Amazon

Amazon and Future Group: Rethinking the Alliance Strategy Case Solution

Case Solution & Analysis for Amazon and Future Group: Rethinking the Alliance Strategy by Meeta Dasgupta.

Complete Case details are given below :

Case Name :      Amazon and Future Group: Rethinking the Alliance Strategy
Authors :           Meeta Dasgupta
Source :              Ivey Publishing
Case ID :           9B16M108 / W16382
Discipline :        General Management
Case Length :    13 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2014, the chief executives officers of Amazon and Future Group led their companies into an alliance that, while initially successful, encountered some difficulties in regards to discounts on their retail products. With the global retail industry standing at US$25.4 trillion in 2016, and the percentage of which e-commerce made up 7.4 per cent, the partners would have to decide if they should resolve their conflict and remain allies, or if they should consider becoming independent companies again. If one partner placed a higher value on the use of discounts than the other, how much was the alliance really worth?
 
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Case Solution for Amazon Goes Global

Complete Case details are given below :

Case Name :      Amazon Goes Global
Authors :           Yong Li, Jing Li
Source :             Ivey Publishing
Case ID :           W14784
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
As the world’s largest online retailer, Amazon had a 12.3 per cent worldwide market share and had operations in 10 countries. However, its performance was markedly unbalanced across different countries. For example, it had a significant market share in Germany at 21.4 per cent, while it only owned 1.7 per cent of the Chinese online retailing market. In this way, Amazon faced critical challenges in developing future international strategies. Should it continue its global expansion into new markets? What should the company do with less successful markets, such as China?
 
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