As the world's biggest online retailer, Amazon had a 12.3 per cent worldwide market share and had operations in 10 states. Nevertheless, its functionality was not noticeably balance across different countries. For instance, it had a considerable market share in Germany at 21.4 per cent, while it merely owned 1.7 per cent of the Chinese online retailing marketplace.
In this way, Amazon faced crucial challenges in developing future strategies that were international. Should it continue its global growth into new marketplaces? What should the company do with less successful markets, like China? Yong Li is affiliated with State University of New York at Buffalo.
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: May 07, 2015 PRODUCT #: W14784-PDF-ENG
Related Case Solutions & Analyses:
Zayed Al-Hussaini Group: The Road Ahead for the Family Business in the UAE
Using the Circle Chart in the Negotiation Dynamics Debrief
The Fight Against Skyrocketing Textbook Prices (A)
DePaul Industries in 2012: Financing Growth in a Social Venture
Preparing for Disruptions Through Early Detection
It’s Not About Winning, It’s About Getting Better
China Sourcing Group: Delivering on Time
Global Managers’ Perceptions of Cultural Competence
Lessons Learned From The Development and Marketing Of Mozilla Firefox 1.0
Being Distinctive vs. Being Conspicuous, Gender and Performance in Groups
