Executive SummaryII. Introduction/BackgroundIII. Mission Statement AnalysisIV. External EvaluationA. Opportunities and Threats1. External Factor Evaluation Matrix2. Competitive Profile MatrixB. Opportunities and Threats SummaryV. Internal EvaluationA. Ratio AnalysisB. Strengths and Weaknesses1. Internal Factor Evaluation MatrixC. Strengths and Weaknesses SummaryVI. ObjectivesVII. Alternative ObjectivesVIII. Strategies and Alternative Strategies Evaluation and Selection IX. BibliographyX. Exhibits- SWOT Matrix, SPACE Matrix, Grand Strategy Matrix,Internal & External Matrix, Matrix Analysis and TOWS Summary, and Quantitative Strategic Planning MatrixExecutive SummaryThis case analysis serves the purpose to provide an analytical framework to evaluate Amazon.com from an internal and external perspective, and to provide strategic direction based upon the internal and external evaluation. The case will begin with an introduction to Amazon.com.Introduction/BackgroundJeffrey Bezos, formerly a senior vice president for D. E. Shaw & Company, founded Amazon.com in 1994. D. E. Shaw is a Wall Street-based investment bank, and Mr. Bezos was assigned to find good Internet companies in which to invest. During the summer of 1994, he stumbled across a Web site that showed the number of Internet users was growing by 2,300 percent per month. He quickly realized the vast potential of the Internet, and began putting together a list of possible products that he could sell on the World Wide Web. He eventually narrowed his list to music products and books. Although music products and books both had enormous potential, he eventually selected books because he believed that he could compete more evenly in the book segment due to the lack of a very dominant player. "In contrast, the music industry had only six major record companies. These companies controlled the distribution of records and CDs and, therefore, had the potential to lock out a new business...
