1
NAME OF PROGRAMME
BUS 22043 Strategic Management
ASSIGNMENT TITLE
Group Assignment
STUDENT NAME (STUDENT ID)
Alyssa Maisarah Binti Abdul Razak (BSM_A1805F- 2509003)
Chua Shang Hong (BSM_B1805F- 2409001)
Gigi Khor Xiao Qi (BSM_A1805F- 2501002)
Jess Lim (BSM_A1805F- 2501001)
Lee Chee Xiang BBC_B2005F- 2505001)
Sun Li Ting (BSM_A1805F- 2509011)
SEMESTER
May 2026
2
Student’s
Name:
Alyssa Maisarah Binti Abdul
Razak
Chua Shang Hong
Gigi Khor Xiao Qi
Jess Lim
Lee Chee Xiang
Sun Li Ting
Student’s
ID:
BSM_A1805F- 2509003
BSM_B1805F- 2409001
BSM_A1805F- 2501002
BSM_A1805F- 2501001
BBC_B2005F- 2505001
BSM_A1805F- 2509011
Module
Code &
Name:
Assignment/ Group Assignment
Project
Title:
Lecturer’s
Dr.Mandy Mok
Name:
Semester/
May 2026
Year:
I hereby declare that the work in this assignment/project was carried out in accordance with
the regulations of Raffles University. It is original and is the results of my own work, unless
otherwise indicated or acknowledged as referenced work.
I certify that the statements I have attested to above have been made in a good faith, true and
correct. I acknowledge that any misconduct or violation of academic integrity policies will
result in disciplinary action and may affect my academic standing in the institution.
14/5/2026
Alyssa
Darren
Gigi
Li Ting
Jess
Chee Xiang
…........................
…...........................
Date
Student’s Signature
3
Word Count:
Table of Contents
1.0 Introduction ...................................................................................................... 3
2.0 Analysis of Issues .............................................................................................. 4
2.1 Increasing Competition and Market Saturation ................................................. 5
2.2 Supply Chain Dependency and Operational Costs ............................................ 5
2.3 Labor Management and Corporate Reputation .................................................. 5
2.4 Technological Innovation and Digital Transformation ......................................... 5
2.5 Conclusion for Analysis of Issues ..................................................................... 6
3.0 SWOT Analysis................................................................................................... 6
3.0.1 Strength ...................................................................................................... 7
3.0.2 Weaknesses ................................................................................................ 7
3.0.3 Opportunities .............................................................................................. 7
3.0.4 Threats ....................................................................................................... 7
3.1 Porter’s Five Forces ............................................................................................ 8
3.1.1 Competitive Rivalry ...................................................................................... 9
3.1.2 Threat of New Entrants ................................................................................. 9
3.1.3 Bargaining Power of Buyer ............................................................................ 9
3.1.4 Bargaining Power of Suppliers ....................................................................... 9
3.1.5 Threat of Substitutes .................................................................................... 9
3.2 PESTLE Analysis of Amazon ................................................................................ 9
3.2.1 Political Factors ......................................................................................... 10
3.2.2 Economic Factors ...................................................................................... 10
3.2.3 Social Factors ........................................................................................... 10
3.2.4 Technological Factors ................................................................................ 11
3.2.5 Legal Factors ............................................................................................. 11
3.2.6 Environmental Factors ............................................................................... 11
3.3 VRIO Framework Analysis of Amazon................................................................. 11
3.3.1 Value ........................................................................................................ 12
3.3.2 Rarity ........................................................................................................ 12
3.3.3 Imitability .................................................................................................. 12
4
3.3.4 Organisation ............................................................................................. 12
3.4 Value Chain Analysis of Amazon ....................................................................... 12
3.4.1 Primary Activities ....................................................................................... 13
3.4.2 Secondary Activities .................................................................................. 13
4.0 Financial Analysis ............................................................................................ 13
4.1 Income Statement Analysis ........................................................................... 14
4.2 Balance Sheet Analysis ................................................................................. 14
4.3 Ratio Analysis .............................................................................................. 15
5.0 Recommendations .......................................................................................... 16
5.1 Managerial Functions ................................................................................... 17
5.2 Financial Functions ...................................................................................... 17
5.3 Marketing Functions ..................................................................................... 18
6.0 Alternative Solution .......................................................................................... 19
6.1 "Fulfillment-as-a-Service" (FaaS) White-Label Logistics Strateg ....................... 20
6.1.1 Implementation Approach ...................................................................... 20
6.1.2 Assessment of Implementation ............................................................... 20
6.2 AI-Driven Immersive Commerce Ecosystem ................................................... 20
6.2.1 Implementation Approach ...................................................................... 20
6.2.2 Assessment of Implementation ............................................................... 20
6.3 Decentralized Circular Economy and Peer-to-Peer (P2P) Re-commerce
Ecosystem ........................................................................................................ 21
6.3.1 Implementation Approach ...................................................................... 21
6.3.2 Assessment of Implementation ............................................................... 21
References ........................................................................................................... 21
5
1.0 Introduction
Amazon.com, Inc., founded by Jeff Bezon in 1994 as an online bookshop has transformed into
a technology ecosystem ranging from digital advertising, cloud infrastructure, subscription
services, e-commerce entertainment, and artificial intelligence. Amazon developed a strong
customer network where customers can shop, watch content, save data, and access smart
devices on a single platform (Amazon.com, Inc., 2025).
Additionally, strategic management issues are likely to affect the sustainability and
competitiveness of Amazon in the long-term. These issues cover the company’s labor
management and bad brand reputation. Moreover, supply chain dependency and operational
costs are largely affecting the company's financial needs. Competitors of Amazon in cloud
computing and digital services create a bigger issue for the company.
Meanwhile, Amazon is under pressure to innovate in various domains, including AI,
automation, cybersecurity, and digital streaming services. The rapid pace of technological
change demands constant reinvestment in R&D for Amazon to have a competitive advantage.
Thus, with proper planning it will lead to Amazon’s success in altering organisation
envrionment.
6
2.0 Analysis of Issues
2.1 Increasing Competition and Market Saturation
As the competition in both e-commerce as well as cloud computing grows, it is left with a
strategic dilemma. It is unpredictable to predict consumer preferences and the rapid growth of
digital platforms. More effort is put into competitive companies, including Alibaba Group,
Walmart Inc., and Shopify based retailers that regularly enhance their online shopping systems,
logistic capabilities, and overall customer experience. Hence, this keeps Amazon under
pressure to continue producing and bringing in new customers.
Other than that, Amazon Web Services (AWS) is facing a significant challenge from
Google Cloud and Microsoft azure in the cloud computing space. These competitors are
allocating substantial budget for advanced cybersecurity solutions, enterprise cloud services,
and integration of AI functions. This effort to acquire more market share puts competitive
pressure on AWS from Amazon, although it remains a dominant provider of cloud
infrastructure services.
2.2 Supply Chain Dependency and Operational Costs
Amazon mostly depends on logistics systems, warehouses, transport networks, and external
suppliers to ensure deliveries on time. Nonetheless, worldwide disruptions such as the COVID19 pandemic, geopolitical strains, fuel rises, and supply shortages have shown that global
production networks are weak.
2.3 Labor Management and Corporate Reputation
Labor management and workplace environment have formed a strategic problem for Amazon.
The company has been facing complaints about worker welfare, productivity pressure,
workplace safety, and unionisation among warehouses and fulfilment centers. Amazon
facilities have been the subject of numerous documented labour conflicts and employee
concerns about working conditions and injury rates.
The media coverage of these issues could hurt Amazon’s public image, as labour unions and
governments around the world put more regulatory pressure on the company. Stackeholder
theory argues that companies must manage the competing interests of stakeholders, employee
quality of life, and societal goals.
7
2.4 Technological Innovation and Digital Transformation
Amazon has a lot of pressure to create technology development quickly. To ensure the company
is at the lead of the competition it must keep investing in automation, cybersecurity, digital
transformation, and AI. As Microsoft Azure and Google LLC Cloud are rapidly importing AI
technologies into cloud computing and enterprise aid, competitors are gaining competitive
advantage.
2.5 Conclusion for Analysis of Issues
In conclusion, Amazon has been pressured into action with competitive business models such
as pricing plans, technology utilisation, and service quality improvements. The company has
to improve its AI based logistics systems, predictive inventory management, and warehouse
automation to address potential challenges. Additionally, to gain respectability for the company
and reduce unionisation of employees, raising standards in workplace safety and basic benefits
while increasing worker involvement. Thus, retaining the global competitive advantage and
sustainability by doing business at a scale helps influence international market leadership.
8
3.0 SWOT Analysis
3.0.1 Strength
Amazon enjoys widespread brand recognition across the globe and has an enormous pool of
regular customers. Amazon runs multiple core businesses including e-commerce, cloud
computing, digital streaming and smart devices. This diversified layout effectively keeps the
company from relying on one single business line. Amazon has established an advanced
logistics and delivery network that ensures quick and reliable delivery of goods and contributes
to maintaining customer satisfaction and loyalty. Besides, its cloud service branch AWS takes
the leading position in the whole industry and creates substantial revenue. Consistent
technological advancement and user focused service design also contribute to the company’s
strong global competitiveness.
3.0.2 Weaknesses
Amazon’s main income is still from e-commerce and cloud computing. It will meet business
risk if online shopping becomes less popular or the cloud market becomes more competitive.
Amazon spends a lot on warehouse management, transport and staff salaries. Furthermore,
complaints about labour rights, workplace safety and working conditions for employees might
harm Amazon’s brand and create legal and regulatory pressure. These problems could lower
operational effectiveness and staff motivation.
3.0.3 Opportunities
Amazon can make progress in Artificial Intelligence, automatic operation and online
advertisement business. AWS may increase its market share as a result of the growing demand
for cloud computing services. Additionally, Amazon can continue expand into developing
countries with rapidly growing e-commerce. To attract more customers and improve its public
image, Amazon should enhance its sustainability initiative such as eco-friendly packaging and
green delivery systems.
9
3.0.4 Threats
Amazon has to compete fiercely with many big companies such as Alibaba, Walmart and
Microsoft. These competitors may reduce Amazon’s market share and profit. Online shopping
growth may be slowed by inflation, shifting consumer preferences and economic uncertainty.
Furthermore, delivery performance may also be impacted by supply chain interruptions and
increasing fuel expenses.
10
3.1 Porter’s Five Forces
3.1.1 Competitive Rivalry
Amazon has many strong competitors in online shopping and cloud services. Companies like
Alibaba, Walmart, and Microsoft are always trying to attract more customers by adjusting
prices, updating technology and improving services. Due to the fierce competition, Amazon
must continue to innovate and invest heavily in technology development in order to maintain
its market position.
3.1.2 Threat of New Entrants
It is not hard for small businesses to join the online retail industry. However, new companies
can rarely compete with Amazon on a global level. It costs a lot of money to set up warehouses,
logistics systems and a well-known brand. Due to its size and positive public image, Amazon
makes it difficult for new companies to enter the market.
3.1.3 Bargaining Power of Buyer
Customers can choose from many different shopping websites and cloud service providers.
They can easily check prices, delivery speed and service quality before making a decision. For
this reason, Amazon has to offer reasonable prices and good service to keep its customers.
3.1.4 Bargaining Power of Suppliers
Amazon collaborates with numerous logistical partners and suppliers across the globe. When
supply chain concerns arise, suppliers will have a stronger negotiating position. Fortunately,
Amazon purchases products in bulk which allows it to negotiate lower prices and reduce the
impact from suppliers.
3.1.5 Threat of Substitutes
Customers can choose physical stores or other online platforms instead of Amazon. Some
business also create their own cloud system to replace AWS. Amazon needs to keep upgrading
its services and daily work to stop customers from switching to other options.
11
3.2 PESTLE Analysis of Amazon
Figure 1: PESTEL Analysis Framework
3.2.1 Political Factors
Politically, Amazon's international operations are heavily influenced by diverse
regulations and geopolitical instability. Regulators in the US and Europe are increasingly
scrutinizing the company over antitrust and digital taxation, while tightening labor and
consumer protection laws pressure Amazon to improve working conditions (Greenspan, 2024).
3.2.2 Economic Factors
Economically, global conditions like inflation and high fuel costs directly impact
profitability by increasing logistics overhead. To hedge against these pressures and a slowdown
in mature markets, Amazon leverages its high-margin segments, including Amazon Web
Services (AWS), Prime memberships, and digital advertising to drive revenue despite intense
competition (Wang, 2024).
3.2.3 Social Factors
Socially, the company must balance rising consumer demand for convenience with
public criticism over warehouse safety and labor welfare. Proactively managing worker
conditions and ethical operations is essential to preserve public trust and corporate reputation
(Amazon, 2024).
12
3.2.4 Technological Factors
Technologically, innovation is Amazon's core advantage. The company invests heavily
in AI, automation, and robotics to boost efficiency, while AWS maintains market leadership
despite growing pressure from competitors like Microsoft Azure and Google Cloud, requiring
continuous iteration (Amazon Web Services, 2025).
3.2.5 Legal Factors
Legally, Amazon must navigate a web of international laws, including competition
policies, intellectual property, and strict data privacy mandates like Europe's GDPR. Noncompliance risks severe lawsuits and permanent brand damage (Martins, 2023).
3.2.6 Environmental Factors
Environmentally, Amazon’s vast logistical network faces intense scrutiny over carbon
emissions and waste. In response, it pursues initiatives like renewable energy and electric
delivery fleets, committing to "The Climate Pledge" for net-zero by 2040, even as government
mandates tighten (Kelk, 2022).
13
3.3 VRIO Framework Analysis of Amazon
3.3.1 Value
Amazon has strategically developed its capabilities and resources to be able to contribute in
the competitive landscape for minimising external threats as well as identify opportunities to
increase customer benefits. For example, it's two-day Prime shipping. Amazon can use its
superior logistical expertise for a lasting competitive advantage(Adamkasi,2023).
3.3.2 Rarity
Amazon provides consumers with a large variety of products and categories at very reasonable
prices. However, other competitors like eBay, Overstock, and Walmart offer the same.
Amazon’s services are not rare, but the logistics adds value in the competitive advantage.
Supply chain, brand equity, and AI capabilities all score positively on rarity (Adamkasi,2023).
3.3.3 Imitability
Amazon’s capabilities are difficult for competitors to match at a lower cost. With the free
shipping and the two-day shipping option competitors would be at a great disadvantage. It is
the first mover in this strategy and it can sustain a competitive advantage and make it difficult
to copy (Adamkasi,2023).
3.3.4 Organisation
Amazon is not rare in the sense of what it does and offers, but the system, the setup and the
way it has organised everything is rare. Amazon has successfully delivered the best customer
services, logistical expertise, creative marketing, and innovation, all of which positively affect
its competitive advantage (Adamkasi,2023).
14
3.4 Value Chain Analysis of Amazon
3.4.1 Primary Activities
Amazon's inventory management system is built around its worldwide network of fulfilment
centers, which are strategically located around the world and supplied with the latest
technology to efficiently handle the receiving, storage, and distribution of goods from a wide
range of suppliers. Amazon uses a Just-In-Time (JIT) inventory system, which reduces storage
costs and turnaround times. Amazon has over 175 fulfilment centers and over 200,000 robots
in use. For outbound logistics, Amazon Prime delivers same-day and two-day shipping, while
Amazon Logistics controls last-mile delivery. Amazon’s recommendation engine uses machine
learning methods to analyse customers’ browsing and purchasing behaviour, accounting for
35% of Amazon’s total sales, according to McKinsey. Amazon Prime had over 200 million
subscribers worldwide in 2020. Amazon Web Services also emphasizes the services side,
accounting for nearly 12% of Amazon’s total revenue (Boardmix,n.d.).
3.4.2 Secondary Activities
Amazon has developed an effective infrastructure that supports the seamless operation of its
large online marketplace, including state-of-the-art data centres, software development
facilities, and administrative systems. The company invests strongly in human resource
management such as recruiting, training and retaining talent, promoting a performance-driven
culture that rewards innovation and customer-centricity across its over one million employees
globally. When it comes to technology, Amazon has been a pioneer with AWS, voice service
Alexa and robotics in its fulfilment centres. The company’s continued investment keeps it on
the leading edge of innovation and improves the overall customer experience. Procurement is
equally strong, with Amazon working with thousands of suppliers worldwide to ensure
consistent product availability and competitive prices (Boardmix,n.d.).
15
4.0 Financial Analysis
4.1 Income Statement Analysis
For the financial year ending 31 December 2025, Amazon reported a total revenue of $716,924
million, an increase from $637,959 million in 2024. This is because in 2025 they have a slight
increase in their sales and one of the items is the other income which is under non-operating
income which is from an expense of $2250 million in 2024 to a gain of $15,229 million in
2025. This relates to the primarily from an upward adjustment for observable changes in price
relating to their nonvoting.
Item
2024
2025
$ million
$ million
Revenue
637,959
716,924
Operating expenses
569,366
636,949
Operating profit
68,593
79,975
Net income
59,248
77,670
Table 1: Income Statement Summary
According to the report, the performance Amazon’s key segments is as follow:
•
North America segment: North America remained Amazon’s largest source of revenue
and showed $ 426.3 billion and operating income of $29.6 billion in 2025.
•
International Segment: This segment recorded net sales of $161.9 billion and operating
income of $4.7 billion, showing improved profitability and stronger global sales.
•
Amazon Web Services: AWS have achieved net sale of $128.7 billion and operating
income of $45.6 billion making Amazon’s most profitable segment due to strong
demand of cloud and AI services.
16
4.2 Balance Sheet Analysis
Based on their balance sheet, Amazon’s total asset increases to $193,148million in 2025
showing a growth of 31%. This is because increase in their property and equipment which
increase of $122,360 million in 2025. Besides, their total liabilities also rise of $68,053 in 2025,
this rise because of their account payable having an increase of $27,546 in 2025. The total
stockholder’s equity has increased at $125,095 in 2025 and because of the retained earnings
increase in 2025.
Item
2024
2025
$ million
$ million
Total assets
624,894
818,042
Total liabilities
338,924
406,977
Total stockholder’s equity
285,970
411,065
Current assets
190,867
229,083
Current liabilities
179,431
218,005
Table 2: Balance Sheet Summary
17
4.3 Ratio Analysis
To further examine Amazon’s financial stability and performance, ratios were calculated as
below:
Ratio
Formula
Gross profit margin Gross profit / Sales x 100%
2025 ($ million)
360,510 / 716,924 x 100%
=50.29%
Net profit margin
Profit before tax / Sales x 100%
97,311 / 716,924 x 100%
=13.57%
Current ratio
Current asset / current liability
229,083 / 218,005
=1.05
Asset turnover
Revenue / Average total assets
716,924 / [(624,894 +
818,042)/2]
=0.99
Return on capital Net Profit / (Equity + Long Term 77,670 / (411,065 + 65,648)
employed
debt)
=0.16
Return on asset
Return on equity
Debt-to-equity
Net profit / Total assets
77,670 / 818,042
=0.09
Net profit / Equity
77,670 / 411,065
=0.19
(Short-term debt + long-term debt) / 65,648 / 411,065
shareholder’s equity
=0.16
In summary, the analysis shows that while amazon achieved solid revenue growth, its free cash
flow declined significantly due to massive AI-related capital expenditures, this also highlight
the company deliberates trade-off between short-term liquidity and long-term strategic
investment. The company maintains strong profitability while an extremely low debt-to-equity
ratio shows a minimal leverage risk. However, a tight current ratio signals limited liquidity and
suggests that working capital may face short-term pressure.
18
5.0 Recommendations
5.1 Managerial Functions
Firstly, from a managerial perspective, Amazon should improve the coordination between all
the departments. The company has to increase the collaboration between Amazon Web Service
(AWS), logistics, AI, and its e-commerce to respond more effectively. This allows the company
to integrated all information to enhance customers experience. Besides, management should
also continue analyzing consumer behavior and market trends to improve decision-making.
Moreover, Amazon should improve managerial planning to reduce supply chain
dependency and operational costs. The company management has to diversify suppliers and
logistics networks in different countries. This can minimize the risks that might caused by
political issues, global disruption, fuel price increases, or natural disaster. In addition, Amazon
should also strengthen predictive analysis and risk management system to improve the
company forecasting accuracy.
Furthermore, Amazon can improve labor management and corporate reputation by
improving employee welfare policies and workplace management systems. For example,
management should prioritize workers safety, reduce unnecessary productivity pressure, and
encourage a healthier work environment. Besides, company can also provide leadership
training programs to increase the effectiveness and reduce workplace conflicts.
Additionally, Amazon had better improve its digital transformation strategies to
maintain technological leadership. In this case, Amazon has to increase collaboration between
AI researchers, cloud engineers and cybersecurity teams. Amazon should also introduce digital
training programs for employees so that they can response to changing market trends.
19
5.2 Financial Functions
Firstly, from a managerial perspective, Amazon should improve the coordination between all
the departments. The company has to increase the collaboration between Amazon Web Service
(AWS), logistics, AI, and its e-commerce to respond more effectively. This allows the company
to integrate all information to enhance customers experience. Besides, management should also
continue analyzing consumer behavior and market trends to improve decision-making.
Moreover, Amazon should improve managerial planning to reduce supply chain
dependency and operational costs. The company management has to diversify suppliers and
logistics networks in different countries. This can minimize the risks that might caused by
political issues, global disruption, fuel price increases, or natural disaster. In addition, Amazon
should also strengthen predictive analysis and risk management system to improve the
company forecasting accuracy.
Furthermore, Amazon can improve labor management and corporate reputation by
improving employee welfare policies and workplace management systems. For example,
management should prioritize workers safety, reduce unnecessary productivity pressure, and
encourage a healthier work environment. Besides, company can also provide leadership
training programs to increase the effectiveness and reduce workplace conflicts.
Additionally, Amazon had better improve its digital transformation strategies to
maintain technological leadership. In this case, Amazon has to increase collaboration between
AI researchers, cloud engineers and cybersecurity teams. Amazon should also introduced
digital training programs for employees so that they can response to changing market trends.
20
5.3 Marketing Functions
For marketing part, Amazon should improve customer loyalty programs and personalized
digital marketing to increase competition. The company can strengthen loyalty programs such
as Amazon Prime by ensuring the delivery consistency and improving search filters. Besides,
the company can improve personalized system by using AI and customer data analysis. AI can
help to analyse customer preferences or purchase history to recommend the products match
individual interest.
Moreover, Amazon should focus om shipping and delivery consistency. For example,
the company can increase driver quality by ensuring the parcel had leave in secure locations
rather than just put on open sidewalks or building floors. By improving delivery performance
helps strengthen customer confidence and improve logistics performance.
Besides that, Amazon should also strengthen Corporate Social Responsibility (CSR)
communication by promoting ethical labour practices. This is because a strong CSR branding
can help improve stakeholder trust, at the same time enhance company image globally. For
instance, the company can share videos on social media that related to working environments
or employees training programs.
Furthermore, to address the issue of technological innovation, Amazon should actively
promote its AI, cloud computing, and digital transformation services. As for marketing part,
Amazon should highlight the strengths of how the company provide strong security and reliable
systems. This helps to increase customer confidence as now many people are concerned about
privacy and cybersecurity.
21
6.0 Alternative Solution
Amazon faces several strategic challenges, including supply chain dependency, labour
management issues, and increasing competition. To maintain its long-term competitiveness and
sustainability, the company can consider several alternative solutions.
6.1 "Fulfillment-as-a-Service" (FaaS) White-Label Logistics Strategy
Amazon should expand its logistics network into a white-label 3PL system under a
Fulfillment-as-a-Service model, turning logistics into a scalable utility with transparent
pricing (Team, 2021). This allows external merchants to use Amazon infrastructure without
branding.
6.1.1 Implementation Approach
Amazon can offer unbranded logistics services using its warehouses and delivery
network. External merchants can connect their e-commerce platforms through API
integration for easier order management. Amazon can also provide tiered pricing based on
usage to support SMEs. Products should be stored closer to high-demand areas to improve
delivery speed and reduce costs.
6.1.2 Assessment of Implementation
Amazon's logistics expansion improves efficiency but requires shifting from retailer to logistics
provider. The main risk is increased antitrust scrutiny over market dominance.
6.2 AI-Driven Immersive Commerce Ecosystem
Amazon should adopt spatial computing and generative AI to create immersive,
personalized shopping experiences using behavioral data (Baldwin, 2026).
22
6.2.1 Implementation Approach
Amazon can develop Amazon Space to provide AR and VR shopping experiences. AI
assistants can help customers with product recommendations and advice. Merchants can use
AI tools to create 3D product models, while real-time personalization can suggest products
based on customer preferences and behavior.
6.2.2 Assessment of Implementation
AR/VR investments boost engagement and conversion but demand high R&D costs. The risk
is slow adoption, which could reduce return on investment.
6.3 Decentralized Circular Economy and Peer-to-Peer (P2P) Re-commerce Ecosystem
Amazon should launch “Amazon Loop” for peer-to-peer resale using trust and logistics
systems (Wirtz et al., 2019).
6.3.1 Implementation Approach
Amazon can launch Amazon Loop by allowing customers to resell products through
their purchase history. Lockers can be used for easy drop-off and delivery. An automated
listing system can help users create resale listings quickly, while digital product passports can
provide product information and ownership records.
6.3.2 Assessment of Implementation
The resale market builds trust and expands reach but risks cannibalizing new sales. Key risks
include fraud and complex reverse logistics.
23
7.0 Conclusion and Evaluation
In conclusion, Amazon's worldwide brand, sophisticated logistical network,
leadership in AWS, and ongoing technological innovation help it maintain a strong
competitive position. The business is still financially sound in spite of obstacles including
fierce competition, supply chain concerns, growing expenses, and labor-related problems.
Amazon should keep making investments in AI, boost customer satisfaction, build supply
chain resilience, and improve staff wellbeing in order to guarantee sustainable growth and
long-term success.
24
References
Adamkasi.,(2023 February 23).VRIO Analysis of Amazon. Free PESTEL Analysis.
https://freepestelanalysis.com/vrio-analysis-of-amazon/
Amazon Staff. (2023, July 21). Our commitment to the responsible use of AI. US about
Amazon. https://www.aboutamazon.com/news/company-news/amazon-responsible-ai
Boardmix.(n.d.).Amazon Value Chain Analysis https://boardmix.com/analysis/amazon-valuechain/
Greenspan, R. (2024, August 24). Amazon.com Inc. PESTEL/PESTLE Analysis,
Recommendations. Panmore Institute. https://panmore.com/amazon-com-inc-pestel-pestleanalysis-recommendations
Wang, J. (2024). An Analysis of Amazon’s Internal and External Environments. Journal of
Education, Humanities and Social Sciences, 30(1), 1–5. https://doi.org/10.54097/n4nj5y31
Amazon. (2024). Amazon Sustainability Report . https://sustainability.aboutamazon.com/2024amazon-sustainability-report.pdf
Amazon Web Services. (2025). Amazon Web Services (AWS) - Cloud Computing Services.
Amazon Web Services, Inc. https://aws.amazon.com/
Kelk,
P.
(2022,
December
22).
External
Analysis
Amazon.
Research
Gate.
https://doi.org/10.13140/RG.2.2.33137.60003
Team, F. E. (2021, January 20). The Beginner’s Guide to Fulfillment as a Service. Flexport.com.
https://www.flexport.com/blog/beginners-guide-to-fulfillment-as-a-service/
Baldwin, C. (2026, April 6). AI Hyper-Personalization in Retail: 2026 Guide. Insider.
https://insiderone.com/ai-hyper-personalization-retail/
Wirtz, J., So, K. K. F., Mody, M. A., Liu, S. Q., & Chun, H. H. (2019). Platforms in the peerto-peer sharing economy. Journal of Service Management, 30(4), 452–483.
https://doi.org/10.1108/josm-11-2018-0369
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26
Distribution of Marks (for group assignment)
Scaleà\Strong – 70% to 100% / Average – 50% to 70% / Weak - < 50%
27
Group Presentation (10 Marks)
Rubric (Group Presentation) – Total 20 marks will then be converted to 10 marks
Criteria
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following pr esting sequence w interesting sequence
No sequence of infor esentation ei hich audience
which audience can follow.
mation.
ther because can follow.
the voice
is too soft or
loud, pace
is too
slow or
quick and
there is little
sequence of
information.
4 marks
(0 – 1 marks)
(1.1 –
2 marks)
(2.1 – 3 marks)
Delivery wi Does not have grasp Is uncomfor Is at ease with
th
table
Power Poin of information and
ts
(3.1 – 4 marks)
Demonstrates full
with inform expected answers knowledge by
ation
cannot answer
and is able t to questions, with answering ALL
o
questions about
answer very elaboration.
few
questions with
subject. Fails to
questions wi Raises
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increase audience
elaboration. understanding and elaboration.
understanding of
Raises audie knowledge of
nce
knowledge of topic. understandi most points.
ng and
Significantly
increases
28
knowledge
of
audience
some points.
understanding and
knowledge of
topic; convinces
audience to
recognize the
validity and
importance of the
subject.
4 marks
(0 – 1 marks)
(1.1 –
2 marks)
(2.1 – 3 marks)
(3.1 – 4 marks)
Language a There are many
There are th There are one to Capitalization and
nd Mechani languages or
ree or more two error in
punctuation are
cs
mechanical errors on errors in
capitalization or correct through the
the presentation.
capitalizatio punctuation or
presentation.
n
there are one to There is one or no languag
There are many
or punctuati two
es errors. Professional pres
issues relating to pro on or there languages error on entation is evident.
fessional presentatio are three or the presentation.
n.
more langua
ges errors Professional prese
ntation is evident.
on the
presentation
and there
(3.1 - 4 marks)
are issues (2.1 – 3 marks)
relating
to professio
(0 – 1 mark)
nal
presentation
4 marks
.
(1.1 - 2 mar
ks)
Time Mana N/A.
gement
3 marks
More than Within +/- 20% of Within +/- 1 minute of the
+/the given
given time duration.
20% of the time duration.
(3 marks)
given time
duration.
(2 marks)
29
(1 mark)
**Week 5 P N/A
rogress Rep
ort
5 marks
Demonstrate Demonstrates goo Demonstrates excellent
s
d teamwork and teamwork, effective
adequate tea effective communi communication, and equita
mwork
cation with some ble contribution from all
but may
minor issues in
group members.
have some group dynamics.
(5 marks)
issues with
communicat (3 marks)
ion or
equal contri
bution (1
mark)