1Strategic Management Analysis A Case Study of AmazonStuden.docx

1
Strategic Management Analysis: A Case Study of Amazon
Student’s Name
Institution
Strategic Management Analysis: A Case Study of Amazon
Amazon.com’s History and Products
Headquartered in Seattle, Washington, Amazon.com is one of
the world’s largest online retailers and pioneer of online
retailing. Jeff Bezos, the president and chief executive officer
of Amazon.com, started the company in 1994 as an online
bookstore before expanding into other products. Today, the
company offers a range of goods and services via its websites.
The organization’s products comprise of merchandise and
contents that it buys from vendors and third party sellers for
resale. It also produces and sells different types of electronic
devices. Among its product lines are media, apparel, consumer
electronics, gourmet food, groceries, baby products, and
jewelry. Others include: health and personal care products,
kitchenware, watches, garden items, industrial and scientific
supplies, sporting products, musical instruments, toys and
games, and automotive products.
It operates via three segments-North America, Amazon Web
Services, and International. Its Amazon Web Services products
consist of analytics, Amazon CloudSearch, Amazon Kinesis,
Amazon Athena, Amazon Streaming for Apache Kafka, and
Amazon EMR. The segment also deals with other products such
as Amazon Redshift, Amazon ElasticSearch, Amazon
QuickSight, AWS Lake Formation, AWS Data Pipeline, and
AWS Glue. Amazon Web Services solutions consist of machine

learning, Internet of Things, containers, storage, analytics and
data lakes, serverless computing, and containers. In addition to
advertising, the organization also offers Amazon Prime
(Reuters, 2020).
Critical Events
Today, Amazon is one of the world’s most valuable public
organizations, with Mr. Bezos being the richest man in the
world because of various critical events. What started as an
online book retailer has grown into a global giant with physical
stores, a wide delivery system, membership subscriptions, and
its own smart devices. Thanks to its innovations, Streitfeld
(2018) indicates that Amazon become the second company in
the world, in 2018, to have a value of $1 trillion after Apple
Incorporation. It also has the second highest market valuation
after Microsoft Incorporation. Although the company can
attribute its success to global expansion, the success can be to
its diversification into other sectors. The United States
Securities and Exchange Commission (2018) indicates that
video streaming services and devices, groceries, and cloud
services have allowed the organization to compete with other
technology heavyweights such as Apple, Google, Netflix, and
Facebook. Other key events associated with its success include:
launching of online book sales in 1995, Amazon becoming the
world’s largest online sales platform in 1999, launching of
Prime membership in 2005, and launching of the Kindle in 2007
(Palumbo, 2019).
Leadership
Bezos’ transformational leadership has also played a significant
role in the company’s tremendous growth since its
inception.Forbes (2012) indicates that Bezos is committed to
building effective relationship between himself and his
customers and employees. He has managed to create major

shifts in his followers’ thinking thereby creating a tremendous
change in their behavior and drive toward extraordinary results.
According to Northouse (2015), a transformational leader relies
on charisma and is characterized by four qualities of individual
consideration, inspirational motivation, idealized influence, and
intellectual stimulation.
Competition
Amazon.com’s businesses encompass a wide variety of
products, services, and delivery channels. The global market in
which the organization operates experiences rapid evolution and
intense competition. In this regard, the United States Securities
and Exchange Commission (2018) indicates that Amazon.com
faces numerous competitors from different industry sectors
across the globe. Among its common competitors include:
physical, ecommerce, and omni-channel retailers, vendors,
manufacturers, and publishers of products that the company
offers and sells to consumers. Other classes of competitors are
publishers, manufacturers, and distributors of digital,
interactive, as well as physical media; web search engines,
social networks, and other online application based means of
using and acquiring products; firms that offer e-commerce
services such as advertising, payment processing, and customer
fulfillment; and firms offering fulfillment and logistic services.
Moreover, Amazon faces competition from firms that offer
information technology services; and organizations that design,
produce, and market consumer electronics and electronic
devices.
Strategic History
Amazon.com Incorporation’s concentric diversification has also
played a significant impact on its success over the years. The
company leverages its technological capabilities and
competencies for business success. It also follows a cost

leadership strategy that focuses on offering maximum value to
its clients at the lowest possible price on top of wrapping its
business operations around customer needs. The focus is to have
the company the go to portal for online shopping requirements.
The strategy has paid off as evidenced by the fact that Amazon
is the largest online retailer around the world and has
consistently been the market leader in all segments that it
serves. In addition to concentric diversification, the company’s
success is driven by its competitive advantage. It uses its
technology, leverages the benefits from synergies between its
internal resources and external factors as the foundations of its
business model. Moreover, the company utilizes data analytics
to map out consumer behavior. In fact, the company has
embraced big data to an extent that it markets it as another
service offering.
Mission Statement and Vision Statement
The company’s mission statement is “We strive to offer our
customers the lowest possible prices, the best available
selection, and the utmost convenience” (Whittington &
Whittington, 2018, p.60). The company’s mission statement
promises customers effective e-commerce services, affordable
prices, best selection, and utmost convenience to satisfy their
needs.The company’s vision statement is, “To be Earth’s most
customer-centric company, where customers can find and
discover anything they might want to buy online”(Whittington
& Whittington, 2018, p.60). The vision statement underscores
the company’s aim of becoming the world’s best e-commerce
business. It emphasizes global reach, customer prioritization,
and widest product selection.
External Factor Evaluation
Amazon.com Incorporation’s external factor evaluation
comprises of opportunities and threats within its industry. David
and David (2017) assert that this evaluation helps in assessing
political, economic, socio-cultural, technological, legal, and

competitive factors affecting an organization. By determining
opportunities and threats within the industry, Amazon.com can
examine how it is responding to the aforementioned factors.
Table 1: External Factors Evaluation Matrix for Amazon
Key External Factors
Weight
Rating
Weighted score
Opportunities
1. Improving economic condition
0.09
3
0.27
2. Increasing customer spending
0.07
3
0.21
3. Appreciation of United States dollar
0.05
3
0.15
4. Increasing number of Internet users
0.04
3
0.12

5. Increasing broadband access technology
0.06
4
0.24
6. Increasing number of online sales
0.07
3
0.21
7. Increasing potential of Internet of Things and Big data
0.07
4
0.28
Threats
1. Rising unemployment levels
0.07
3
0.21
2. Aggressive competition
0.08
4
0.32
3. Identity theft
0.08
2
0.16
4. Declining economic performance

0.09
2
0.18
5. Volatile stock market
0.07
2
0.14
6. Depreciation of United States dollar
0.08
2
0.16
7. Government regulation and taxes
0.08
2
0.16
Total
1.00
2.72
Each factor is given a weight according to significance,
resulting in a total weight of 1. The factors are then rated
according to how well Amazon.com is responding to each factor
with 1 representing poor response and 4 being a superior
response. The weights are then multiplied by their
corresponding ratings to get a score, which are also totaled. The
identified opportunities and threats give Amazon.com a
combined weighted external factor evaluation score of 2.72.
Competitive Analysis
A competitive profile matrix identifies Amazon.com
Incorporation’s rivals and its strengths as well as weaknesses

relative to its strategic position. Some of Amazon’s competitors
are eBay and Barnes & Nobles. The key factors that make up
the competitive profile matrix include market share, price,
financial position, product quality, customer loyalty, global
expansion, and advertising. Other critical factors are software
technology, e-commerce expertise, and management.
Table 2: Competitive Profile Matrix for Amazon.com
Amazon
eBay
Barnes & Nobles
Critical Success Factors
Weight
Rating
Weighted score
Rating
Weighted score
Rating
Weighted score
Market share
0.05
4
0.20
4
0.20
3
0.15
Financial position
0.15
2
0.30

3
0.45
4
0.60
Product quality
0.10
3
0.30
3
0.30
3
0.30
e-commerce expertise
0.05
4
0.20
4
0.20
3
0.15
Advertising
0.15
4
0.60
4
0.60
3
0.45
Global expansion
0.15
4
0.60
4
0.60
3
0.45

Price
0.10
4
0.40
4
0.40
3
0.30
Customer loyalty
0.10
4
0.40
4
0.40
3
0.30
Management
0.10
4
0.40
4
0.40
4
0.40
Software technology
0.05
4
0.20
3
0.15
3
0.15
Total
1.00
3.60

3.70
3.25
Each organization is rated on whether a given critical success
factor is a strength or a weakness, with a score of 2 representing
a weak and a score of 4 representing a major strength. Amazon
has the same high score as eBay in market share, e-commerce,
advertising, global expansion, price, customer loyalty, and
management. Amazon has higher score in software technology
than its competitors. Barnes & Nobles dominates in financial
position followed by eBay.
Internal Factor Evaluation
Amazon.com Incorporation’s internal factor evaluation
comprises of strengths and weaknesses in important business
functional areas. After determining the strengths and
weaknesses specific to Amazon.com, each factor is weighted
based on importance. An evaluation of internal environment
shows that various factors affect Amazon.com Incorporation’s
business
Table 3: Internal Factor Evaluation Matrix of Amazon.com
Key Internal Factors
Weight
Rating
Weighted Score
Strengths
1. Strong customer service
0.09

4
0.36
2. Strong management
0.09
4
0.36
3. Advanced technology and software
0.10
4
0.40
4. Strong brand name
0.10
4
0.40
5. Strong corporate culture
0.08
3
0.24
6. Wide distribution network
0.08
3
0.24
7. Strong strategic alliances
0.06
3
0.18
8. Decreasing operating expense
0.08
4

0.32
Weaknesses
1. Decreasing total sales
0.15
1
0.15
2. Decreasing net income
0.15
1
0.15
3. Breach of customer privacy rights
0.05
2
0.10
4. Small number of suppliers
0.05
2
0.10
5. High inventory risk due to seasonality
0.05
2
0.10
Total
3.10

The key strength factors are rated as either a 4, representing a
major strength or as a 3 to represent a minor strength. The
weakness factors are rated as either a 1 to represent a strong
weakness or as a 2 to represent a minor weakness. The weights
are multiplied by their corresponding ratios to compute a
weighted score. The weighted scores are summed to determine
the total weighted score which is 3.1.
Financial Analysis
Ratio
2018 (amount in millions)
Net Margin = Net income/sales *100
=2,371/135,987*100%
=1.74%
Current ratio = current assets/current liabilities
=60,197/57,883
=1.04
Debt to Equity = long term liabilities/shareholders’ equity
=45,718/27,709
=1.65
Total asset turnover= sales/average total assets
=135,987/(131,310+162,648)/2
=0.92
A profitability analysis shows that Amazon.com is less
profitable as evidenced by a lower net margin of 1.74%.
Nonetheless, the company is in a better position to meet its
short term financial obligations as evidenced by a current ratio
of 1.04. Block, Hirt and Danielsen (2011) indicate that a current
ratio of more than 1.0 implies that an entity can finance its
short term obligations by using its current assets. Amazon.com
Incorporation’s debt to equity level of 1.65 implies that the
organization is insolvent. The company can be declared
bankrupt if it is not in a position to pay its debt using its assets.
The asset turnover ratio of 0.92 implies that for every $1 dollar
worth of assets, Amazon only managed to generate $0.92 worth

of revenue.
Conclusionand Recommendation
Amazon.com Incorporation’s external factor evaluationof 2.72,
which is above the average score of 2.5, indicates that the
company is effectively manipulating its opportunities to counter
environmental threats. Nonetheless, the company should
manipulate its opportunities such as appreciation of United
States dollar and increasing number of Internet users to
overcome some threats such as intense competition and rising
unemployment levels. Competitive analysis indicates that
Amazon’s weighted score of 3.60 is slightly higher than Barnes
& Nobles’ score of 3.25, but lower than eBay’s score of 3.70.
The score does not imply that Amazon is not as good as eBay.
The organization should use its numbers to determine what it
must do to gain competitive advantage in the industry. The
company’s the total weighted score of 3.10 is greater than the
average of 2.5, which demonstrates Amazon’s strong internal
position. However, the organization should address issues such
as declining revenue and declining net income.
References
Block, S. B., Hirt, G. A., &Danielsen, B. R. (2011).
Foundations of financial management (14th
ed.). New York, NY: McGraw-Hill/Irwin
David, F. R., & David, F. R. (2017). Strategic management: A
competitive approach, concepts
(16th ed.). New York, NY: Pearson Education, Inc
Forbes. (2012, April 4). Jeff Bezos reveals his no.1 leadership
secret. Retrieved from
https://www.forbes.com/forbes/2012/0423/ceo-compensation-
12-amazon-technology-
jeff-bezos-gets-it.html#557be68e5227

Northouse, P. G. (2015). Leadership: Theory and practice (7th
ed.). Thousand, Oaks, CA: Sage
publications.
Palumbo, D. (2019, July 5). Amazon at 25: The story of a giant.
BBC Business. Retrieved from
https://www.bbc.com/news/business-48884596
Reuters. (2020). Amazon.com, Inc. AMZN.OQ. Retrieved from
https://www.reuters.com/companies/AMZN.OQ
Streitfeld, D. (2018, September 4). Amazon hits
$1,000,000,000,000 in value, following Apple.
New York Times. Retrieved from
https://www.nytimes.com/2018/09/04/technology/amazon-stock-
price-1-trillion-
value.html
United States Securities and Exchange Commission. (2018).
Form 10k: Amazon.com, Inc.
Washington, DC: U.S. Government Printing Office
Whittington, D., & Whittington, W. (2018). Digital innovation
and entrepreneurship. New York,
NY: Cambridge University Press
1
Strategic Management Analysis: Amazon.Com
Student’s Name
Institution
Current Strategies
Amazo.com can attribute its tremendous growth to its

strategic partnerships and acquisitions of numerous
organizations in different sectors. CBI Insights (2019) indicates
that the company has acquired numerous firms such as Whole
Foods, Ring, Zappos, PillPack, Kiva Systems, Twitch
Interactive, Souq.com, Quidsi, AnnapurnaLabs, and LOVEFilm
International. In addition, the company can associate its success
to its communication strategy. The United States Securities and
Exchange Commission (2019) indicates that most of its
marketing communications focus on improving consumer
experience. It uses online advertising techniques such as search
marketing, e-mail campaigns, interactive advertisements on
portals, as well as search engine optimization to send out
personalized messages to reach its target market. Most
importantly, the organization has attained its competitive
advantage via its technological innovations and massive
investment in research and development which is unavailable to
other companies without appropriate focus on online channels
(Ritala, Golnam & Wegmann, 2014).
Table 1: Amazon.com’s SWOT Matrix
SWOT Matrix
Strengths
· Exemplary customer service
· Strong management
· Advanced technology
· Strong brand image
· Strong partnership
· Decreasing cost of operations
· Strong corporate culture
· Strong distribution network
Weaknesses
· Declining sales
· Declining net income
· Violation of customer privacy rights
· Limited suppliers
· High inventory risk

Opportunities
· Favorable economic condition
· Increasing consumer spending
· Favorable foreign exchange rate
· Growing number of Internet users
· Growth of broadband access technology
· Growing online sales
· Internet of things and big data
SO Strategies
· Further e-retail expansion across the world (S2, S3,S4, S7, O2,
O4, O5, O6, O7)
· Expand distribution centers for operation efficiency and
customer satisfaction (S3, S4, S5, S8, O2, O4, O7)
WO Strategies
· Expand operations all over the world (W1, W2, W4, O1, O2,
O4, O5,O6,O7)
· Safeguard customer confidential information (W3, O7)
Threats
· Increasing unemployment
· Intense competition
· Identity theft
· Poor economic condition
· Volatile stock market
· Unfavorable foreign exchange rate
· Unfavorable state regulations and taxes
ST Strategies
· Enhance brand reputation in the United States and
internationally to increase market share (S1, S2, S3, S4, T2)
· Liaise with international governments to mitigate unfavorable
future taxes (S2, T7)
WT Strategies
· Focus on increasing sales and net revenue by reducing identity
theft and intense competition (W1, W2, T2, T3)

Possible Alternative Strategies
Strength-opportunity (SO) strategies use a company’s
internal strengths to capitalize on external opportunities (David
& David, 2017). Amazon should purse a market penetration
strategy in order to capitalize on growing number of Internet
users, broadband growth, online sales growth, and internet of
things as well as big data. Weakness-opportunity strategies seek
to improve weaknesses by capitalizing on opportunities (David
& David, 2017). The company should pursue a market
penetrative and market development strategies in order to
counter declining sales and profits. Moreover, it should
consider product development strategy in order to safeguard
customer privacy. Strength-threat strategies utilize a company’s
strengths to reduce the effect of threats. Amazon should pursue
market penetration strategy in order to enhance brand image
inside and outside of the United States. Weakness-threats
strategies are defensive approaches aimed at reducing
weaknesses and threats (David & David, 2017). Amazon should
enhance its technological strategies in order to enhance
customer privacy and sales.
Boston Consulting Group (BCG) for Amazon
Table 2: Amazon.com’s BCG Matrix
Relative market share position
Low 0.0 Medium 0.5
High 1.0
Stars
II
· Amazon Web Services segment
· International segment
Question Marks
I
Cash Cows
III
· North American segment
Dogs

IV
High +20
Industry sales growth rate (Percentage)
Medium 0.5
Low -20
The Boston Consulting Group matrix is a tool that utilizes
graphical representations of an organization’s products in an
effort to enable organizations to decide what to keep, sell, and/
or invest in. It plots a firm’s products into a four square matrix,
in which the x axis represents relative market and y axis
representing the industry sales growth rate.
Question marks
These products or divisions have low relative market share
but compete in high growth industry. Normally, question marks
require high cash and have low cash generation. The
management must decide whether to strengthen these products
by adopting an intensive strategy such as market penetration,
product development, market development, or divestiture
(Whitehead, 2015). None of Amazon’s three segments of North
America, International, and AWS is a question mark.
Stars
These represent an entity’s best long term opportunities for
growth plus profitability. Segments or products with high
relative market share as well as high industry growth rate must
receive substantial investment in order to strengthen their
positions (Whitehead, 2015). In as much as Amazon Web
Services accounts for only 11 percent of net sales mix it
experienced the highest growth rate of 47 percent between 2017
and 2018 (see table 3), which makes it a star. The international
market segment is also a star because of its moderate portion of
net sales mix, which stood at 28 percent (see table 3)
Cash Cows
Cash cows are products or segments that bring in more revenue

for a company to regulate its operations of divisions. It is the
manager’s task to leverage these segments or products and use
their market share to increase revenue (Whitehead, 2015). North
America segment contributed 61 percent of Amazon’s sales mix
for 2018 making it the company’s cash cow. Management
should leverage this segment to increase revenue.
Dogs
These segments and products have low relative market
share and compete in slow market growth industry. Normally,
businesses liquidate, divest, or trim down these segments or
products (Whitehead, 2015). Since none of Amazon.com’s
segments has low relative market share or operate in slow
market growth industry, the company does not have a dog.
Table 3: Amazon’s sales for 2018
Segments Net sales Year over year %
growth Net sales mix
North America $141,366 33%
61%
International $65,866 21%
28%
Amazon Web Services $25,655 47%
11%
(Source: SEC, 2019)
SPACE Matrix for Amazon.com
The Strategic Position and Action Evaluation matrix
comprises of four quadrants indicating whether a firm should
pursue an aggressive, conservative, defensive, and/or
competitive strategies (Sherafat et al., 2013). Conservative
quadrant comprises of four strategies: market penetration,
market development, product development, and related
diversification. Aggressive quadrant consists of four strategies-
backward, forward, or horizontal integration, market
penetration, market development, product development, and
related or unrelated diversification. Defensive quadrant consists
of retrenchment, divestiture, and liquidation. Competitive
quadrant comprises of backward, forward or horizontal

integration, market penetration, market development, and
product development. The matrix represents two external
dimensions and two internal dimensions (David & David, 2017).
Internal dimensions include financial position and
competitive position. External dimensions represent stability
position and industry position. Factors that determine financial
position include: return on investment, leverage, liquidity,
working capital, cash flow, and earnings per share. Factors
determining competitive position include: market share, product
quality, product lifecycle, customer loyalty, technological
know-how, and control over distributors. Factors affecting
stability position include: technological changes, inflation rate,
demand variability, price of competing products, entry barriers,
competitive pressure, and ease of exit. Factors determining
industry position include: growth potential, profit potential,
financial stability, resource utilization, and productivity (David
& David, 2017).
Figure 1: SPACE Matrix for Amazon
Financial position
+5
+4
Conservative +3
Aggressive
+2
(+2, +4)
+1
-5 -4 -3 -2 -1 0 +1 +2
+3 +4 +5
-1
Defensive -2 Competitive
-3
-4
-5

Possible Alternative Strategy
The SPACE vector for Amazon is located in the aggressive
quadrant based on the company’s 1.65 long term debt to equity
ratio, intense competition in the e-retail industry, and the
Amazon’s dominant market share. Amazon should consider
expanding in other parts of the world to benefit financially and
move the SPACE point vertically.
Internal-External Matrix
This matrix positions a company’s divisions in nine cells.
It is similar to the Boston Consulting Group matrix in the sense
that these two tools plot a company’s segments in a diagram.
The internal-external matrix is anchored on two dimensions: the
internal factor evaluation total weighted scores and the external
factor evaluation’s total weighted scores. An internal factor
evaluation total weighted score of between 1.0 and 1.99 signify
a weak internal position while a score of between 2.0 and 2.99
signify an average internal position. A score of between 3.0 and
4.0 represents a strong internal position. In the same, an
external factor evaluation of between 1.0 and 1.99 represents a
weak external position while a score of between 2.0 and 2.99
represents a medium external position. An external factor
evaluation score of between 3.0 and 4.0 represents a strong
external position (David & David, 2017).
IFE Total
Weighted Score
Strong 3.0-4.0 Average
2.0-2.99 Weak 1.0-1.99
EFE Total Weighted Score 4.0 3.0 2.0
1.0
I
II
III
IV

(Amazon.com)
V
VI
VII
VIII
IX
High (3.0-4.0)
Medium (2.0-2.99)
Low (1.0-1.99)
Possible Alternative Strategy
Amazon.com’s internal factor evaluation total weighted
score is 3.10 while its external factor evaluation total weighted
score is 2.72. Thus, the plot on IE matrix is (3.10, 2.72). In this
regard, Amazon has strong internal position and an average
external position. After plotting, Amazon falls into cell IV,
which is managed through grow and build. The company can
pursue four strategies in order grow and build: backward,
forward or horizontal integration, market penetration, market
development, and/ or product development.
Evaluation of Organization Structure
Amazon.com has a hierarchical organization structure.
Senior management consists of three chief executive officers
and three senior vice presidents, who are responsible for
different business aspects reporting to Jeff Bezos, the chief
executive officer. The hierarchical structure helps with its large
size of business. Unlike other firms with hierarchical
organizational structures, the company is highly flexible to
embrace frequent changes in market place. The company’s

organizational structure incorporates numerous small teams that
focus with different business aspects (SEC, 2019).
Recommendations
Amazon should enhance employee relations for enhanced
staff motivation and productivity. This is due to the fact that the
company has been accused of treating employee like robots as
evidenced by more than 600 ambulance calls to the company’s
warehouse in the United Kingdom between 2016 and 2018.
Workers have accused the organization of constant pressure to
attain performance targets, which makes life difficult for them
as they cannot visit a toilet or take a drink (Butler, 2018).
References
Butler, S. (2018, May 31). Amazon accused of treating UK
warehouse staff like robots. Guardian. Retrieved from
https://www.theguardian.com/business/2018/may/31/amazon-
accused-of-treating-uk-warehouse-staff-like-robots
CBI Insights. (2019, June 19). Infographic: Amazon’s biggest
acquisitions. Retrieved from
https://www.cbinsights.com/research/amazon-biggest-
acquisitions-infographic/
David, F. R., & David, F. R. (2017). Strategic management
concepts and cases: A competitive advantage approach (16th
ed.). Essex, England: Pearson Education Limited
Ritala, P., Golnam, A., & Wegmann, A. (2014). Coopetition-
based business models: The case of Amazon. com. Industrial
Marketing Management, 43(2), 236-249.
Sherafat, A., Yavari, K., Mohammad, S., Davoodi, S., &
Bozorgzadeh, N. (2013). The application of Strategic Position
& Action Evaluation (SPACE) matrix in the organizational
goals and strategies development. Journal of Applied Sciences
Research, 9(4), 2666-2673.
United States Securities and Exchange Commission. (2019).
Form 10k: Amazon.com. Washington, D.C.: U.S. Government
Printing Office
Whitehead, J. (2015). Wiley encyclopedia of management.

Hoboken, NJ: John Wiley & Sons
1
Student’s Name
Institution
1
Student’s Name
Institution

1Strategic Management Analysis A Case Study of AmazonStuden.docx

Recommended

Recommended

More Related Content

Similar to 1Strategic Management Analysis A Case Study of AmazonStuden.docx

Similar to 1Strategic Management Analysis A Case Study of AmazonStuden.docx (14)

More from jesusamckone

More from jesusamckone (20)

Recently uploaded

Recently uploaded (20)

1Strategic Management Analysis A Case Study of AmazonStuden.docx