Topics:, Amazon Kindle, Organizational culture Pages: 12 (2005 words) Published: February 24, 2015, Inc.

Table of Contents

Executive Summary 2
Introduction 3
History 3
Mission & Strategy3
Organizational Culture 4
Hiring, Performance Management & Compensation Strategy 5
Leadership Role 6
Current Challenges 7
Identification of the Problem 7


II. INTRODUCTION:, Inc. is an American international electronic commerce company with headquarters in Seattle, Washington, United States. It is the world’s largest internet company, based on revenue ($74.4 billion as of 2013) and number of employees (132,600 as of June 2014). History:

The company was founded in 1994, after Bezos left his employment at a Wall Street firm, and moved to Seattle. It was founded in Bezos garage, which has grown to be a Fortune 100 company. started as an online bookstore, but soon diversified, selling DVDs, VHSs, CDs, video and MP3 downloads/streaming, software, video games, electronics, apparel, furniture, food, toys and jewelry. In 2002 Amazon launched a new business model for web services platform, identifying a new area of potential growth and new customer, which grew into the seventh largest in the world within five years. In late 2007, it set up Lab125, whose first product the Kindle e-book reader disrupted the entire publishing industry. Since then, the company also produces consumer electronics – notably, Amazon Kindle e-book readers, Kindle Fire tablets, Fire TV and Fire Phone – along with being a major provider of cloud computing services. 1 Mission & Strategy:

Amazon’s mission is “to be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavors to offer its customers the lowest possible prices”. 2 III. ORGANIZATION CULTURE:

***I have the info for the endnotes and will do them correctly once the paper is complete and edited. Amazon’s culture is a clear reflection of its creator and has been unwavering since its inception in the mid-1990s. Bezos founded Amazon not by happenstance, but rather he carefully fabricated the commercial business to succeed on the newly-popularized internet. He spent weeks identifying the most ideal money-generating business to launch on the nearly non-existent e-commerce industry. With little regard given to what the business actually sold, Bezos was ultimately concerned with capitalizing on potential growth. As a result, the culture of Amazon has always been a reflection of Bezos’ desire to aggressively control e-commerce at the lowest possible cost. One of the principles that therefore impacts company culture and separates Amazon from its fellow tech-based competition is their extreme frugality and efficient use of resources. In fact, frugality is listed on Amazon’s “14 Leadership Principles” that employees are encouraged to follow to succeed with the companyi. In the years following Amazon’s creation, Bezos wanted to keep overhead costs low and did so in part by overcrowding an undesirable office in Seattle’s skid row, which required employees to work out of the kitchen and parts of the parking garage. Additionally, early employees had to purchase their own office supplies to decrease unnecessary costs (though were reimbursed).ii Working on makeshift tables made from old doors, Bezos reflects “the doors represented the company’s wisdom in serving the customers, not the employees.”iii Twenty years later, Amazon employs 117,000 and has net sales of $74.4 billion in 2013iv, however the wooden door tables are still being used. This truly highlights that Amazon’s foundational values remain unchanged from 1994. It was clear from its inception that Amazon, unlike its fellow tech startup competitors, was not focused on employee satisfaction, but rather on the success of the business through...
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