describes landmark events of Amazons beginnings to their current position today. The companies departmental structure is categorized and briefly commented on in section two. An analysis is provided for Amazons operations with a breakdown of major products and services offered. A comprehensive financial analysis of Amazon follows (section four) with matching insight that links performance to events and business strategies. The future outlook of Amazon is discussed last, offering a topical overview of where Amazons business interest is shifting.

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Essays on Amazon

Choosing amazon essay topics.

When it comes to writing an essay, choosing the right topic is crucial. It sets the tone for the entire piece and can make the difference between an engaging, well-researched paper and a lackluster one. If you're struggling to come up with a topic, Amazon is a great place to find inspiration. With a wide range of products and services, there are countless essay topics waiting to be explored. In this article, we'll discuss the importance of choosing the right topic, offer advice on how to do so, and provide a detailed list of recommended Amazon essay topics across various categories.

The Importance of the Topic

The topic of your essay is the first thing your readers will encounter. It's what will grab their attention and make them want to read further. A strong, well-chosen topic can also help you stay focused and organized as you write, ensuring that your essay is clear and coherent. Additionally, choosing a relevant and engaging topic can make the research and writing process more enjoyable for you, the writer.

Advice on Choosing a Topic

When it comes to choosing an essay topic, it's important to consider your interests, as well as the requirements of the assignment. Think about what products or services on Amazon pique your curiosity, and consider how they might be relevant to your studies. It's also a good idea to choose a topic that is current and relevant, as this will make your essay more engaging for your readers. Finally, make sure to choose a topic that is neither too broad nor too narrow, as you want to be able to cover it adequately within the scope of your essay.

Recommended Essay Topics

• The Impact of Amazon's Alexa on Smart Home Technology
• The Role of Amazon Web Services in Cloud Computing
• Amazon's Innovation in E-commerce

Business and Marketing

• Amazon's Business Model: Online Retail and Beyond
• The Evolution of Amazon Prime: A Case Study in Subscription Services
• Amazon's Marketing Strategies and Their Impact on Consumer Behavior

Environmental Impact

• Sustainable Practices at Amazon: From Packaging to Energy Consumption
• Amazon's Role in Promoting Eco-Friendly Products
• The Environmental Impact of Amazon's Global Shipping Operations

Social and Ethical Issues

• Amazon's Impact on Small Businesses and Local Economies
• Worker Conditions in Amazon Warehouses: Ethical Concerns and Solutions
• Amazon's Role in Combatting Counterfeit Products and Intellectual Property Theft

Global Expansion

• Amazon's Expansion into International Markets: Successes and Challenges
• The Impact of Amazon's Global Supply Chain on International Trade
• Amazon's Influence on Global Consumer Trends and Preferences

When choosing an essay topic, it's important to consider your interests, as well as the requirements of the assignment. By exploring the wide range of products and services offered by Amazon, you can find a plethora of engaging and relevant topics for your essay. Whether you're interested in technology, business, environmental impact, social and ethical issues, or global expansion, there are countless opportunities to explore and write about on Amazon's platform.

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Sample Essay On Amazon

Type of paper: Essay

Topic: Business , Amazon , Company , Customers , Sales , Products , Services papers , Finance

Published: 12/02/2021

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Amazon.com is an e-commerce company and is one of the biggest retail stores in the United States. From a small bookseller in 1995, its 2014 Annual Report reflects billion dollars worth of assets (Amazon.com). While based in Seattle, Washington, its products and services are also available and accessible in different countries located in Asia and Europe. The business performance of Amazon may be assessed based on three measures: 1) financial, 2) customer, and 3) internal processes. On the financial metric, profitability is evidenced by its exponential growth – from a small company to an internationally famous brand name. Billions of dollars of gross sales are coming in from its three sets of customers: 1) the direct buyers, 2) the traders and suppliers that offer their products through Amazon, and 3) small businesses and web developers linked to its platform. In terms of customer service, Amazon asserts its vision to offer “earth’s biggest selection and to be earth’s most customer-centric company” (Chaffey). The ease in transactions and payments and fast delivery of its goods and services are all aimed to gain customer satisfaction and ultimately establish loyalty which translates into repeat sales. Most importantly, vast information about consumers, products and services are collected and processed through continuous experimentation and testing by the company’s analysts, researchers, web developers and computer engineers whose goal is to find ways to translate these raw data into measurable business plans and strategies. Thus, although faced with a lot of risks particularly in logistics management, Amazon using its new technologies and advance software is able to efficiently handle its supply chain component and intricate sales networks all over the world.

Works Cited

1996-2015, Amazon.com, Inc. Annual Reports.Web://phx.corporate ir.net/ phoenix.zhtml?c=97664&p=irol-reportsAnnual Chaffey, Dave. Amazon.com Case Study.Web. January 20, 2016. http://www.smartinsights.com/digital-marketing-strategy/online-business-revenue-models/amazon-case-study/

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The Washington Post opinion editor approved a Harris endorsement. A week later, Jeff Bezos killed it.

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On Friday, the Washington Post ’s publisher, Will Lewis, announced that the paper would no longer make endorsements for president—after its journalists had already drafted an endorsement of Vice President Kamala Harris. The decision was made by Jeff Bezos, the paper’s owner.

Over a period of several weeks, a Post staffer told me, two Post board members, Charles Lane and Stephen W. Stromberg, had worked on drafts of a Harris endorsement. (Neither was contacted for this article.) “Normally we’d have had a meeting, review a draft, make suggestions, do editing,” the staffer told me. Editorial writers started to feel angsty a few weeks ago, per the staffer; the process stalled. Around a week ago, editorial page editor David Shipley told the editorial board that the endorsement was on track, adding that “this is obviously something our owner has an interest in.”

“We thought we were dickering over language—not over whether there would be an endorsement,” the Post staffer said. So journalists at the Post , in both the news and opinion departments, were stunned Friday after Shipley told the editorial board at a meeting that it would not take a position after all. This represents the first time the Post has sat out a presidential endorsement since 1988. 

The meeting was quickly followed by an opinion essay from publisher Lewis, who wrote, “We recognize that this will be read in a range of ways, including as a tacit endorsement of one candidate, or as a condemnation of another, or as an abdication of responsibility. That is inevitable. We don’t see it that way.” In a news story , the Post made clear that the decision came from Bezos.

NPR reported that management had known for weeks that there would be no endorsement, and that Shipley, in breaking the news to his staff on Thursday, said he “owns” the decision. However, my source disputed that account, saying that Shipley very much seemed on board with the endorsement and that the decision to pull it appeared to have been made within the past few days.

The move follows one by my former colleague Mariel Garza, who resigned on Wednesday from her position as the editorials editor at the Los Angeles Times in protest of a decision by Patrick Soon-Shiong, the publisher, to block the editorial board’s plan to endorse Harris. The Times did not make presidential endorsements from 1976 through 2004 but resumed the practice in 2008 and endorsed Democrats in the past four elections.

The decisions at both newspapers have angered staff members, who point out that both papers have published editorials for more than nine years now describing the threats Donald Trump poses to American democracy; his constant stream of falsehoods; his role in the January 6, 2021, attack on the Capitol; his public policies; and his promises to be a dictator—for one day, at least—if elected.

Ian Bassin, a democracy expert, calls these moves “anticipatory obedience” : fear by owners that if Trump wins he could take vengeance on companies that cross him. They noted that the leadership at CNN and the Post changed after the Trump administration tried to block the takeover of CNN’s parent company and tried to deny a cloud computing contract for Amazon, Bezos’s company.

Bezos bought the Post in 2013, from the Graham family, for $250 million. Soon-Shiong bought the Times in 2018, from the Tribune Company, for $500 million. Both billionaires initially attracted praise but have since come under fire. Neither paper managed to be a breakout economic success; both have had layoffs. In each newsroom, respected editors were brought in (Sally Buzbee at the Post, Norman Pearlstine and Kevin Merida at the Times ) only to later leave under pressure or in frustration. 

Martin Baron, who edited the Post from 2012 to 2021, winning wide acclaim for his leadership of the newsroom during the Trump presidency, issued a statement to NPR denouncing the last-minute decision to withhold an endorsement. “This is cowardice, a moment of darkness that will leave democracy as a casualty,” he said. “Donald Trump will celebrate this as an invitation to further intimidate the Post ’s owner, Jeff Bezos (and other media owners). History will mark a disturbing chapter of spinelessness at an institution famed for courage.”

Opting against endorsements has drawn harsh scrutiny on social media. Many readers—more than thirteen hundred at the Times and around two thousand at the Post , according to a report by Semafor —have canceled subscriptions. Others have asked (reasonably, in my view) why newspapers endorse candidates at all—and whether endorsements have a negative influence on the balance and objectivity they expect from news coverage.

The most serious allegation, though, is that Soon-Shiong and Bezos are trying to hedge their bets out of fear that their business interests could be harmed during a second Trump presidency. Soon-Shiong, who made his fortune as a biopharmaceutical innovator, is working on new drugs that would presumably require FDA approval. Amazon faces an antitrust lawsuit, brought last year by the Biden administration, that will take years to litigate or settle.

There is one difference between the situations at the Times and the Post . The Times has provided no explanation of its decision not to make a presidential endorsement, nor has it reported on the resignations of Garza, Robert Greene, and Karin Klein—all editorial writers whom I oversaw when I served as editorial page editor of the Times in 2020 and 2021. In several confusing tweets, Soon-Shiong and his daughter Nika attempted to explain what happened . Soon-Shiong asserted that he had asked the editorial board to write a nonpartisan, side-by-side analysis of where the candidates stood on various issues, and that the editorial board chose to remain silent—an account that Garza denies. (On X, Elon Musk replied to Soon-Shiong: “Makes sense.”) Then, Nika wrote on X that she agreed with the editorial board’s “decision”—in her characterization—but attributed it to the “genocide” going on in Gaza, arguing that the Biden-Harris administration hasn’t done enough to rein in Israel’s military intervention, which has claimed thousands in casualties. The tweets left Times staffers uncertain whether Musk, pro-Palestinian peace activism, or some other force was driving the decision. 

In contrast, Lewis portrayed the Post ’s decision as “returning to our roots,” though the paper’s practices, over the years, have been inconsistent. It endorsed Dwight Eisenhower in 1952, but declined to make an endorsement of either Richard Nixon or John F. Kennedy in 1960. In 1976, it endorsed Jimmy Carter. Lewis wrote of Friday’s decision: “We see it as consistent with the values the Post has always stood for and what we hope for in a leader: character and courage in service to the American ethic, veneration for the rule of law, and respect for human freedom in all its aspects. We also see it as a statement in support of our readers’ ability to make up their own minds on this, the most consequential of American decisions—whom to vote for as the next president.”

It was a far more coherent statement than anything the Times has offered. But in both newsrooms, journalists’ unions have expressed outrage. “We are deeply concerned about our owner’s decision to block a planned endorsement in the presidential race,” the Los Angeles Times Guild said. “We are even more concerned that he is now unfairly assigning blame to editorial members for his decision not to endorse.” 

The Washington Post Guild was not buying their boss’s logic. “The message from our chief executive, Will Lewis—not from the editorial board itself—makes us concerned that management interfered with the work of our members in editorial,” the union said. “According to your own reporters and Guild members, an endorsement for Harris was already drafted, and the decision not to publish was made by the Post ’s owner, Jeff Bezos. We are already seeing cancellations from once-loyal readers. This decision undercuts the work of our members at a time when we should be building our readers’ trust, not losing it.”

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Emerson: Essays and Lectures: Nature: Addresses and Lectures / Essays: First and Second Series / Representative Men / English Traits / The Conduct of Life (Library of America) Hardcover – November 15, 1983

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• Print length 1150 pages
• Language English
• Publisher Library of America
• Publication date November 15, 1983
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• ASIN ‏ : ‎ 0940450151
• Publisher ‏ : ‎ Library of America (November 15, 1983)
• Language ‏ : ‎ English
• Hardcover ‏ : ‎ 1150 pages
• ISBN-10 ‏ : ‎ 9780940450158
• ISBN-13 ‏ : ‎ 978-0940450158
• Item Weight ‏ : ‎ 1.6 pounds
• Dimensions ‏ : ‎ 5.1 x 1.35 x 8.1 inches
• #288 in American Fiction Anthologies
• #692 in Essays (Books)
• #6,732 in Classic Literature & Fiction

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Ralph waldo emerson.

There are few people as quoted and quotable as Ralph Waldo Emerson, founder of the transcendental movement and author of classic essays as Self-Reliance, Nature, and The American Scholar. Emerson began his career as a Unitarian minister and later put those oratory skills to move us toward a better society. More remains written on him than by him.

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Customers find the writing quality beautiful, brilliant, and aphorisms are built into the writing itself. They describe the book as a wonderful addition to a collection of philosophical reading. Readers also find the insights profound and fascinating. In addition, they say it's a must-read for serene and modern readers.

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270 Amazon Essay Topic Ideas & Examples

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• The Rise of Amazon
• What Is the Future of E-Commerce?
• Amazon’s Impact on Traditional Retail
• Diversification of Amazon’s Products
• AWS and the Cloud Computing Industry
• Critique of the Work Environment at Amazon
• Amazon’s Disruptive Innovation Strategies
• Amazon’s Approach to Customer Satisfaction
• How Amazon Prime Revolutionized Shopping
• How Does Amazon Influence Consumer Behavior?
• Amazon In addition, the level of employment in most economies is has been on the increase in recent years and as such, this would mean that the disposable income of a majority of the members of […]
• Amazon Firm’s Personnel Recruitment and Selection Practices However, it is the responsibility of the junior workers to take specific actions, in line with the policies set by the superiors, meant to facilitate the success of the firm.
• Google Democratic Leadership Style – Compared to Amazon Applying behavioural leadership style theories in Bezos and Schmidt’s case reveals that the Amazon CEO is an autocratic leader while the Google CEO is a democratic leader.
• Amazon Company’s Risk-Management Strategy The service discussed in the present paper is the retail platform used by the company to compete in the e-commerce business. It should be expanded and moderated in the future to maximize cyber security at […]
• Amazon Company Analysis The success of this company can be attributed to its low competitive prices and the simplicity of making purchases from anywhere.
• The Amazon Business Environment Case Study In the case study, Amazon, the leading online retailer, and supercenter, can outdo the competition by the adoption of new IT procedures to enter into the bookselling industry.
• Working Conditions That Lead to Stress at Amazon For example, among the methods for evaluating the efficiency of warehouse employees is the indicator of the number of processed packages per hour.
• Marketing Information Systems in Amazon The success of the company, particularly the positive experience associated with its use, comes from the vast amounts of data on its customers, which it collects and analyzes.
• Woody Allen vs. Amazon Contract Law Case The reasons given by the court were that the defendant and the plaintiff settled their issues in private and the appellant withdrew the case.
• The Process of Information System in Amazon Information systems gather information on market, clients and their profiles, relationship with the company histories as well as information related to advertising.
• Workers at Amazon Are Not Feeling Motivated Hence, they are dissatisfied with the working conditions, which include the fear of losing the quota, too strict security measures, and the fear of losing pay due to the inability to visit the workplace.
• Amazon Corporate Culture Issues Term Paper Problem Scenario: Amazon’s employees report about multiple cases of workplace disregard, the lack of benefits and praise as well as unfair ranking system that creates the need to analyze the corporate culture of the organization […]
• E-Commerce: Amazon.com In order to improve knowledge management, the right source of information and also a thorough understanding of the same is pertinent.
• Amazon’s Strengths, Weaknesses, Opportunities, Threats Amazon’s growth in 2018 that surpassed that of the rest of the US e-commerce market solidifies the fact that the company has definite competitive advantages.
• Amazon E-Business Model Figure 1: Amazon leads all other e-business models From the definition of Weill and Vitale, one can observe “roles and relations among a firm’s consumers, allies, and suppliers that identifies the major flows of product, […]
• Amazon Company’s Dynamics in Home and Host Countries Conversely, the market size of e-commerce in Australia is approximately $27 billion and has been growing, as disclosed in figure 3.
• Consumer Behavior: Amazon’s Kindle First of all, it is relevant to conduct the situation analysis of Amazon in general and the Kindle product line in particular.
• Target Hires Key Executive Away From Amazon Therefore, the first part of the state’s three-factor test defines that the non-compete clause is unreasonable and has little to do with the threat to the functioning of Amazon’s business.
• Amazon vs. Barnes & Noble: Case Analysis The battle between the two publishers started in 2001 with Independent Publishers Group, the second-largest book distributor in the United States, denying Amazon the renewal of the agreement to sell Kindle titles.
• Amazon Company’s Logistics Operations The aim of this paper is to analyze the logistics operations of the largest e-commerce company in the world and identify several areas for improvement.
• Amazon’s Competition With Alibaba and Wal-Mart Regarding gross margin, Amazon also showed a steady growth between 2012 and 2016, which is evidence of the company’s strategy to achieve long-term growth is working.
• Amazon.com Inc.’s Transnational Strategy The passion to serve the customer and gain a competitive advantage over numerous contenders was the impetus to innovation and has become one of the pillars of Amazon’s transnational strategy. A prime example to illustrate […]
• E-Commerce Giant: Amazon Company The paper argues that the business model of the online retailer hinges on long-term investment and the development of technology, which is recognized as one of the main advantages of the company.
• The Amazon Company’s Organizational Analysis With the organizational structure in place, the managerial control of the Amazon company is made easy. The organizational structure aligns with the corporate diversification strategy of the Amazon Company supporting the plan and its executions.
• Amazon Inc.’s Use of Consumer Behavior Theory A customer is able to quickly consider the quality of the product based on its reception by other people and then consider whether the characteristics of the product are suitable for them.
• Amazon Company’s Collaborators and Competitors The most popular categories of Amazon, in which the customers buy most of the products are electronics and books. In the near future, the company is determined to launch a new program, which is aimed […]
• Evolution of Amazon Business Model In this whole process, it will have to entice the customers to pay for the value and so it is a proposition of what the customer expects in terms of product, how they want it […]
• Amazon Labor Union: Conflict Description Before the formation of the union, Amazon was not as open to negotiations as the workers, which is why the union was formed.
• Amazon and Girlfriend Collective in Ionology Quadrant This is determined by the size of the customer base a company is interested in pursuing and how these potential customers view the business.
• Amazon’s Strategy Implementation The corporation has been a member of the Fortune 500 for most of its existence, but the last ten years saw it rise meteorically to become a part of the daily lives of many people […]
• Amazon Web Services The following are the current problems with the use of traditional in-house based systems: High Upfront cost of Systems and Personnel When it comes to creating the systems architecture of a company, it would be […]
• Zappos vs. Amazon Firms’ Cultural Differences Amazon has significantly benefited from Zappos’ knowledge and experience in customer care, which has helped to strengthen the company’s commitment to its customers.
• Amazon: Company Analysis Thus, because of its desire to achieve maximum profit, the company allows itself too much, and this is its weak point.
• Amazon: Transnational Corporation in Online Retail The fact that the corporation involves its clients in the process of production of content is also worth noting, and it differentiates the enterprise from many others.
• Amazon.com Inc.’s Mobile Technologies The customer can be able to obtain the prices of the products, engage in shopping, and checking out the top sellers.
• Amazon’s Innovation Using Information Technology The foundation of the company’s business model is innovative marketing based on media products because of the ability to reach potentially higher numbers of customers in different corners of the globe.
• SWOT Analysis of Amazon This means that Amazon should realign its business strategy in order to remain competitive and profitable in the online retailing industry.
• The Corporate Social Responsibilities in Walmart, Amazon, and Apple Inc. The following paper briefly compares and contrasts the corporate social responsibilities, ethics, and diversity in Walmart, Amazon, and Apple Inc. On the Corporate Social Responsibility front, Walmart believes in promoting the business and benefiting consumers […]
• Amazon Company’s Supply Chain While Amazon invests in the growth and development of new facilities to cover new areas and increases the effectiveness of its operations, it also seeks ways to decrease their cost.
• Amazon and Alibaba: Financial Computation and Analysis Alibaba outperforms its industry in terms of debt-to-equity ratio, which means that the company relies on its own funds to finance its operations.
• Selling Products on Amazon: PedalSpark The first issue is whether Amazon offers significant benefits for such companies, and the second one refers to whether e-bikes are popular on Amazon.
• Amazon and eBay Websites’ Security and Payments The only charges for a return or exchange of a television set are the shipping costs, which depend on the location of the customer.
• Amazon Company’s Strategic Audit From the analysis, based on the weights assigned, it is apparent that the most important factors affecting Amazon’s business growth and expansion include the growth of Internet usage, the expansion of the e-commerce industry, and […]
• Amazon Company’s Porter’s Five Competitive Forces In fact, most of the products that this firm sells are stored at the suppliers’ warehouses, only picked when it is time to deliver them to the clients. The bargaining power of the customers is […]
• Amazon’ Supply Chain First of all, the sales rate of this company rose significantly, and this organization had to improve its capacity to process the orders that customers placed.
• Quality Assurance in the Amazon Company The effectiveness with which the software has enabled delivery of services in the company explains why the company has been able to record exemplary performance over the years.
• Innovation Strategies: Amazon The type of innovation used by Amazon is service innovation that relies on the technological development as the means to improve and expand the services.
• Christian Worldview in the Amazon Firm Accordingly, the mission objective has been incorporated into the organization’s operations via the Christian worldview concept that exacerbates the fundamentals of God as the Supreme Being and supports the principles of truth and justice within […]
• The Leadership of Amazon This is essential in counteracting the effect of competitors and adopting products and services that address the needs of customers and the market exhaustively.
• Amazon’s New Store: Utility Computing Case Study Amazon realizing that it uses a fraction of processing power at any given time loaned the unutilized processing power and storage in an attempt to reduce the TCO.
• The Use of Digital Devices in Apple, Google, and Amazon Customers need to know the use of the collected information and the degree of protection of such data. The companies also need to secure their routers and those of their clients.
• Amazon’s External Factor Evaluation Matrix At the same time, the analysis of opportunities showed that the broad diversification of the company’s services and products is both an advantage and a challenge in the struggle in each sector with several competitors.
• Amazon.com Competitive Strategies Amazon.com realized that the theory of increasing sales as a general strategy for the competitiveness of a business was not enough in the e-tailing environment.
• Amazon Company’s Executives and Shareholders Amazon’s board of directors is not entirely independent from the management due to the fact that Jeff Bezos, who serves as the Chairman of the Board, also happens to be the CEO of the company.
• Amazon’s Marketing Coordinator as a Dream Job The same concerns the schedule; I am more than willing to have a flexible one, where my responsibilities and tasks may change based on the alterations in the environment and the factors associated with the […]
• Amazon, Its History, Present, Goal, and Strategies The initial idea of Bezos was to create the largest online shop that would provide the clients with the opportunity of purchasing books.
• Jeff Bezos’s Leadership and the Amazon Revolution The peculiar feature of Bezos is the intention to cooperate with people of different ages in order not to find and buy goods and services but also to find out new ideas and elaborate them […]
• Working Condition Problems in Amazon Company Forced Labor Practices in the Amazon Company- The recent employment wrangles in the Amazon Company associate with the illegal issues of forced labor practices in the company.
• Yahoo and Amazon: Building a Competitive Advantage The management of the Amazon Company realized that its success laid in the B2B strategy, which was modified to function on the customer satisfaction.
• The Reasons for Amazon’s Evolution of Supply Chain and Distribution Systems in the United States Amazon.com is known to be utilizing the use of modern technologies such as EDI for the purposes of differentiating itself within the online market.
• Strategic Analysis of Amazon.com In this report are analyzed external and internal environment of Amazon.com to assess the firm’s competitive position in the online retail industry to develop a strategic plan.
• Strategy Choice Available to the Amazon.co.uk With the emergence of new markets in Asia, Amazon.co.uk can partner with China based manufacturers and suppliers to access the Chinese products available in the Chinese market. The aim of the defense position strategy is […]
• Amazon: Global Strategy Soul used to be a significant online retailer in the UAE and was purchased by Amazon as part of its global strategy.Noon.com is an online retailer operating in the UAE, which has 500 employees and […]
• Amazon’s Online Shopping and Innovative Delivery The company started as an online seller of books, but later, Amazon became the platform for a variety of goods and services to sell.
• Amazon.com: Vision, Mission and Strategy With this in mind, a satisfactory mission statement should be: Our mission is to run the best online bookstore, irrespective of the products and services that we offer.
• SWOT Analysis for Amazon Company In the recent past, Amazon.com boasts on its strategy of rebuilding and investing in Research and Development, establishment of technology and innovative research centers.
• The Health Impact of Amazon Company In the end, the conclusions are drawn to summarize the primary findings of the paper while referring them to the possible positive contribution of Amazon to the healthcare industry and determining the firm’s contribution to […]
• Amazon’s E-Commerce and Customer Purchase Phases The initial phase of the customer purchase journey is the awareness phase, where the client is alert to the desire and need for a service or a product.
• The Amazon Firm’s Marketing and Sustainability With Amazon, the idea is that the company always interacts with industry experts and stakeholders to understand how the existing operations could be improved further.
• Evaluation of Company’s Training: AT&T and Amazon The significant difference between the two companies lies in the number of offered training programs and their professional approach to them.
• Strategic Management at Google, Amazon, Toyota, and Nike Google’s provision of a wide range of free programs and services presents an example of a marketing strategy focused on product delivery.
• Amazon Inc. in Current News and Social Media Over the last semester, the stocks of the company, Amazon Care, the Lay Off of workers, and its hiring process topics were covered in the recent media about Amazon.
• Amazon’s Success: Online Shopping Psychology One of the many factors contributing to Amazon’s success is its thorough understanding of its consumers, which is shown in the layout of its website and the numerous innovations it has brought to online retail.
• Amazon Case Study: Keeping the Fire Hot Amazon’s approach to success demonstrates that Jeff Bezos is a methodical and intuitive thinker. When the proprietor of Amazon wanted to enhance the things that his firm creates and sells consistently, he used systematic thinking.
• Amazon: The Prime 2-Day Delivery In less than 20 years, Amazon has managed to change the way people view online shopping, and one of the factors that enabled this possible was the launch of Prime 2-day delivery.
• Amazon: The Innovative Warehousing Due to the nature of the enterprise, the company invests in supply chain management to enhance the flow of products from the manufacturer to the consumer in the most effective way possible.
• Amazon: Key Issues in Strategic Management When a corporation works sustainably and responsibly and addresses its environmental and socio-economic implications, this is referred to as corporate social responsibility. Concerning the integration of social responsibility and policy in recommendations for Amazon, it […]
• Amazon Logistics: Takeaways to Action for Others It is considered that, among similar major companies, Amazon’s logistic solutions and innovations are the best and the most effective. Finally, it is never too late to enter the market and offer new possibilities and […]
• The Amazon Conceptual and Categorical Analysis The critical goal of conceptual analysis in SAS for the selected file was to extract the conceptual entities of unstructured text.
• Amazon Inc.’s Sustainability During COVID-19 Pandemic Amazon’s strategies have led to a significant rise in its sustainability due to the competitive advantages they offer to the firm.
• The Amazon Web Service Key Features When it comes to the hardware of the AWS system, there are various concepts that a reader must understand to comprehend the configurations of the Amazon application.
• The Amazon Platform Dilemma: Brand Experience Effects Due to this unregulated planform framework, DripIt should assume that any of its products will appear for purchase on Amazon.com with or without the company’s approval.
• Amazon’s Variance Analysis of Deviations However, it should add that before developing a cost reduction strategy, it is necessary to establish a systematic accounting of expenses in all areas of the company and its divisions.
• The Competitive Advantage Strategy Chosen by Amazon The less they pay for a product, the more they want to buy, and this is the trick that provides Amazon with more loyal customers.
• Multiple Regression Analysis for Amazon in 1995-2011 An indicator of the reliability of the polynomial trend was the coefficient of determination R2 – the higher it is, the greater the variance of the data from the set can be covered by the […]
• The Amazon Company’s Analytical Report Finally, Amazon’s international strategy includes constant expansion to the new regions and adaptation to the needs of the locals. In summary, the current research revealed what Amazon’s business-level, corporate-level, and international strategies are.
• What Is the Amazon Effect: Home Furnishings Industry The Amazon Effect refers to Amazon’s expanding prominence in selling, driving out new entrants to the market while reshaping e-commerce overall.
• The Amazon Warehouse Employee Sexual Orientation Discrimination With the mismatch between the aspects of the work at the Amazon warehouse, the demand for the job, the ability to work successfully, and the wants and desires of the employees, it is worth noting […]
• Personal SWOT Analysis: A Prospective Manager in the Amazon Company This analysis is going to reflect on my strengths, weaknesses, opportunities, and threats as a prospective manager in the Amazon Company and actions that I can take to improve my weakness.
• Streaming Entertainment: Netflix and Amazon Prime Video To conclude, Netflix and Amazon Prime have a similar price for the basic subscription, with the latter offering additional discount for students, but each platform has different advantages.
• Amazon’s and Southwest Airlines’ Financial Management The company’s remarkable growth in the retail sector continues to be fueled by the secular shift toward e-commerce. The company’s free cash flow for the year ending in the second quarter of 2016 was $7.
• Analysis of Amazon’s Business Challenges The first group of firms in the retail sector, such as Amazon and Wal-Mart, are not monopolistic entities. In the case of analyzing external concerns surrounding Amazon, these are simply the conditions of the e-commerce […]
• Amazon’s AI-Powered Home Robots The objective of the present plan is to provide a comprehensive analysis and evaluation of the introduction of AI-powered home robots as Amazon’s next disruptive customer product.
• Nike and Amazon Firms’ Branding and E-Commerce On the one hand, it is the responsibility of the company to ensure positive and competent branding of the products internationally.
• Amazon Firm’s Working Conditions and Atmosphere Amazon has grown to become one of the most important companies in the US. These steps will help the IT giant to motivate employees in a much more positive and respectful way.
• Amazon Company’s Warehousing Management In turn, this solution is beneficial for the company, as it reduces the cost of delivery. Nationally, 69% of Amazon warehouses have more people of color living within a one-mile radius than the average area […]
• The Amazon Warehouse Facilities and Safety Hazards Both the daily working conditions and the lack of safety protections in regards to the recent pandemic put the health, safety, and wellbeing of workers at risk.
• Amazon and Tesco: Corporate Entrepreneurship One of the key elements that contribute to the success of the business is the ability to offer a product or a service that is superior to the existing alternatives.
• Occupational Setting: Amazon Facility The demographics of the fulfillment center in question are similar to the organization’s average data across the country in terms of gender, which is approximately 50% of female and 50% of male warehouse workers.
• Amazon Firm’s Financial Management The main reason for this increase in revenues is that, during the pandemic, its sales tripled due to movement restrictions; hence, people were forced to order goods online, and Amazon is the industry leader.
• Amazon’s Success Online and Its Main Reasons The second reason for the company’s online success is its competitive advantage in terms of price and service. For example, Amazon has developed a creative solution to promoting online shopping in India, where only 35% […]
• Customer Convenience Options Competition: Amazon, Walmart, Target, and Lowes For example, Target continuously combines the convenience of Amazon with the shopping experience, such as interactive displays and in-store events, and luxury that its local customers are accustomed to.
• Investing an Imaginary $1,000,000 in Amazon’s Stocks The website was launched in 1995 and immediately rose to the top of the Internet book-related sites. 1 billion in 2019 compared to the previous ending of December 31.
• Comparison of Walmart and Amazon Websites Amazon, which is believed to be Walmart’s major competitor, is the undisputed leader in the e-commerce market. Overall, Walmart is an underdog in e-commerce since the company is inferior to rivals in brand image.
• Amazon’s Strategic Management To retain this position, the company must be strategic in its operations. Amazon will continue to be the largest e-commerce retailer if it remains adaptable and is able to conveniently deliver what customers expect.
• Amazon Company’s Acquisition Risk Analysis Since Amazon is one of the largest companies in the world highly sensitive to cybersecurity risks, it would be appropriate for the company to use the best provider regardless of the price of the solution.
• Amazon Inc.’s Business Profile and Cybersecurity On the contrary, Amazon has continued to rise in the industry and has expanded from selling only books to trade in nearly any product and providing various services.
• Amazon.com Inc.’s Performance Analysis via Charts It is vital to continue this trend and keep a closer look at the profitability of services in relation to their size.
• Amazon Go and Amazon Elements Services Creation The initiative of Amazon to diversify their services by creating Amazon Go and Amazon Elements was appropriate from the perspective of the company’s favorable position on the market and the available resources.
• Biblical Principles in Addressing Amazon’s Mistreatment of Employees Many employees have been diagnosed with the virus since the warehouse is an ideal place for the spread of the disease.
• Jeffrey P. Bezos’ Strategic Report on Amazon Company In the latest letter to Shareowners published on the company’s website, Amazon CEO Jeffrey P. These forward-looking projects are essential for society and allow the company to maintain its competitive advantages.
• Cloud Providers: Amazon Web Services and Microsoft Azure The two selected cloud providers are Amazon Web Services and Microsoft Azure, which are in the top 5 largest providers in the United States.
• The Amazon Company’s Success Reasons The positive impact Amazon has on the users is that the platform provides a vast selection of products and services and the opportunity for each client to evaluate and give feedback on the product.
• Amazon Adds 11 More Cargo Jets to Its Growing Air Fleet The corporation’s status in the market as one of the Big Five companies in the United States allows it to innovate and take bold actions to increase the quality of its services.
• Reinventing E-Commerce: Amazon’s Bet on Unmanned Vehicle Delivery When the Internet secured customers’ safety and provided a decent connection, the barriers to enter the market were removed, giving rise to Amazon, eBay, and Dell.
• Internet Recruiting and Job Posting: Amazon, Schneider, Indeed, Simplyhired and CapraTek This presentation assesses the various job postings and sites overview of such companies as Amazon, Schneider, Indeed, Simplyhired, and CapraTek.
• Amazon’s Occupational Safety and Health Administration The story of one of the Amazon workers presents the company as a firm that does not value ethics in its strategic scheme. It is a matter of ethics to prioritize the employee’s well-being and […]
• Amazon Delivery Processes Overview The purpose of this paper is to talk about the Amazon delivery processes and discuss their positive and negative sides. This allows the company to remain the first in the world and become an example […]
• Investing in Amazon, Sirius XM, FedEx, Sprint and USAA For the given portfolio, the amount of $10K was used in order to invest into the stock and shares of the companies in question.
• Amazon Empire. Pros and Cons of Company Policy The purpose of this documentary was to explore the goals and motives that drive the company and its head, Jeff Bezos, on the path to progress.
• Amazon as a Delivery Service in the UK The purpose of this paper is to analyze the motivations, market conditions, and the capacity of Amazon to establish itself as a new leader of courier deliveries, using Firm theory.
• Worldwide Amazon Marketing Expenditure Bezos’ Blue Origin has been created specifically for the presence and growth in the space sector, thus introducing both the dominant player in the space sector and a new area for Amazon.
• E-Commerce: Amazon.com Analysis and Recommendations A brief history of Amazon.com Goals and objectives of Amazon.com: The main goal of Amazon.com is to become one of the most secure and customer-friendly places on the internet, where customers can find and […]
• Tesla and Amazon: Company’s Web Information and Employee Benefits This issue could be seen on many websites, and it creates obstacles for the employee in the process of evaluating the position information, despite the idea of the company’s interest involved.
• Giving Value and Retaining Customers: Amazon Company The company has taken advantage of opportunities created by the internet, by setting up a powerful website to sell books and other products directly to customers online.
• Barnes & Nobles, Amazon and Border Overall, the Amazon website is well organized and has a combination of text, book covers and links that expound on authors, the books and the selling price.
• Amazon Company’s Dynamic Pricing Dynamic price is typical for e-commerce as it allows companies to respond to changes and market fluctuations.”The forces of supply and demand are leading variables that dictate pricing.
• Amazon’s Online Storage Facilities But the results of that worthwhile investment have been written in the books of history due to the way it has continued to transform the world.
• Amazon Inc.’s Infrastructure and Security In order to explain the rationale for upgrading the logical and physical layout of the network, it is necessary to look at the current system to help identify the weaknesses that need to be addressed.
• Vodafone & Mannesmann and Amazon & Netflix Mergers Analysis Specifically, the concept of a merger will be defined, followed by an example of a successful merger performed in the global economy recently.
• Amazon: An E-Commerce Retailer A strong brand image helps in taking on the competition and also provides a competitive edge to the company in the online retail industry and helps in attracting more dedicated as well as curious customer […]
• How the Internet Has Affected Amazon.com Looking at its location, and with a wide range of products it deals with, coupled with a high demand for its products in the world market, we have to appreciate the role played by the […]
• Amazon’s Transportation Improvement Plan The supply chain utilized by the company enables creating transportation opportunities from the place of the product’s origin to the location of consumption in the shortest period.
• Amazon: Public Policy Issues It is hard to believe that the company, which is currently viewed as one of the titans of e-commerce, was born only twenty-five years ago and made its first steps in a small garage of […]
• Amazon’s Consumers of Physical vs. Digital Books E-books have become a potent force in the publishing market due to the advancement of technology and the numerous advantages they offer.
• Amazon: The Champion of Customer-Delivered Value This paper gives a detailed analysis of the organization’s market share and pricing decisions. The above discussion has revealed that Amazon is a leading player and competitor in the American e-commerce industry.
• Amazon Company’s Innovations & Strategy in Context The passion to serve the customer and gain a competitive advantage over numerous contenders was the impetus to innovation and resulted in the creation of such products as Alexa, Dash Button and Amazon Prime.
• Amazon Fire Tablets: Recommendations for 2019 This report aims to analyse the state of the tablet market and Amazon’s place in it in order to make recommendations for the future of the Amazon Fire.
• Stakeholder’s Equity of Amazon On the contrary, equity financing is referred to the sale of shares of the company to investors to increase the working capital or to finance an acquisition.
• Amazon and eBay: Marketing Information System Comparison Novikova notes that the establishment of such a system requires the determination of customers’ needs, the identification of the data along with the means of its protection, and the development of a structure.
• Amazon Go Company’s Diversification Strategies For example, as the case under analysis mentions, the first stages of diversification and the introduction of the organization to the digital market caused a slight decline in the company’s performance: “Amazon’s performance in the […]
• Amazon Inc.’s Development, Structure and Fun Facts Over the years, the company has created numerous partnerships with notable brands in the United States and across the world in an effort to acquire a bigger share of the highly diverse and competitive global […]
• Amazon Inc.’s International Operations and Ethics Amazon regularly conducts audits for its suppliers and members of the supply chain internationally to make sure that these standards are followed by the company’s partners and to identify areas for improvement.
• Amazon.com and Business Transformation In the initial period of the company’s operations in the online platform, it failed to develop a large market share. The development in IT influenced the company to assume diversification in its processes to harness […]
• Amazon.com Inc.’s Crisis and Relational Leadership Select a specific company and identify one potential crisis and gives a summary to the President/CEO of the steps the company should take to prepare for the specific type of crisis.
• Amazon Company: Global Organization of Labor The company is known for its anti-union policies, and it has a long history of fending off labor unions of the USA from the moment of its creation in 1994.
• Amazon Company’s Activity Analysis The debt was issued with a 10-year maturity and the coupon rate was 4 %. The company also sold equal $1 billion pieces of 2.
• Amazon.com Case Analysis: 2007- Early 2009 On the other hand, through standardizing the company has been able to uniform products and website design options for all customers.
• Amazon Drones: New Delivery Project
• Amazon.com Inc.’s Cash Flow Statement in 2007
• Amazon and eBay E-Business Applications Development
• Amazon.com’s Popularity and Users Forecasting
• Amazon Corporation as a Monopolist and Innovator
• Amazon Company: Experience With Mechanical Turk
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• Amazon.com Inc.’s Effective Channel Design
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• Amazon.com Inc.’s Five Forces and Recommendations
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• Amazon as a Key Player in Global E-Commerce Market
• Amazon Company: E-Reader Market Dominance Battle
• Amazon Magic Wand Product Description
• Innovation Management Plan: Amazon Company
• Amazon Company’s Strategy Plan
• Amazon Dash Button Commercialization Marketing Plan
• Amazon Coins as the New Type of Currency
• The Amazon Strike and German Trade Union Culture
• Amazon’s Channel Design and Partnership
• Amazon and Netflix: Movies Delivery
• Amazon Company’s Warehouse Management Strategies
• Amazon.com: E-Commerce Marketing Plan
• Amazon.com Website Products Marketing
• Walmart, Amazon and Dunkin’ Donuts Customer Relationship
• As Vast as the Amazon
• Amazon.com and Bankruptcy
• Amazon: Maintaining Long-Term Market Leadership
• Amazon.com Marketing Efforts
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• Value Chain Analysis for Amazon
• Cloud Computing and Amazon Web Services
• How Amazon Diversifying Its Business Portfolio
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• Amazon.com Strategic Management
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• Security Measures for Amazon.com
• Amazon Company’s Marketing Managment
• Amazon Company’s Marketing Strategies
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• An E-Business Analysis of Amazon.com
• Amazon: E-Commerce Analysis
• Critical Analysis of Commerce Platforms Amazon and e-Bay
• Success of Amazon
• Strategic Market Management at the Amazon
• Amazon Company’s Environmental Scan
• E-Commerce and Competitiveness: Amazon.ca and Chapters.Indigo.ca
• Amazon and Third Party Suppliers
• Database Application at Amazon
• The Amazon Effect and the Future of Retail Business
• The Benefits of Having Amazon Prime
• Amazon’s Invasion of the Online Sales Market
• Tax Evasion on the Example of Starbucks and Amazon
• Business Structure of Amazon Company
• The Customer Relationship Management Strategy of Amazon
• Costco Reaction to the Amazon Threat
• Overview of Amazon Strategic Environmental Scanning
• Amazon’s Business Model
• Amazon as a Great Online Shopping Mall
• Examining the Monopoly Question of Amazon
• External Assessment of Amazon Inc.
• The Brink of Bankruptcy: Case Analysis of Amazon
• Critical Success and Amazon’s CRM Initiative in Past Years
• History of Development: The Amazon of Innovation
• Did Amazon Succeed in China?
• Amazon’s Delivery Drones in the National Airspace
• New Technology of Amazon to Reinvent Old Business Model
• An Advertisement for the Furby on Amazon
• From Amazon to Apple: Modeling Online Retail Sales, Purchase Incidence, and Visit Behavior
• Yahoo and Amazon: Building a Competitive Advantage
• Walmart and Amazon’s Business Models and Business Strategies
• Amazon’s Puzzling Long Run Pricing Strategy
• The Tax Strategy of Amazon in Europe
• The Key Strategy Implementation Efforts at Amazon
• The Information Systems of Amazon Inc.
• The Impact of E-commerce Strategies on Firm Value: Lessons From Amazon
• SWOT Analysis Measurement of Amazon’s Current Position
• Strategy and Competition Strategy: Amazon’s Business
• Quality Management of Amazon E-Commerce Business
• Marketing Analysis of Amazon and Alibaba Group Holding Limited
• Key Success Factors for Amazon vs. eBay
• Jeff Bezos: The Founder of Amazon
• Economies of Density in E-commerce: A Study of Amazon’s Fulfillment Center Network
• Competitive Profile Matrix Analysis: Walmart and Amazon
• Amazon: Dominating Pricing and Consumer Perception
• An Analysis of the Four Action Plans for an Aggressive Marketing Strategy to Expand Amazon
• Quality Assurance Questions
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Gurukul By Oswal Physical Education Sample Papers for CBSE Class 12 Board Exam 2025 : Fully Solved New SQP 2025, Solved Sample Papers, Unsolved Sample Papers, Board Solved Papers 2024, Latest Syllabus Paperback – 9 October 2024

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• Publisher ‏ : ‎ Oswal Publishers; 1st edition (9 October 2024); [email protected]
• Language ‏ : ‎ English
• Paperback ‏ : ‎ 112 pages
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• Dimensions ‏ : ‎ 28 x 19.5 x 1.5 cm
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