1.

Were Amazon’s diversifications through Amazon Go and Amazon Elements

appropriate, given the company’s resources and dynamic capabilities? Were such
diversifications risky innovation moves?

I believe that Amazon’s diversification through Amazon Go and Amazon Elements were
appropriate given the company’s resources and dynamic capabilities as the company from
the start always focussed on delivering services and products to revolutionize the way people
consumed in their everyday life and to offer the best possible customer experience, thereby
generating higher profits. The company had competitive advantages such as efficient supply
chain, effective marketing strategies, customer centricity, and a strong R&D team. These
competitive advantages will in turn help boost company’s offline diversification. Moreover, as
the competitors in the offline market were generally the same as compared to the online
market, thus it would help Amazon to leverage it as a diversification opportunity as they
already have super-powered them in the online market and they already have in depth
knowledge about competitor’s strengths and weaknesses.

It would be a little riskier to enter the offline market without having the prior knowledge of
brick-and-mortar. It could be a little challenging as Amazon Go is only focussing on its Prime
members but with enhanced strategic decisions and strong R&D, Amazon will be able to

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recover its diversification strategy like a pro. Moreover, Amazon’s growing customer loyalty is
an asset that would leverage its position and overcome risk. If Amazon could lower the

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membership cost then it could attract more customers and would be able to efficiently

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compete with its competitors such as Walmart.

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2.
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Can Amazon reproduce its online retail success in offline retail segments? Will it be
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able to become one of the biggest offline retail players?

Amazon will surely be able to reproduce its online retail success in offline retail segments due
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to its efficient and effective R&D, strong innovation and marketing strategy, customer loyalty,
continuously evolving public relations, stronger brand image and brand value and efficient
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supply chain. Moreover, Amazon’s strong customer equity of its prime members who are
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offering customer loyalty will help uplift their position in offline market. Moreover, technological
advancement in AmazonGo leading to the ease of checkout free convenience store, thereby
saving the time of customers and making offline shopping superfast will eventually, attract
customers in front run and will help AmazonGo become one of the biggest offline retail
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players.
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3. What impact does the novelty of markets and technology have on

Amazon GO's eventual launch and implementation plan?
Amazon Go’s eventual launch and implementation plan had a massive impact on both the
novelty of markets and technology. Considering markets, there was a negative impact as the
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launch of Amazon Go was a threat to the local retailers in the market as they could lose their
customers and could eventually lead to the shutting down of their own private business.
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Moreover, it would lead to loss of jobs and greater levels of unemployment.

Considering technology, Amazon was quite appreciated, as it would now enhance the
shopping experience of a customer by eliminating the process of long queue payments
thereby saving time and enhancing customer experience. This attracted mostly everyone and
it became the most awaited thing to be launched. It also impacted the position of Amazon
shares positively in the market.

4. As the first mover in its shopping technology, will Amazon Go be able to succeed in
the long term?
Amazon Go will eventually succeed in the long term as a first mover in its shopping
technology as Amazon Go with its high R&D and strategic innovation & management has
created a niche for itself by evading the red ocean markets and thereby, made itself attractive.
Moreover Amazon’s strong hand in technological advancements and innovation has helped it

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 in taking a strategic leap over other competitors which is not only difficult to immediately
replicate but also gave them a potential lead.
Moreover, the image of creating easy time friendly shopping would attract more Prime
subscribers thereby, it will eventually be a success in long term

5. Being the first mover in “checkout-free” convenience store, how can Amazon Go
maintain its competitive advantages in the long term? How can Amazon avoid failures such as
the diaper brand it introduced in 2014 and make Amazon Elements successful? How should
Amazon differentiate the products it offers via Amazon Elements from the products of other
suppliers on its platform?
Being the first move in checkout free convenience store Amazon Go can maintain its
competitive advantage as it has got a time lead and thereby it can use this time lead to attract
more customers and even retain them. Amazon plays on Customer Loyalty, thereby, if it is
able to efficiently utilize this time lead in strategically innovating and managing the current
scenarios to provide enhanced customer shopping experience by continuously working on
feedbacks, then it will aid to generate a greater customer equity and become a leading player
even in the offline market.
Amazon can avoid failures such as the diaper brand it introduces in 2014 and make elements
more successful is by doing a beta testing on Amazon Elements, i.e. giving products of

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Amazon elements as free samples and requesting feedbacks from customers and improving

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the product. Once, the product is completely updated according to the customer demands, itt

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could then launch in the market. This would help not only in making Amazon Elements

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successful, but will also help in creating a positive brand image for Amazon, thereby,
attracting customers and generating customer loyalty.

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Amazon should differentiate the products it offers via Amazon Elements from the products of
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other suppliers on its platform by creating a different and exclusive section for Amazon
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Elements products. Moreover , it should create emotional story line for each of the products
and should release it in the social media, so that it will be able to generate brand awareness
for Amazon Elements,. Moreover some schemes such as promotion offers or brand loyalty
points can help attract customers and choose Amazon elements over products of different
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brands.
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6. Could Amazon’s offline retail marketing concept be developed globally?

Yes, Amazon’s offline retail marketing concept be developed globally by doing strategic
research over all these regions and finding their competitors, suppliers, buyers, market forces
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and then eventually, framing separately a competitive strategic plan for each of the regions.
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They should also focus on the customer and the needs of customers of different regions and
then bring different storylines and marketing strategies so that they can create an impact over
customers and thereby, create a stronger brand awareness and customer equity for their
offline retail market.
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7. Was Jeff Bezos the right person to lead the company in facing the innovation
challenges of new offline retail ventures?
I believe Jeff Bezos was the most appropriate person to lead the company in facing the
innovation challenges of new offline retail ventures as he was already seen as a brand image
for innovation. There was trust factors associated with him, which in turn increased the brand
value.

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