AMAZON

NAME :-Sakshi Jogi

CLASS:BBA HONS (C)
ENROLLMENT NUMBER:-
92000425144
SUBJECT:-
MICROECONOMICS
SUBMITTED TO:-HETAL
MA’AM
INTRODUCTION :-

 Amazon.com, Inc.) is an American multinational technical company based in seattle

washington, which focuses on e-commerce, cloud computing, digital streaming, and
artificial intelligence. It is considered one of the Big Five companies in the U.S.
information technology industry, along with Google, Apple, Microsoft, and Facebook . The
company has been referred to as "one of the most influential economic and cultural forces
in the world", as well as the world's most valuable brand.
MISSION OF AMAZON

 We aim to be Earth’s most customer centric company. Our mission is to continually raise
the bar of the customer experience by using the internet and technology to help consumers
find, discover and buy anything, and empower businesses and content creators to maximise
their success.
 We believe this mission is important for the UK because digital empowerment for
customers and businesses improves living standards for people up and down the country
and drives our economic competitiveness and productivity in a global economy.
 We will continue to push at the boundaries of how technology – digital infrastructure and
services – can improve the customer experience and help make the economies of the
countries where we operate more competitive on the global stage.
VISION OF THE COMPANY

 “Our vision is to be earth's most customer centric company; to build a place where
people can come to find and discover anything they might want to buy online.”
 Amazon wants to create and that they will sell 360 degrees of what people need in life, in
private and at work. And it's simple, short, easy to remember and direct.
 They have a vision that drives them in the right direction!
 Amazon's brand promise is to deliver the broadest selection of products and services at
the lowest prices with minimal hassle. Over and over again, Amazon relentlessly
reinforces that promise through the experiences of its hundreds of millions of customers
who buy over 3.5 billion items each year.
CEO OF AMAZON

 Jeffrey Preston Bezos is an American internet entrepreneur, industrialist, media proprietor, and investor. He is the founder,
CEO, and president of the multi-national technology company Amazon. The first centi-billionaire on the Forbes wealth index,
Bezos is the world's second richest person after Elon Musk.
 The founder and CEO of Amazon and richest man in the world Jeff Bezos has revealed his source of daily inspiration. He has
a quote stuck on his fridge - a poem by Ralph Waldo Emerson - which he shared with people via a tweet earlier in May this
year. ... This is to have succeeded." – Ralph Waldo
 Jeff Bezos's original logo for his space startup, Blue Origin, is unusual. It features turtles, orbiting planets, and a phrase in
Latin, "Gradatim Ferociter," which means "step ferociously." The phrase is Bezos's personal motto, and it alludes to his bold
yet careful, step-by-step approach to success.
 Entrepreneur and e-commerce pioneer Jeff Bezos is the founder and CEO of the e-commerce company
Amazon, owner of The Washington Post and founder of the space exploration company Blue Origin.
His successful business ventures have made him one of the richest people in the world. Born in 1964 in New
Mexico, Bezos had an early love of computers and studied computer science and electrical engineering at
Princeton University. After graduation, he worked on Wall Street, and in 1990 he became the youngest senior
vice president at the investment firm D.E. Shaw. Four years later, Bezos quit his lucrative job to open
Amazon.com, an online bookstore that became one of the Internet's biggest success stories. In 2013, Bezos
purchased The Washington Post, and in 2017 Amazon acquired Whole Foods. 
Bezos opened Amazon.com, named after the meandering South American river, on July 16,
1995, after asking 300 friends to beta test his site. In the months leading up to launch, a few
employees began developing software with Bezos in his garage; they eventually expanded
operations into a two-bedroom house equipped with three Sun Micro stations.

The initial success of the company was meteoric. With no press promotion, Amazon.com
sold books across the United States and in 45 foreign countries within 30 days. In two
months, sales reached $20,000 a week, growing faster than Bezos and his startup team had
envisioned. 

Amazon.com went public in 1997, leading many market analysts to question whether the
company could hold its own when traditional retailers launched their own e-commerce
sites. Two years later, the start-up not only kept up, but also outpaced competitors,
becoming an e-commerce leader.

Bezos continued to diversify Amazon’s offerings with the sale of CDs and videos in 1998,
and later clothes, electronics, toys and more through major retail partnerships. 

While many dot.coms of the early '90s went bust, Amazon flourished with yearly sales that
jumped from $510,000 in 1995 to over $17 billion in 2011.

As part of Bezos' 2018 annual shareholder letter, the media tycoon said the company had
surpassed 100 million paid subscribers for Amazon Prime. By September 2018, Amazon was
valued at more than $1 trillion, the second company to ever hit that record just a few weeks
after Apple. 

At the end of 2018, Amazon announced it was raising the minimum wage for its workers to
$15 per hour. The company has still been criticized for its working conditions and grueling
pace, with workers protesting during Prime Day in July 2019.
PRODUCT LINE BY AMAZON

 Amazon product lines include several media (books, DVDs, music CDs, videotapes, and software), apparel, baby products, consumer electronics , beauty products , gourmet food, groceries,
health and personal-care items, industrial & scientific supplies, kitchen items, jewellery and watches, lawn and garden items, musical instruments, sporting goods, tools, automotive items and
toys/games.
 The company launched amazon.com Auctions, a web auctions service, in March 1999. However, it failed to chip away at the large market share of the industry pioneer, eBay. Later, the
company launched a fixed-price marketplace business, zShops, in September 1999, and the now defunct partnership with Sothey’s, called Sothebys.amazon.com, in November. Auctions and
zShops evolved into Amazon marketplace , a service launched in November 2000 that let customers sell used books, CDs, DVDs, and other products alongside new items. As of October  2014,
Amazon Marketplace is the largest of its kind, followed by similar marketplaces from Sears, Rakuten, and Newegg.
 In August 2007, Amazon announced Amazon fresh, a grocery service offering perishable and Nonperishable goods Customers could have orders delivered to their homes at dawn or during a
specified daytime window. Delivery was initially restricted to residents of Mercer Island, Washington , and was later expanded to several ZIP CODES in Seattle proper .Amazon Fresh also
operated pick-up locations in the suburbs of Bellevue and Kirkland from summer 2007 through early 2008.
 In 2012, Amazon announced the launch of Vine.com for buying green products, including groceries, household items, and apparel.[2] It is part of Quidsi, the company that Amazon bought in
2010 that also runs the sites Diapers.com (baby), Wag.com (pets), and YoYo.com (toys).[2] Amazon also owns other e-commerce sites like Shopbop.com, Woot.com, and Zappos.com.[2]
 Amazon's Subscribe & Save program offers a discounted price on an item (usually sold in bulk), free shipping on every Subscribe & Save shipment, and automatic shipment of the item every
one, two, three, or six months.[3]
 In 2013, Amazon launched its site in India, Amazon.in. It started with electronic goods.[4] In July 2014, Amazon said it would invest $2 billion (Rs 12,000 crore) in India to expand business,
after its largest Indian rival Flipkart announced $1 billion in funding.[5]
 In 2014, Amazon sold 63% of all books bought online and 40% of all books sold overall.[6]
 In 2015, a study by Survata found that 44% of respondents searching for products went directly to Amazon.com.[7][8]
 On September 30, 2015 Amazon announced the launch of Merch by Amazon, a service intended to help content creators generate revenue through the sale of branded T-shirts and other
merchandise items such as long sleeve shirts, sweatshirts, hoodies and PopSockets grips, designed by creators and sold, produced and fulfilled by Amazon.[9] Since the summer of 2018, the
service has also been available on the European marketplaces in Germany and Great Britain.[10]
 In October 2015, Amazon announced a new handmade marketplace called Handmade By Amazon, already having 5,000 sellers from 60 countries and 80,000 items for sale. The platform is
designed for artisans to sell their good directly to the public, similar to the platform
KINDLE BY AMAZON

 Amazon Kindle is a series of e-readers designed and marketed by amazon.

Amazon Kindle devices enable users to browse, buy, download, and read e-books,
newspapers, magazines and other digital media via wireless networking to the
Kindle store.The hardware platform, which Amazon subsidiary Lab126. developed,
began as a single device in 2007. Currently, it comprises a range of devices,
including e-readers with E ink electronic paper, displays and Kindle applications on
all major computing platforms. All Kindle devices integrate with Kindle Store
content and, as of March 2018, the store had over six million e-books available in
the United States.
 Features of Kindle
 Kindle devices support dictionary and Wikipedia look-up functions when highlighting a word in an e-book.
The font type, size and margins can be customized. Kindles are charged by connecting to a computer's
USB port or to an AC adapter. Users needing accessibility due to impaired vision can use an audio
adapter to listen to any e-book read aloud on supported Kindles, or those with difficulty in reading text
may use the Amazon Ember Bold font for darker text and other fonts may too have bold font versions.
 The Kindle also contains experimental features such a web browser that uses NET FRONT based On
web kit. The browser can freely access the Kindle Store and Wikipedia on 3G models while the browser
may be limited to 50MB of data per month to websites other than Amazon and Wikipedia ,Other possible
experimental features, depending on the model are a Text-to-Speech engine that can read the text from
ebooks and an MP3 Player that can be used to play music while reading.
 The Kindle’s operating system updates are designed to be received wirelessly and installed automatically
during a period in sleep mode in which Wi-Fi is turned on. A user may install firmware updates manually
by downloading the firmware for their device and copying the file to the device's root directory . The
Kindle operating system uses the linux kurnel with a JAVA app for reading e-books.
 FIRST GENERATION-
KINDLE

Amazon released the Kindle, its first e-reader on November 19, 2007 for
$399..It sold out in 5 1/2 hours. The device remained out of stock for five
months until late April 2008.
The device featured a six-inch (diagonal) four-level grayscale E Ink display,
with 250 MB of internal storage, which can hold approximately 200 non-
illustrated titles. It also has a speaker and a headphone jack for listening to
audio files. It has expandable storage via an SD card slot. Content was
available from Amazon via the Sprint corporation US-wide EVDO 3Gdata
network, via a dedicated connection protocol which Amazon called
Whispernet . Amazon did not sell the first-generation Kindle outside of the
US.
SECOND GENERATION:-
KINDEL 2

On February 10, 2009, Amazon announced the Kindle 2, the second-generation

Kindle. It became available for purchase on February 23, 2009. The Kindle 2
features a text-to-speech option to read the text aloud. It also has 2 GB of internal
memory, of which 1.4 GB is user-accessible. By Amazon's estimates, the Kindle 2
can hold about 1,500 non-illustrated books. Unlike the first-generation Kindle,
Kindle 2 does not have a slot for SD memory cards. It is slimmer than the original
Kindle.The Kindle 2 features a Freescale 532 MHz, ARM-11 90nm processor,
32 MB main memory , 2 GB flash memory and a 3.7 V 1,530 maH lithium polymer
battery.
To promote the Kindle 2, in February 2009 author Stephan king released Ur, his
then-new novella, made available exclusively through the Kindle Store.
Kindle Oasis :-Third generation

Amazon released the third-generation Kindle Oasis, colloquially referred to as the

Oasis 3, on July 24, 2019. Externally it is nearly identical in appearance to the second-
generation Oasis, with a similar 7-inch, 300ppi E Ink display, adjustable warm light,
one-handed design, waterproofing, aluminum exterior, Bluetooth support and Micro
USB for charging. It adds a 25 LED front light that can adjust color temperature to
warmer tones, the first Kindle to be able to do so. This device is available in two
different colors; Graphite or Champagne Gold.
The Verge gave the Oasis 3 an 8 of 10 rating, praising its design, display, and warmer
E Ink display, but criticizing its high cost, no USB-C support and the lackluster update
over the 2017 model.
COMPETITORS OF KINDLE BY AMAZON

Kobo
 As one of the only other e-readers to come close to the Kindle in terms of sales and popularity,
the Kobo is a slightly cheaper, but equally as efficient, alternative that works well.
 Even with its slightly smaller storage capacity across all models, you can easily store a variety
of titles, all accessed via the Kobo store, on this device. Most Kobo models also come
preloaded with a range of classic literature, meaning you can get reading as soon as you take it
out the box.
 Kobo’s biggest selling point is its price. Consistently priced between $20-30 cheaper than the
Kindle, you will still get a beautiful looking, easy to use e-reader, that offers instant access to
an entire world of titles, just without the Amazon logo attached to it. It also has a much more
user-friendly keyboard and navigation layout compared to the Kindle, making it super easy to
use.
NOOK

 Finally, the underdog in this list is the Nook. The e-reader from the literary giant, Barnes & Noble, that is running up against the likes of Kindle and Kobo for a place in
the heart of electronic readers worldwide.
 With cheaper purchase prices, Nook e-readers offer a value-for-money alternative to the two major players.
 We couldn't have been more wrong if we thought our time spent indoors would be at end with the start of 2021. The good news, however, is that you still get a lot of extra
free time to catch up on your reading list instead of binge-watching shows on Netflix or Disney Plus. And you can do that without needing to step into a library or
bookstore.
 To read the digital versions of your favorite books, though, you will need a dedicated e-reader, a device that can be fairly easy to dismiss if you've got a modern big-
screen smartphone or tablet and you're using Amazon's Kindle app to get your e-book fix. But the way we read on a bright, electronic screen is very different to how we
read a physical page.
 According to a 2014 report from the Stanford Center for Teaching and Learning, we've trained our eyes to skim and dart on screens (thank you, internet), constantly
hunting for specific bits of information we're after – a non-linear behavior the Stanford paper calls 'surface reading'.
 When reading from a paper book, by contrast, our brains switch to a more concentrated form of information processing – dubbed 'deep reading' – and it's a mode that
actually helps us better absorb and comprehend what's on the page, even if it's a digital page.
 To us, that sounds like a great argument for giving e-readers their own space, away from the distractions of apps and constant notifications on our modern do-all devices.
 And while there's certainly something irreplaceable about curling up with a good hardcover or paperback, nothing beats the convenience of a digital device when it comes
to portability and browsing for new books – with a dedicated e-reader, you can arguably have the advantages of both, with screens that mimic printed paper.
 By design, e-readers are simpler devices made for the singular purpose of reading – and they have advantages too, such as batteries that last weeks rather than hours, and
much clearer legibility in direct sunlight.
 There are several brands of e-readers (with availability spotty across different regions), but two companies have risen to own the ebook market – Amazon (with its range
of Kindle e-readers) and Kobo.
SWOT ANALYSIS OF AMAZON..
Amazon’s Strengths – Internal Strategic Factors

 1. Strong brand name – As a global e-commerce giant, Amazon has a strong position and successful brand image in the market. 
 2. Brand valuation – According to Interbrand’s Global Brand Ranking 2019, Amazon is ranked at #3 position (after Apple at #1 and Google at #2), with a brand value of $125 Billion.
 3. Customer oriented – Amazon caters to a large number of customers for everyday needs at inexpensive prices. This has made it a customer-oriented brand.
 4. Differentiation and Innovation – Amazon frequently brings creative ideas and innovative additions to its product line and service offerings like ambitious drone delivery service and withing aura
smart sleep system.  This creates a differentiation from other companies.
 5. Cost Leadership – Amazon doesn’t incur costs in maintaining physical retail stores by selling everything online. With economies of scale, Amazon efficiently controls its costs and lowers its
inventory replenishment time. The company has formed numerous strategic alliances with many companies like Evi Technologies, Thalmic Labs, Shoefitr, The Orange Chef etc. It has a strong value
chain system which also helps in maintaining a low-cost structure.
 6. Largest Merchandise Selection – Amazon owns extensive product mix which attracts online customers to make their majority of purchases from it rather than other online retailers. As of 2018.
Amazon has sold 562.3 million products in its Amazon.com Marketplace. 
 7. Large number of third-party sellers – Due to the high traffic volume on Amazon’s sites, a large number of third-party sellers have joined the platform of Amazon to sell their own merchandises.
The data from fulfillment by amazon (FBA) reveals that there are more than 2 billion items available from third-party sellers.
 8. Go Global and Act Local strategy – This strategy has benefitted Amazon the most. Amazon develops partnerships with local supply chain companies that help it in competing against domestic e-
commerce rivals. It understands the local needs and launches its services as per the country’s culture.
 9. Large number of acquisitions – The successful acquisitions of whole foods , Zappos.com, woot.com, Junglee.com, IMBD.com, and many others have produced significant revenues and profits
for Amazon.
 10. Involved into 3 key business – Amazon Marketplace, Amazon Web Services (AWS), and Amazon Prime are 3 key businesses of Amazon which work and support each other. As a whole, they
generate massive profits and advantages for the company.
 11. Market Leader – With over $1 Trillion market capitalization and above $280 billion annual revenues, Amazon is truly a market leader in online retail industry.
 12. Superior logistics and distribution systems – Amazon uses highly efficient logistics and distribution systems. It even has fixed rates for different delivery time period. Thus, it executes reliable,
secure, and fast delivery of goods and products to the customers.
 13. Minimum pay raise to $15 per hour – Amazon is among the first companies in retail to raise its minimum hourly pay to $15. In comparison, Target pays $12 per hour, Walmart pays $11 per
hour, and Costco pays $14 per hour. 
Amazon’s Weaknesses – Internal Strategic Factors

 1. Easily imitable business model – Online retail businesses have become quite common in this digital world. So imitating Amazon’s business
model for rival firms is not so difficult. A few businesses are even giving Amazon a tough time. These include Barnes & Noble, eBay, Netflix, Hulu,
and Oyster etc.
 2. Losing Margins in Few Areas – In few areas such as India, Amazon has faced losses. It’s free shipping to customers can be one of the reasons
that expose the risks of losing margins in some markets.
 3. Product Flops and Failures – Its Fire Phone’s launch in the US was a big failure while its Kindle fire device didn’t even grow well.
 4. Tax Avoidance Controversy – Tax avoidance in Japan, UK and US has sparked negative publicity for Amazon. 
 5. Limited brick-and-mortar presence – Amazon owns very limited physical stores. This sometimes hinders to attract customers buy things which
are not sellable on online stores.
 6. Vox published negative reports related to employees’ treatment and workplace conditions against Amazon in July 2018. Poor air conditioning,
timed bathroom breaks, and constant video surveillance are few of the negative remarks made by the employees. Such things affect the market
reputation of Amazon.
 7. Declining consumer safety – As its offerings increase, it is becoming a challenge for Amazon to vet each product and guarantee the highest level
of safety. The U.S. Environmental Protection Agency (EPA) recently had to order Amazon to remove a wide range of pesticides and unsafe
products on its platform.  
 8. Unfair use of third party data – Engaging in unfair trade practices undermines trust and increases legal risks. Amazon is facing antitrust
charges in the European Union for collecting and using data from third-party to compete against them. If found in violation, Amazon can be fined
up to 10% ($28 Billion) of its 2019 annual revenue ($280 Billion). 
 10. Overdependence on distributors – Relying on distributors exposes Amazon to a wide range of issues. One of its main distributors can leverage
its position to renegotiate terms.
 11. Employees Strike – Strikes can grind Amazon’s operations to a halt. In Germany, Amazon employees went on strike due to unsafe working
conditions and paralyzed operations in six distribution centers.
Amazon’s Opportunities – External Strategic Factors


1. Amazon can gain the opportunity to penetrate or expand its operations in developing markets.
 2. By expanding physical stores, Amazon can improve competitiveness against big box retailers and engage
customers with the brand.
 3. Amazon has the opportunity to improve technological measures and organizational policies to reduce
counterfeit sales. One case of counterfeit sales came into light when Amazon sold a fake My critter catcher. The
product was sold for $1 less than the original product.   
 4. Can do backward Integration by expanding its production of in-house brands such as Amazon basics to
differentiate its offerings and improve profit margins. 
 5. More acquisitions of e-commerce companies can increase the company’s market share and reduce the
competition level.
 6. Self Driving Technology – Amazon recently acquired California-based self-driving startup Zoox Inc. for
whooping $1 Billion. It can now leverage autonomous technology to exploit the increase in demand for ride
hailing services or use it to improve its delivery network.
 7. Launch of electric rickshaws in India– Amazon pledges to make a positive impact on the environment. With
this vision in mind, Amazon plans to deploy 10,000 electric rickshaws for delivery in India by 2025. 
Amazon’s Threats – External Strategic Factors

 1. Few controversies have caused a dent in Amazon’s brand image. People critically reacted and boycotted Amazon sites in 2010 when they found
that it’s selling the book “The Pedophile’s Guide to Love & Pleasure: a Child-lover’s Code of Conduct.”
 2. Government regulations can also threaten the business proceedings of Amazon in some critical countries. Amazon does not ship to Cuba, Iran,
North Korea, Sudan, and Syria.
 3. Links to exploitative labor – Amazon is one of three retail giants facing scrutiny from the US State Department for maintaining supply chains
and labor sources associated with human right abuses. This exposes the ecommerce giant to reputational, economic, and legal risks.
 4. Increasing cybercrime can affect the network security system of the company
 5. Aggressive competition with big retail firms like Walmart and eBay can give Amazon a tough time in the future. In addition, now Amazon
competes with the following companies:
• In Video Streaming Service: Apple TV+, Netflix, Disney+
• In Logistics: FexEx
• In Self Driving Technology: Tesla, Uber, Ford
 6. Imitation is simple as many new entrants are coming up in the market usually with the same business model of Amazon.
 7. Fake Products – The increase in counterfeiting and fake products threatens Amazon’s profits. The company recently filed a lawsuit against New
York-based online retailer for allegedly counterfeiting valentino shoes, a luxury Italian shoe brand offered by Amazon. 
 8. Economic Recession – Amazon is not immune to an economic recession. If economic uncertainty worsens, it can impact Amazon’s sales. 
 9. Fake reviews – Amazon has an overwhelming amount of fake reviews, and the problem has worsened in recent times due to the
pandemic. Product reviews are a critical indicator of quality and authenticity, and customers rely heavily on reviews to make purchases.
 According to the financial times investigation, Amazon has deleted over 20,000 fake 5-star reviews from its top UK reviewers.
Political Factors: A dependency on stability
 Amazon is an e-commerce offering an online catalog of products for users all over the globe.
Because they operate overseas, Amazon must abide by political and legal regulations in each
location. But many of them can interfere with online purchases . Amazon relies on govt. support to
implement , distribute, and profit-all thanks to the internet. And now they’re expanding into physical
locations. Regardless, this company relies heavily on political stability (in all countries) and e-
commerce support, but they’re also affected by cybersecurity bills too.
 Distributing and expanding into Asian countries can also be “off limits”, even to a company as
expansive and influential as Amazon. Chinese companies rise to compete against Amazon,
expanding their services to the public, making it easier for them to prosper while Amazon’s
services are shoved to the wayside. Not to mention taxes in foreign countries can be drastically
expensive. Considering taxes can alternate (depending on the people in power), Amazon must be
up-to-date on these fluctuating numbers
Economic factors: The competition and the competitors

 If the economy is positive, businesses flourish. Amazon isn’t an exception to the rule. Luckily, retail
is one of those industries that can take an economic beating and still remain profitable. It’s not
indestructible, but people will always have a need for items sold by retailers. Disposable income is
higher these days, allowing people to spend more frivolously on luxurious items and entertainment
— plenty of both found on Amazon.
 But that also means more competition for Amazon. For example, Walmart is putting significant
focus on their online system. They’re offering more products to be bought online and sent to the
home or to their stores. They’ve even redone their website, with improved searchability for
purchasing, to be easily accessible for all users. Although few can take Amazon head-on but Wal-
Mart is ready for the battle.
 On the flip side, Amazon is focusing more on their grocery sector development, battling against
Walmart offline. But it’s not necessarily the smartest decision at present. Retail stocks have
dropped for Amazon and Walmart , affecting shares prices negatively.
 Amazon has also faced criticism for reducing job opportunities within the company, employing the
use of technology to take over where possible. But the company declares they’re actually creating
new jobs in several countries including the UK.
Social factors: So much to shop, so many happy to do so

 Most people wouldn’t believe Amazon is negatively impacting the public’s health, but critics say
otherwise. Obesity is increasing among adults and children more than ever before. The
government is under pressure to improve the lifestyles by introducing new bills and changing how
fast food chains manage nutritional information.
 And with Amazon introducing more ways than ever to receive your products without having to
leave the couch, they’ve come under fire. Their expansion into the grocery industry, enabling
customers to receive groceries to their doorstep within hours, may negatively impact the well-
being of the consumer because they don’t have to venture outside for food anymore.
 But this is what customers want :access to thousands of products with the ability to get them the
same-day. That’s what makes Amazon so powerful. Their categories are ever-expanding, and their
shipping is typically topnotch. It’s easier now than ever to buy a product. Online shopping is
popular because of the ease, the accessibility, and the ability to not have to put on pants just to
pick it up. Not to mention Amazon offers free and quick shipping for Prime membership
subscribers.
 Online shopping is preferred for the younger generation but it’s also easier for the elderly who have
difficulty walking or driving. This isn’t just the fact for North America, but it’s also developing in
countries overseas as well.
Technological factors: Advancing the ways to meet customer demands

Amazon is a technological company, so these factors can greatly impact their profits .They
rely heavily on varying degrees of technology to distribute their products to customers.
They’re experimenting with new and creative ways for customers to receive their packages.
In 2017, Amazon began testing their new initiative: drone deliveries. It’s not as easy as it
sounds. They must comply with government regulations to allow the use of drones in this
way. But a major obstacle is how these drones can actually deliver these packages to the
customer.
The idea is there. The implementation is quite far off, if it ever makes it off the ground (pun
intended). But it does show that Amazon is considering new methods of shipping, clearly
displaying their creativity and technological knowledge. That said, if this were to come into
play, it could rip jobs away from even more people, since the drones will be carrying all the
hard work.
In the meantime, Amazon has doubled their staff in their UK-located Research and
Development centre . It’s clear the intention is to discover and manage new technological
advancements to keep their customers happy while also improving logistics behind the
scenes
Thank you..!!