Evaluate Amazon’s Diversification Strategy.

Diversification in E- Commerce

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Diana Reyes – 27828

Introduction

Economies of scope and synergies in business operations are consequences of diversification strategies. It is possible to classify companies according to the type of diversification strategy selected. Unrelated diversifiers are companies that diversify across industry, while related diversifiers are firms that diversify within the industry (Kim, Hwang and Burgers 1989). Companies pursuing related diversification over a period of time have achieved superior performance than companies following an unrelated diversification (Palepu 1985). Amazon has started its business by selling books and music, soon after it incorporated online auctions for airlines tickets and hotel rooms, computer hardware, pet food and pet accessories, electronic cards, toys and consumer electronics.

Whereas Amazon has achieved very high volume of sales and gained important market shares in the book industry, the company has never been profitable. As a result, in this essay, in order to determine if Amazon’s decision to diversify so extensively was a wise decision, we will firstly describe the firm business model and the reasons for its success. We will then try to determine if this business model is applicable to Amazon’s diversification strategy as well as the limit of diversification. And finally we will try to evaluate the limit of such strategy in an international context.

I Is the business model designed for selling book on internet apply for different category of products?

The success of Amazon Business Model
In e-tailing, one can identify four kinds of business models: the channel supporter, the vertical portal and the category killer such as Amazon. In this regard, Calkins, Farello and Smith Shi (2000) identify three fundamentals of on-line retailing: • The content: referring to information appearing on the web that can increase the rate at which browsers are converted into buyers and their

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