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CASE 12
Amazon.com, Inc: Retailing Giant to High Tech Player?
I. CASE ABSTRACT
Industry Analysis
Strategy Formulation Competitive Advantage
Strategy Implementation New Product Development
Core Competencies Market Segmentation
Online Marketing Online Sales
Competitive Strategy Manufacturing/Outsourcing
Digital Media/Streaming ebooks/eReaders
Same Day Delivery Sales Tax/State Govt. Relations
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Amazon.com, Inc: Retailing Giant to High Tech Player?
2. Does it make sense for Amazon to sell Kindle below its cost?
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CASE 12
Amazon.com, Inc: Retailing Giant to High Tech Player?
I. Current Situation
A. Current Performance
B. Strategic Posture
2. Mission
• Company’s Mission Statement: “Earth’s most customer-centric
company...a place where people can come to find and discover
anything they might want to buy online.”
• Amazon is an e-commerce business, investing heavily in technology
to gain market share and differentiate itself. It sells a wide
variety of goods and services, including web Services, Kindle
etc.
• The company’s mission statement properly addresses the e-commerce
specialization. In addition, the investments in technology
infrastructure, and goods and services offered (web services,
acquisitions of Zappos, Quidsi, etc.) provide support to the e-
commerce business and in alignment with the firm’s mission.
3. Objectives
• To increase sales domestically and internationally.
• Gain and retain the market share in the e-commerce industry.
• Achieve long-term sustainable growth.
• Provide exceptional customer service.
• Lower costs
• Continuous improvement of web site.
• Premium brand building and differentiation.
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Amazon.com, Inc: Retailing Giant to High Tech Player?
4. Strategies
• To increase sales and market share through partnership,
acquisitions, and strategic alliances.
o Allow 3rd party sellers to place links on Amazon web sites.
o Provide hosting and web site maintenance services for
partners.
• Sacrifice short-term profits to gain or retain market share in
certain business lines, such as e-reader (Kindle) in the long-
term.
• Heavily invest in technology infrastructure.
• Invest in inventory management, shipping, and other business
capabilities, e.g. FBA, FWS, and Frustration Free Packaging.
• Utilize technology/web site capabilities to:
o Analyze website traffic
o Customer/non-customer data collection
o Better market products and services to customers
• Utilize technology to offer customers unique and useful tools and
services.
o Ratings engine
o Safe and convenient transaction environment
o Ease of website use
• Continuous adaptation to ever-changing environment.
• Effective online marketing techniques to attract customers and
satisfy partners.
o Pay-per-click advertisements
o Permission email marketing
o Amazon Prime Membership
• Strategic positioning of fulfillment centers (near airports) at
low-costs.
The strategies are consistent with each other as they support the
corporate and business objectives.
5. Policies
• Maintain a lean corporate culture, focused on increasing its
operating income.
• Tightly manage operating costs.
• Encourage employees to develop, to better serve customers.
• Reduce carbon footprint.
6. International Operations
Amazon’s strategic goal is to gain international market share in
e-commerce with the support of technology. The current mission,
objectives, strategies, and policies encourage expansion, including
international operations. In order to expand overseas, the company must
have customized a set of objectives, strategies, and policies for each
region, which has a unique set of geographical, economical, business,
political, and social factors.
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Amazon.com, Inc: Retailing Giant to High Tech Player?
2. The Chairman, Jeffrey Bezos, holds 19 percent of the stock, and the
remaining nine directors hold 0.03 percent of stock collectively.
5. The directors served on the board for various lengths of time. The
Chairman, Mr. Bezos, has served since 1994, a total of six directors
have served for over eight years. Two directors have served for less
than one year (See Table I below).
Table I
Served
Directors Shares Owned Since Industry
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Amazon.com, Inc: Retailing Giant to High Tech Player?
Jonathan J.
Rubinstein 1,831 2010 Technology
B. Top Management
2. The Officers of the company have been a part of Amazon for various
lengths of time. However, all of them have held the position for at
least five years. Management background includes holding managerial
or officer positions at Apple, GE, MS, Intel, and Deloitte Touche.
They possess expertise in technology, consulting, and accounting
(www.amazon.com).
Three officers hold international Sr. VP positions in International
Consumer Business, Worldwide Operations, and Worldwide Digital
Media. One officer has extensive experience in international
business from his prior positions in Amazon and Apple
(www.amazon.com).
None of the officers come from companies acquired by Amazon.
3. Most of the officers have been internal hires. None of the officers
have held a position for less than five years. Therefore, their
contribution is evident from Amazon’s performance in various
strategic areas: e-commerce, partnerships, technology, etc.
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CASE 12
Amazon.com, Inc: Retailing Giant to High Tech Player?
Table II
Directors Shares Owned Title Empl. since Prior experience
BEZOS JEFFREY P 87,963,414 President, C hief Executive Officer and C hairman of the Board 1994
PIACENTINI DIEGO 114,646 Sr. VP, International C onsumer Business 2000 Apple
VALENTINE H BRIAN 78,000 Sr. VP, Ecommerce Platform 2006 MS, Intel
WILKE JEFFREY A 75,954 Sr. VP, C onsumer Business 1999 AlliedSignal
BLACKBURN JEFFREY M 63,350 Sr. VP, Business Development 1998 Deutsche Morgan Grenfell
SZKUTAK THOMAS J 49,000 Sr. VP and C hief Financial Officer 2002 GE
ONETTO MARC A 36,683 Sr. VP, Worldwide Operations 2006 Solectron, GE
WILSON L MICHELLE 22,501 Sr. VP, General C ounsel, Secretary 1999
JASSY ANDREW R 20,047 Sr. VP, Amazon Web Services 2006
GUNNINGHAM SEBASTIAN J 14,000 Sr. VP, Seller Services 2007 First Data Utilities
REYNOLDS SHELLEY 5,989 VP, Worldwide C ontroller and Principal Accounting Officer 2006 Deloitte Touche
KESSEL STEVEN 0 Sr. VP, Worldwide Digital Media 1999 Consulting
ZAPOLSKY DAVID 54 VP, General C ounsel and Secretary 1999 Dorsey and Whitney
www.amazon.com
1. The following forces are affecting both Amazon and the e-commerce
industry which it competes. These forces present both current and
future threats (T) and opportunities (O).
a. Economy
• Global marketplace (O)
• Disposable income of target population [Economic Boom (O),
Recession (T)]
• Cost of transportation (oil) (T)
• Cost of real estate (T)
• Expiration of Tax Exemption(T)
b. Technological
• Industry-related technology advancement (O)
• Security of web site and transactions (O / T)
• Mobil functionality (O)
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CASE 12
Amazon.com, Inc: Retailing Giant to High Tech Player?
c. Political—Legal
• Patent, License, and Copyright Laws (O / T)
• Increased Risk of Litigation (T)
• Increase in Taxes (T)
• Regulation of Industry (O / T)
d. Sociocultural
• Growing comfort with online shopping in different countries
(O)
• Buying local (T)
• Increased demand for immediate product fulfillment (O / T)
B. Task Environment
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Amazon.com, Inc: Retailing Giant to High Tech Player?
• FBA and FWS help ease inventory management for the suppliers.
• Suppliers have options to sell directly to its customers.
B. Corporate Culture
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Amazon.com, Inc: Retailing Giant to High Tech Player?
C. Corporate Resources
1. Marketing
a. Objectives
• Growth/Expansion in Target Markets Segments (North America and
International)
• Achieved marketing goals will increase revenue generated by
four streams: media, electronics, and general merchandise,
services, and other.
• Marketing strategies revolve around price, selection (“one-
stop-shop“ website), ease of use, and customer satisfaction.
Strategies/Programs
• Online Marketing—vital to strategy
• Amazon Website (ease of use as marketing tool)
o Amazon websites were designed to be easy and
simple (e.g. payments for multiple products could
be done once and payments would follow the same
process regardless if the sale was directly from
Amazon or one of its associates).
o Website traffic tracking and analysis allowed
Amazon to direct visitors to items they may be
interested in.
• Pay-Per-Click Advertisements
o Advertisements on search engines such as Google.
Amazon paid a fee per each visitor who clicked on
the sponsor website.
• Permission marketing/E-mail Marketing
o Permission to e-mail customers with specific
production promotions based on prior purchases.
• Amazon Prime
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Amazon.com, Inc: Retailing Giant to High Tech Player?
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Amazon.com, Inc: Retailing Giant to High Tech Player?
i. Trends
• Continued increases in online shopping, as customers have
become more comfortable with shopping online.
• North America website visitors dominated with accounting for
66.8 percent of all Amazon online visitors.
• In 2009 sales of media sales accounted for 52 percent of all
sales and in 2011 this number decreased 36 percent with
Electronics growing to 64 percent.
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Amazon.com, Inc: Retailing Giant to High Tech Player?
2. Finance
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Amazon.com, Inc: Retailing Giant to High Tech Player?
a. Objective
• Achieve long-term sustainable growth and profitability
Strategy
• Amazon objective is to maintain a lean culture focused on
increasing its operating income through continually increasing
revenue and efficiently managing its working capital and
capital expenditures, while tightly managing operating costs.
b. Financial Performance
(Information from annual filings obtained from www.sec.gov)
(See exhibit IV and V for full summary of financial analysis and
common size income statement)
• Revenues increased from $19,166 million in 2008 to $48,077
million in 2011.
• Although revenues have grown to $48,077, net income had
decreased from $1,152 million to $631 million from 2010 to
2011.
• Operating expenses has increased by 185 percent from 2008 to
2011.
• Cost of goods sold accounts for approximately 78 percent of
revenues
Table III
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Amazon.com, Inc: Retailing Giant to High Tech Player?
i. Trends
• Operating expenses increase due to increases in R&D, selling,
and general expenses. This has reduced net profit margin.
o Operating expenses represented 21 percent of revenues in
2011 which is a 4 percent increase from prior year. This
includes expenses related to software and web-
development expenses.
• Revenues have consistently grown with international sales,
growing each year closer to 50 percent of all sales.
• Inventory levels have increased to keep up with capacity and
speedy delivery.
o Consistent with Amazon’s strategies of speed, Amazon
increases inventory by 257 percent from 2008 to 2011.
• Property plant and equipment increased from 377 percent from
$1,078 million in 2008 to $5,143 million in 2011 to support
efficiency and International Sales growth.
v. Competitive advantage
• Amazon’s heavy investment in Research and Development and
Technology has given Amazon a competitive advantage. It
provides a secure website which customers trust, collect, and
analyze web traffic to push products to customers, provide a
number of web services, and creates brand loyalty with
products like the Kindle.
• Operating expenses have been substantial to Amazon’s financial
performance as they are used to support principles of ease of
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Amazon.com, Inc: Retailing Giant to High Tech Player?
i. Amazon’s R&
ii. D objective and strategy are clearly supported and supported
by Amazon’s budget.
iii. Core principles such as; ease of use; speedy, accurate search
results; selection, price, and convenience; a trustworthy
transaction environment; timely customer service; and fast,
reliable fulfillment are all enabled by the sophisticated
technology.
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Amazon.com, Inc: Retailing Giant to High Tech Player?
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Amazon.com, Inc: Retailing Giant to High Tech Player?
a. Objectives:
Website: Ease of use, speedy, accurate search results, timely
customer service, and fast, reliable fulfillment
i. Key to success was continuous website improvement. Consistent
with the firm’s objective to provide superior customer
experience.
ii. Huge part of technological work done was about identifying
problems and designing solutions to enhance customer
experience
b. Operation Capabilities
i. Global brand with website presence in Canada, United Kingdom,
Germany, France, China, and Japan.
ii. Partnerships with many retailers for online hosting and
management of websites.
iii. Strategic locations of fulfillment centers near airports.
Programs such as Amazon Prime intended to deliver products
within two days to the customers were thus possible.
iv. Amazon Marketplace allowed retailers to embed Amazon links on
their websites. Amazon earned fixed fees, revenue shared fees,
per-unit activity fees or some combination thereof.
v. Utilization of warehouses to store products by the retailers
for a fixed fee and sell them as demand arises.
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CASE 12
Amazon.com, Inc: Retailing Giant to High Tech Player?
12-20
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Another random document with
no related content on Scribd:
Mandavam-se proprios, e dispunham-se postas quando assim era
preciso. Nos caminhos de maior transito, em intervallos de 3 a 4
leguas, as estalagens tinham cavallos para muda, que alugavam.
Em 1520 el-rei D. Manuel criou o officio de correio-mór; foi Luiz
Homem, ao que dizem, o primeiro a exercer o cargo.
Em tempo de D. João III appareceu a primeira lei ou regimento
postal.
O segundo correio-mór chamava-se Luiz Affonso; seu genro
Francisco Coelho, foi o terceiro.
O cargo conservou-se na familia até 1606 em que falleceu Manuel
Gouvêa, o quarto no cargo.
Então Filippe II mandou vender o officio; que foi comprado por
70:000 cruzados, por Luiz Gomes da Matta, em 19 de julho de 1606.
O correio-mór tinha a seu serviço estafetes, mestres e creados de
posta, e varios assistentes. O serviço do correio foi sempre
augmentando, sem alteração fundamental do regime até 1852,
embora este ramo pertencesse ao Estado desde 1797. Neste anno,
em alvará de 16 de março, D. Rodrigo de Sousa Coutinho foi
encarregado de tratar com o Correio-Mór a cedencia do officio.
Manuel José da Maternidade Matta de Sousa Coutinho, o ultimo
correio-mór, recebeu em indemnisação pela cedencia do officio o
titulo de conde em tres vidas, a renda annual de 40:000 cruzados,
pensões vitalicias a diversas pessoas, cuja somma andava por
400:000 cruzados, e um ou dois postos no exercito.
Foi este o primeiro conde de Penafiel.
O segundo conde e primeiro marquez de Penafiel foi Antonio José
da Serra Gomes pelo seu casamento, em 1861, com a segunda
condessa desse titulo.
Pelas quantias indicadas se vê o augmento de importancia do
correio entre 1606 e 1797, ainda que nessa época pequeno
progresso tivera a viação publica.
Estuques
O uso do estuque é muito antigo; ha exemplos no velho Egypto,
na remota Assyria; os romanos o empregaram vulgarmente; em
Pompeia ha tectos, frisos, cornijas de gesso. Bysantinos e arabes
usaram do estuque, principalmente os arabes de Hespanha; os
estuques pintados da Alhambra são admirados no engenho da
decoração geometrica, no effeito da combinação de tons. Durante
largo tempo esqueceu o estuque, para reviver no meiado do seculo
XVI. Mas então renasceu e logo se desenvolveu em processo e
applicação; fizeram-se frescos sobre estuque de gesso,
modificaram-se as pastas, formaram-se grandes composições em
alto relevo.
Em Portugal ha noticia de estuques no seculo XVII, de pouca
importancia.
Poucos annos antes do grande terremoto de 1755 appareceu em
Lisboa um artista italiano de grandes aptidões, João Grossi, que
iniciou grandes trabalhos neste genero. Outro estucador,
primeiramente simples ajudante de Grossi, Gommassa, se tornou
notavel.
O marquez de Pombal empregou-os nas suas propriedades. O
terremoto tornou necessarios trabalhos rapidos e os estucadores
prosperaram; e vieram mais estucadores italianos, Chantoforo,
Agostinho de Quadri, que introduziram novos processos. Nas
Janellas Verdes, no palacio pombalino da rua Formosa, na egreja
dos Paulistas, etc., ha trabalhos d’estes italianos.
O marquez de Pombal chegou mesmo a fundar uma escola de
estucadores, de que foi mestre o Grossi (1766).
Trabalhou-se immenso em estuque, bem e mal, com arte ou sem
ella; João Paulo da Silva trabalhou no palacio na quinta das
Laranjeiras (por 1798), assim como Felix Salla, outro italiano
discipulo do celebre milanez Albertoli, que fez reviver a grande
ornamentação dos gregos e do imperador Augusto.
É certo que por este tempo estucadores portuguezes foram
trabalhar a Hespanha, tanto se tinha aqui progredido neste ramo.
Por 1805 entrou em Lisboa um estucador suisso de grande
habilidade, Vicente Tacquet que trabalhou com Francisco Espaventa
e outros.
Vieram os desastres da guerra, e alguns dos melhores artistas
refugiaram-se no norte do paiz, no Porto, e em Vianna do Castello,
Caminha, Affife que nos tempos modernos, nos ultimos 40 annos,
tem produzido bons artistas estucadores.
De Rodrigues Pitta são os tectos do palacio do marquez de
Vianna (1846) ao Rato, hoje propriedade do sr. Marquez da Praia.
Em 1855 e 1856 ornamentou o salão de baile do palacio da
Junqueira (actual palacio Burnay) e dois salões do palacio Costa
Lobo, no campo de Sant’Anna.
Deixou trabalhos de grande folego nos palacios de José Maria
Eugenio d’Almeida, a S. Sebastião da Pedreira, Gandarinha que tem
magnificas escaiolas na galeria, e no do Marquez de Penafiel.
A esplendida sala do conselho de Ministros, no Ministerio do
Reino, tem o tecto muito trabalhado, não de grande effeito.
Cinatti introduziu em Lisboa um artista, seu parente, Joanni,
notavel imitador de marmores, e bom artista em estuque lucido.
Nos ultimos vinte annos a mania pelo estuque, especialmente
pelas imitações de marmores, tem sido, a meu vêr, exaggerada.
E, o que é grave, na maioria esses trabalhos são mal dirigidos e
executados. Tem sido um desastre.
Ha estuques carregados de relevos que em tres ou quatro annos
estão fendidos e estragados.
Imitações de marmores, quasi tão caras como os modelos,
estaladas em poucos mezes. Mas a mania pelos estuques não é só
na capital; ao norte do paiz ainda foi, e é, mais intensa.
No Porto ha estuques antigos, dos melhores, no palacio dos
Carrancas, e modernos na Bolsa.
No Minho citam-se como notaveis os do palacio da Brejoeira, obra
dos Alves, de Fafe, por 1850.
Em Evora temos os mais recentes no theatro Garcia de Resende,
fino trabalho do Meira.
Será rara a egreja da Provincia, onde tenha havido reparos nos
ultimos annos, que não possua amostras de estuque moderno, de
facil execução e de mau effeito passado o lustro dos primeiros
mezes.
Nas salas do Correio-Mór ha tectos estucados a baixo relevo
muito distinctos e paredes ornamentadas a esgrafito de algum
effeito.
Volkmar Machado deixou-nos algumas noticias sobre
estucadores, que Liberato Telles utilisou no seu trabalho publicado
no Boletim da Associação dos Conductores de Obras Publicas. Vol.
IV. 1900.
Luz
Da egreja de Nossa Senhora da Luz resta-nos o cruzeiro, e a
capella-mór; o corpo da egreja abateu por occasião do terremoto de
1755. É da fundação da infanta D. Maria, senhora opulenta e de alta
cultura d’espirito. Nesta egreja ha obras d’arte notaveis em
esculptura de madeira e pedra, em architectura, e em pintura. A
capella-mór tem 12 x 8 metros; o cruzeiro 21 x 10.
A capella-mór é ampla, alta, coberta de abobada revestida, assim
como as paredes, de marmores diversos formando quadrellas; é o
conhecido estylo classico dominante no findar do seculo XVI. Nichos
com estatuas animam as grandes paredes. Na parede que olha ao
sul estão rasgadas janellas que dão bastante claridade.
O altar-mór está elevado, sobre o pavimento da capella; quatro
degraus se sobem para lá chegar.
Além do altar-mór abre-se um grande arco que abriga o sacrario,
soberba obra d’arte muito elegante, em madeira entalhada e
dourada; atraz fica o vasto côro, agora sacristia, no mesmo nivel da
egreja. Proximo do grande altar, no chão, ha uma abertura circular
que diz para a fonte de agua milagrosa.
A meio da capella-mór o singelo tumulo da fundadora.
Na capella-mór ha duas capellas lateraes; outras duas no
cruzeiro.
Empregaram na construcção marmores branco e vermelho,
servindo-se da pedra d’Arrabida na ornamentação; nos frisos e
molduras sobresahem quadrados, losangos, ellipses feitos n’essa
pedra, bem trabalhada e polida. A pedra vermelha fórma o fundo, a
branca a parte saliente e ornamental.
Nos grandes nichos da capella-mór estão dezesete estatuas em
marmore: Nossa Senhora com o Menino de Jesus, S. Thomé, S.
André, S. João, S. Lucas, S. Matheus, S. Marcos, S. Simão, S.
Mathias; estas á direita, olhando para o altar-mór; á esquerda, S.
Filippe, S. Thiago Maior, S. Pedro, S. Judas Thadeu, S. Thiago
Menor e S. Bartholomeu. As estatuas da Virgem e dos Evangelistas
são maiores.
Estas estatuas são em marmore branco d’Estremoz, lindo
marmore; o trabalho é muito pegado, os artistas não se atreveram a
desligar, a destacar braços ou mãos.
No exterior do edificio, lado sul, ha outra estatua de Nossa
Senhora com o Menino e, ainda uma terceira na frontaria do
Collegio Militar; todas da mesma época e do mesmo estylo
acanhado. São todavia de bom trabalho, e representam
excellentemente o estado da estatuaria em Portugal naquelle tempo.
No altar-mór admiramos alguns baixos relevos em fino jaspe, em
seis pequenas pilastras; são figuras symbolicas da Fé, Justiça,
Fortaleza, etc.
Sobre a figura da Fortaleza ha um medalhão com Hercules, o leão
e o centauro finamente executado.
Uma das figuras é a Astronomia, outra a Medicina. Nas pilastras
que formam as esquinas do altar, as faces lateraes mostram fructas
e flores, escudos e peças d’armadura. Estes bellos baixos relevos
são de pura renascença, d’um estylo muito anterior ao frio
classicismo da capella-mór.
Alguns dos symbolos destoam da ideia christã, parecem
deslocados na ornamentação d’um altar-mór. É possivel que sejam
peças destinadas a outra obra d’arte, que foram aqui aproveitadas.
Nas duas capellas lateraes do cruzeiro de Santa Maria de Belem
(Jeronymos) ha uns lindos baixos relevos nos altares, pouco vistos,
que passam mesmo despercebidos porque teem luz escassa, que,
me parece, se relacionam com estes da Luz na qualidade da pedra,
e no estylo do trabalho. E no portico do poente, nos Jeronymos,
superiormente, ha duas pilastras que dizem com estas da Luz[1].
Os pintores da Luz
Filippe I (II de Hespanha) n’uma carta de 14 de março de 1583
chama a Francisco Venegas, meu pintor.
(Sousa Viterbo, Noticia de alguns pintores, Lisboa, 1903,
pag. 153).
D. Sebastião, em alvará de 6 de maio de 1577, diz: Diogo Teixeira
hum dos melhores pintores de imaginarya dolio que ha nestes
reynos.
(Ibidem, pag. 142).
Na collecção de desenhos expostos no Museu das Janellas
Verdes, os n.ᵒˢ 307 e 308 parecem-me representar as duas figuras
que estão em baixo relevo no altar-mór da Luz.
O desenho n.ᵒ 346 (Museu das Janellas Verdes) é de Venegas;
uma rubrica indica que é o projecto de um quadro para S. Vicente
de Fóra, e que se executou uma réplica, menor, para S. Domingos
de Setubal.
A collecção de desenhos do Museu das Janellas Verdes é muito
importante, e vista com attenção dá elementos unicos para a historia
da arte em Portugal. Ha mais collecções de desenhos em Portugal
em estabelecimentos publicos, e na posse de particulares, que insta
tornar conhecidas.
Creio que o n.ᵒ 268 é o esquisso do quadro da capella lateral, a
Circumcisão; architectura á romana; o sacerdote no faldistorio, etc.,
nem falta o cãosinho felpudo.