Kindle Fire: Amazon’s Heated Battle for the Tablet Market Harvard Case Solution & Analysis

This case is intended to illustrate to readers the challenges faced in 2011-2013 by the CEO, Jeff Bezos of Amazon, as he guided his business into the exploding tablet PC market. Faced with the tough choice between focusing on the e-reader market-which Amazon had come to control with its Kindle product line-and making a foray into tablets-for which it had no expertise- Bezos selected the latter. Amazon sought to join platform assets to make an end to end encounter that would let users find a "sweet spot" in the blend of features and services.

This strategy called for critical decisions like picking out a customer segment to goal along with a positioning for the new product, dubbed the Kindle Fire, as the tablet PC marketplace quickly evolved. To accomplish this, Amazon was not unwilling to heavily subsidize the Kindle Fire hardware apparatus. The essential premise was that the first-class end-to-end experience Amazon had carefully created would result in incremental purchases of physical as well as content products and services, and also the gross profits consequently gained would outweigh the hardware subsidy.

PUBLICATION DATE: February 14, 2014 PRODUCT #: KEL770-HCB-ENG

This is just an excerpt. This case is about SALES & MARKETING

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