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Service marketing management of www.slideshare.net/prunesha/amazon-insight-2013 3/20 1/2/14 Amazon insight 2013
1. 1 A Service AMAZON INSIGHT DECK Growth markets and strategic amazon 299 views initiatives March 2013 LISA BYFIELD-GREEN Retail Analyst
Like 2. 2 1. Introduction 2. Major Strategic Initiatives 3. Key Markets 4. Amazon.com: the Hidden Empire - Conclusions & Implications 5. Further Reading Contents All data correct at Update 2013 753983 views time of publishing.
3. 1. Introduction Like Final Presentation 4. 4 Corporate Structure 1. Introduction Latin America Amazon Brazil Asia 11675 views Amazon Japan Junglee.com (India) Amazon China Europe Amazon.de Amazon.co.uk Amazon.fr Amazon.es Amazon.it LOVEFiLM Amazon EU Sarl Like (Luxembourg) North America Amazon.com Amazon Services Amazon Web Strategy Seminar—Amazon.com Services (AWS) Amazon Digital Services Amazon Fulfilment Services 11407 views Amazon.ca Quidsi (New Jersey)
5. 5 Amazon is benefiting from global online growth trends and a long-term Like strategic vision for its business. The US makes up more than half of Amazon’s Emkt chan 466 views sales, although it has an established presence in Europe and Japan and a foothold in emerging markets such as China, Brazil and India. Active Source: Planet Retail In addition to its dedicated international operations, Amazon Like ships worldwide from its major sites to almost anywhere in the world - except Business model of amazon 424 views war zones. 1. Introduction
6. 6 0 20 40 60 80 100 120 140 160 180 200 2007 2008 2009 2010 2011 2012 2013 Like 2014 2015 2016 2017 BannerSales(USDbn) Amazon: Banner Sales Growth, Week4 how 2007-2017f (USD billion) Source: Planet Retail 1. Introduction Amazon’s sales amazon_business_works 169 views are growing rapidly, outperforming bricks and mortar and online competitors. Despite some slowdown in more mature markets, Amazon will continue to Like innovate and make market share gains, setting the pace for e-commerce and channeladvisor Selling on Amazon multi-channel rivals. 2007-2012 CAGR Sales 33.6% 2013-2017 CAGR Sales 2013 206 views 22.7% Amazon’s phenomenal sales growth is the result of satisfying customer demand for low prices, a broad assortment and convenience. Like
7. 7 Amazon’s growth is outpacing the rest of the market to such an extent that Amazon - L'empire caché 795 views by 2017 Planet Retail’s forecasts show that Amazon is set to become the second largest global retailer behind Walmart. 1. Introduction Amazon: Global Market Leaders, 2017f Note: Based on total sales.; Ranking calculated on Like growth forecasts; f – forecast. Source: Planet Retail Competitors should be Amazon hidden empire 2588 views worried at Amazon’s dominance, which is not only based on e-commerce trends but also on innovation and strong growth ambitions. Amazon currently holds the #17 global retailer ranking for 2012, but its stellar pace of growth Like means it is outperforming and leapfrogging competitors in the rankings as e- Amazon.com History, Facts n lots more commerce growth outpaces bricks and mortar. Amazon is hands down the 1538 views biggest threat to Walmart as it encroaches on the retailer’s core business model. Walmart has made e-commerce a key strategic focus as it looks to fend Like off strong competition. USD632.9 bn USD185.8 bn USD166.1 bn Amazon.com: the Hidden Empire 1275 views
8. 8 Amazon has evolved its business model from its roots as an entertainment specialist and aims to offer ‘Earth’s Biggest Selection’. Although Like Entertainment remains at its core, Electronics and General Merchandise (EGM) Thương mại điện tử và bài học từ is now by far Amazon’s largest category. 1. Introduction Note: Breakdown of Amazon www.slideshare.net/prunesha/amazon-insight-2013 4/20 1/2/14 Amazon insight 2013
products sold by Amazon. Categories as defined by Amazon. Source: Amazon 2572 views
Media 62% EGM 35% Other 3% Media 33% EGM 63% Other 4% Amazon: Like
Sales by Category, 2007-2012 2007 2012 61.1bn sales in 2012 (USD) 14.8bn Amazonwhitepaper 110511144038- sales in 2007 (USD) phpapp01 1932 views
9. 9 1. Introduction Amazon’s international markets are helping to drive rapid Like growth. 0 20 40 60 80 100 120 140 160 180 200 2007 2008 2009 2010 2011 2012 Amazonwhitepaper 110511144038- 2013 2014 2015 2016 2017 BannerSales(USDbn) Amazon: Banner Sales, 2007- phpapp01 2017f (USD bn) India Sweden Denmark Norway Italy Spain Canada France 1883 views China Japan UK Germany US Source: Planet Retail Like
10. 10 Amazon’s innovative approach has led it to generate revenue from Amazon.com: the Hidden Empire proprietary services, including logistics and IT. 1. Introduction Third party 1210 views marketplace sales made up 39% of total units sold in Q4 2012 and service sales
from Amazon Marketplace, Fulfilled by Amazon (FBA) and Amazon Web Like
Services (AWS) are increasing in significance. Note: Amazon did not split out Amazon Hidden Empire Product and Service sales prior to 2010 Source: Amazon Product Sales Service 1962 views Sales USD3.4 bn USD9.4 bn USD30.8 bn USD51.7 bn Amazon: Product vs
Service Sales, 2010-2012 2010 2012 2 million Amazon seller accounts at end- Like
2012 200+ million Amazon customer accounts at end-2012 Amazonwhitepaper 110511144038- phpapp01 11. 2. Major Strategic Initiatives 1401 views
12. 12 Broadening its selection from its entertainment roots has been Like
successful in bringing customers to Amazon’s site, making it one of the most Amazon.com Companies and Facts 959 views visited websites globally. Amazon typically adds 1-2 categories annually in each of its markets. Categories that are expanding rapidly include consumer
electronics, toys and apparel. Amazon’s third party Marketplace has helped Like
the company’s expansion, particularly in specialist categories. In Q4 2012, Amazon.com, the Hidden Empire Amazon generated 39% of unit sales from its Marketplace operations. Amazon 954 views has sacrificed profits to pursue its ambition to become the definitive online
sales reference, giving customers everything in one place and undercutting Like
rivals on price. #1 ‘Earth’s Biggest Selection’ 2. Major Strategic Initiatives Brand Management Study of Amazon Planet Retail’s take Amazon recorded a net loss of USD39 million in 2012, 21161 views despite sales of USD61.09 billion. This is extremely worrying for competitors,
as it reveals the retailer is sacrificing short-term profitability to aggressively Like
grow market share – at the expense of rivals. Amazon has ambitious long- Japan e commerce_trends term plans and a heavy investment budget, putting it in a strong position 589 views going forward. Compared to bricks and mortar retailers, Amazon also has the
benefit of lower overheads and is making the most of tax loopholes. Like
Amazon’s Marketplace benefits the company by allowing it to expand its Amazon india imminent debut in product selection while generating valuable service revenue. Marketplace retail e-commerce online 214 views sellers sign clauses preventing them from selling goods cheaper elsewhere,
making Amazon’s pricing extremely competitive. Amazon’s direct B2C sales Like
are focused on popular items, but Marketplace allows for the broadest Amazon selection. This model optimises Amazon’s stock management. 3481 views
13. 13 In May 2012 Amazon announced plans to expand its apparel offering Like and to collaborate with designers to start selling high-end fashion brands. business case presentation CEO Jeff Bezos said that the category was at “Day One”. The company 426 views says it is seeing “triple-digit” growth for items from its designers, which www.slideshare.net/prunesha/amazon-insight-2013 5/20 1/2/14 Amazon insight 2013
include Michael Kors and Vivienne Westwood. Fashion is a category that Like Amazon is taking seriously. 2. Major Strategic Initiatives Planet Retail’s take E commerce disruption a global Amazon can be expected to compete hard alongside online clothing retailers theme 710 views such as Net a Porter and ASOS and will become a threat to department stores as it continues to grow its brand assortment. Amazon is well-positioned to Like benefit from the acceleration of online clothing sales, driven by changing Amazon customer habits, mobile and a desire for convenience and competitive prices. 2952 views Planet Retail’s shopper insight survey from Q4 2012* shows that 67% of women and 56% of men now regularly shop online for clothing. Women spend Like the most and those aged 18-34 shop most frequently. #1 ‘Earth’s Biggest Automechanika follow up2 Selection’ Amazon has invested in high-profile marketing to demonstrate its 334 views seriousness – in March 2013 the company aired its first TV commercial. Amazon also sponsored and live-streamed last year’s Met Gala in New York. Like Amazon now has several US studios dedicated to generating fashion Automechanika follow up1 images for its Amazon, MyHabit and Javari sites. *Survey based on 14,000 517 views online shoppers in 10 markets.
14. 14 Amazon.com introduced grocery in July 2006. Its selection has Like expanded rapidly, but remains focused on ambient items, specialist gourmet BookLocker Amazon Complaint 3262 views foods and bulk purchases. Amazon Prime membership, particularly in the US, is driving this category as members increasingly make use of low prices and free delivery to stock up on low-priced bulk items and household Like essentials. Amazon’s Subscribe & Save programme gives additional Credit Suisse eCommerce Research 2013 discounts to customers signing up for repeat orders. The company is 1317 views gaining valuable data and experience in fresh grocery through its Amazon
Fresh pilot in Seattle, which has been in operation since 2007. Amazon is Like continuing to experiment within Grocery and could make an impact with increased investment. 2. Major Strategic Initiatives Planet Retail’s take Amazon is growing Grocery and Health & Beauty alongside other categories
as it broadens and deepens its product offering to become a ‘one stop’ e- commerce destination. Amazon has the means to expand its innovative
Amazon Fresh concept at any time, provided it believes it has a profitable operating model. Now that Amazon is collecting sales tax in California, it has
plans to build three fulfilment centres in the state. Metropolitan areas such as Los Angeles or San Francisco could provide the perfect base for future
expansion of Amazon Fresh, should the company wish to pursue this. #1 ‘Earth’s Biggest Selection’ Amazon Fresh offers more than 19,000 fresh
grocery items together with 28,000 ambient and non-food items for doorstep delivery. Amazon Fresh has its own DC and fleet of delivery trucks and
recently partnered with local businesses ,e.g. Pike Place Fish Market, to offer fresh third party products on its site.
15. 15 January 2012 January 2013 Increase Grocery items 13,869 31,700 128%
Sold/Fulfilled by Amazon 8,238 10,174 +1,936 January 2012 January 2013 Increase Grocery items 155,000 229,000 48% Sold/Fulfilled by Amazon 17,925
39,000 +21,075 2. Major Strategic Initiatives Planet Retail’s take Grocery remains a small part of Amazon’s business. However, the retailer is gaining
knowledge and expertise in this category, which should not be underestimated. Initiatives such as free delivery and Subscribe & Save are
successfully tapping into consumer demand for low prices and convenience. www.slideshare.net/prunesha/amazon-insight-2013 6/20 1/2/14 Amazon insight 2013
Amazon is already working with grocery retailers such as Migros in
Switzerland, which offers ambient private label grocery items on amazon.de. There is plenty of potential for expansion of these types of partnership where
Amazon receives service revenue. #1 ‘Earth’s Biggest Selection’ January 2012 January 2013 Increase Grocery items 620,000 1,703,527 174% Sold/Fulfilled by
Amazon 169 75,000 +74,831 Amazon’s Grocery category expansion: Source: Planet Retail
16. 16 Amazon’s Kindle devices are its bestselling items globally. In 2012 Amazon reported that Kindle e-book sales soared 70%, to become a multi-
billion dollar business. In the US and UK, Kindle e-books now outsell physical books, with other markets set to follow. Kindle e-readers and
tablets have been designed to maximise content sales in the form of e-books, apps, music downloads and Amazon’s online streaming services. Amazon
has widened Kindle’s reach by partnering with bricks and mortar retailers. Unlike competitors, Amazon looks to profit from content sales from devices
rather than from hardware revenue. Amazon has become known alongside Apple and Google as a technological innovator. #2 Innovation, technology
and content 2. Major Strategic Initiatives Planet Retail’s take Amazon’s Kindle brand dominates the e-reader market and its success is the result of
investment in a long-term vision, strong content and a first-mover advantage. Amazon’s Kindle gives the retailer a known brand with which to enter new
markets. In 2012 Amazon introduced Kindle in China, Brazil and India - some of the largest future e-commerce markets. There is plenty of potential for
expansion to other new territories such as Russia. Amazon’s Kindle has strong brand identity and endorsement, which can be used to sell future
products. Amazon is widely expected to release a smartphone later this year. Amazon is benefiting from the digital transition of entertainment products and
also growing its physical sales of books. This comes at the expense of entertainment specialists globally. Retailers are teaming up with Amazon to
sell its Kindle device in stores. UK bookseller Waterstones signed an agreement to sell Kindle e-readers and tablets in exchange for revenue sharing,
rather than developing its own devices.
17. 17 Amazon Publishing commissions books under several physical and digital imprints and is expanding through acquisition. Amazon Studios has
six comedies and six children’s pilots in production to bolster its Prime Instant Video, Amazon Instant Video and LOVEFiLM services. Amazon Game
Studios is developing games for Amazon’s Appstore for Android. Amazon AutoRip offers a free Cloud Player download of CDs bought on Amazon.
Investment in exclusive and original content is allowing Amazon to differentiate its product offering. 2. Major Strategic Initiatives Planet Retail’s
take Amazon has serious ambitions in entertainment and online streaming. In 2012 the company spent USD4.56 billion on technology and content, up
57% from USD2.91 billion in 2011. Exclusive streaming rights and original content drive growth by generating additional sign-ups for Amazon Prime and
LOVEFiLM. Exclusivity is key for Amazon, which also offers attractive incentives to authors choosing to publish through its Kindle Direct platform.
#2 Innovation, technology and content Amazon AutoRip was introduced in January 2013. Free Cloud Player versions were backdated to purchases since www.slideshare.net/prunesha/amazon-insight-2013 7/20 1/2/14 Amazon insight 2013
1998. Downton Abbey is among many movies and shows for which Amazon has exclusive streaming rights.
18. 18 Amazon cites “fast and reliable fulfilment” as a major competitive factor. The company has more than 80 distribution centres globally and has
been investing heavily in expansion. Investment in DCs is allowing Amazon to get closer to customers, reducing shipping times and overheads. Amazon
is now well-positioned to offer same-day delivery services in large cities, which will provide tough competition for bricks and mortar rivals. In the US,
Amazon has negotiated with states including California, Connecticut and Massachusetts to collect sales tax in return for DC openings. In 2012 Amazon
opened 20 new fulfilment centres, in addition to 17 openings in 2011. #3 Excellence in logistics 2. Major Strategic Initiatives Planet Retail’s take
Amazon’s logistics expansion gives the company the scale it needs to realise long- term objectives. The pace of expansion reflects its rapid growth. Same-
day delivery is becoming a battleground, particularly in the US where Walmart, Target and others are seeking to offer same-day services too. Free Super
Saver shipping is Amazon’s most popular delivery method, but faster delivery times increase trust and flexibility for customers. By locating DCs closer to
customers, Amazon reduced its shipping costs to 4.7% of sales in 2012 from 5.1% of sales in 2011. Amazon is automating its fulfilment centres where
possible and acquired warehouse automation technology vendor Kiva Systems in March 2012. ©Amazon©KivaSystems
19. 19 Amazon’s Fulfilled by Amazon (FBA) service allows third parties to
sell on Amazon and outsource logistics to the experts. Increased uptake of FBA is driving service revenue and logistics expansion. Sellers using FBA
may make use of Amazon’s DCs overseas and be part of free shipping services for Amazon Prime members. Larger retailers using Amazon’s FBA
services include dm in Germany and ELC in the UK. Amazon is increasingly leveraging its logistical excellence to provide services to sellers and third party
retailers. 2. Major Strategic Initiatives Planet Retail’s take Amazon’s FBA logistics services differentiate its Marketplace from competitors such as eBay
and Rakuten. Planet Retail expects further expansion of Amazon’s seller services and increased take-up by brands and retailers wishing to expand their
reach. We can expect Amazon’s 39% unit sales generated through third parties to grow in the coming year. It is conceivable that in future Amazon
could even generate the majority of its revenue through service provision. #3 Excellence in logistics Mothercare’s ELC has chosen Amazon to broaden its
reach, operating an Amazon shop using FBA, in addition to ELC’s own separate e-commerce site.
20. 20 Amazon is leading the way in e-commerce convenience, as it brings services closer to customers. 2. Major Strategic Initiatives Planet Retail’s take
Convenience will continue to differentiate Amazon’s services. If Amazon were to invest in bricks and mortar it would strive to make its stores different
from competitors. In 2012 Amazon began installing collection lockers within convenience stores (e.g. 7-Eleven in the US and Co-operative Group in the
UK), and at railway stations and shopping centres. The move confirms a desire to establish a physical presence to compete with multi- channel rivals. www.slideshare.net/prunesha/amazon-insight-2013 8/20 1/2/14 Amazon insight 2013
Speculation has emerged that Amazon could acquire a bricks and mortar
presence to showcase its products and act as pick-up points. #3 Excellence in logistics Amazon’s collection lockers have been installed in the US and UK
making order pick-up easier for busy workers. In Germany Amazon makes use of similar DHL lockers. In China, Amazon has its own ‘last mile delivery
service’ using bicycles, motorbikes and vans to provide same-day delivery in line with competitors. In Japan, Amazon has teamed with convenience
operators to offer payment and order collections. In the UK it now works with Collect+.
21. 21 Much of Amazon’s innovation comes from its insight into customer
needs and wants. Amazon leverages technology to analyse spending habits
and to ‘know’ customers individually. This tailored customer experience is a differentiator. Amazon’s ‘all you can eat’ Prime loyalty scheme is driving
growth, offering free shipping alongside streaming services and Kindle e- books loans. Amazon said US membership increased “dramatically” in 2012.
Customer satisfaction is high. Planet Retail’s shopper insight study in Q4 2012 gave Amazon a net promoter score of 57 with 91% of visitors converting to
buyers. Amazon places customers at the heart of its strategy and enjoys strong loyalty. #4 Customer centricity 2. Major Strategic Initiatives Planet
Retail’s take Amazon Prime is driving US customer loyalty and spending. The company has the potential to offer a similar level of service internationally
as well. Despite impressive loyalty, Amazon needs to pay attention in established international markets in Europe. Here, customer loyalty has
wavered recently over Amazon’s tax stance and claims over treatment of its workers. “Be afraid of our customers, because those are the folks that have the
money. Our competitors are never going to send us money.” Amazon knows its customers so well as it tracks every order ever placed. JEFF BEZOS CEO,
Amazon
22. 22 Amazon leads rivals with strong customer interaction across social media channels. 2. Major Strategic Initiatives Planet Retail’s take
Personalising its interactions with customers is boosting Amazon’s already strong image, leading to loyalty and repeat visits to its site. #4 Customer
centricity Amazon has more than 17 million ‘Likes’ on Facebook. Amazon introduced its Friends & Family Gifting service in December 2012. It allows
customers to track birthdays and special occasions and makes gift suggestions based on recipients’ Facebook profiles. Amazon has many
different social media identities across Facebook and Twitter to appeal to different types of users – from Kindle fans to students and moms, and for each
of its main businesses.
23. 23 Amazon’s mobile apps recognise customers’ desire to be able to shop, read and compare prices wherever they may be. This brings the retailer
close to customers all of the time. Mobile apps are optimised for convenience, with features such as barcode scanning, predictive search and 1-
click payment. The price check app, introduced in December 2011, has led to much discussion on the practice of ‘showrooming’, where customers browse
in bricks and mortar stores before ordering items more cheaply online. This has forced competitors including Target and Best Buy to begin price-matching www.slideshare.net/prunesha/amazon-insight-2013 9/20 1/2/14 Amazon insight 2013
Amazon in their stores. With a plethora of apps for iOS and Android and mobile-enabled sites, Amazon has the strongest mobile strategy of any
retailer. 2. Major Strategic Initiatives Planet Retail’s take Amazon’s focus on mobile is a win:win for the company. Not only does it make customers more
likely to compare prices and place orders on-the-go, but it also ensures that it rides on the back of competitors’ success. For every customer buying
technology from Apple, Amazon is able to grow sales by offering a range of apps. Planet Retail’s shopper insight data reveals that 47% of internet
shoppers regularly connect to the internet via their mobile phone and 19% via tablet computer (32% in the US). Amazon has positioned itself strategically to
benefit from this trend. #4 Customer centricity Amazon’s Price Check app angered bricks and mortar competitors, especially at launch when Amazon
offered customers a 5% discount for using it.
24. 24 Amazon tends to operate a US-first policy for new products and services. However, this is starting to change in line with competitors. In 2012,
Amazon rolled out new Kindle devices to key international markets in Europe and Japan to coincide with the US launch*. Amazon is entering new markets
such as Brazil by launching a Kindle offering. This gives it the opportunity to test the market for future expansion. In India, Amazon has teamed with local
retailers on its Kindle products and operates a Marketplace at Junglee.com. This puts the company in a strong position for any future relaxation of FDI
regulations. Amazon is starting to prioritise expansion into new markets. #5 International growth 2. Major Strategic Initiatives Planet Retail’s take
Amazon’s US-first policy is a weakness for the retailer and compares unfavourably to the international roll-out strategy operated by rival Apple.
This is an area for Amazon to address if it is to become truly global in its approach. Kindle as a brand provides a strong identity and purpose for
Amazon’s expansion and a good opportunity to test new geographies before making a full market entry. We can expect further market entries, particularly
for Kindle, in the coming year. These might include Russia or Australia - both poised for e-commerce growth. *Except Amazon’s Kindle Fire HD 8.9”model,
which followed in Q1 2013 in Japan and Europe. By shipping products worldwide from all major sites, Amazon is gaining a good insight into the
potential for future expansion.
25. 25 In China, Amazon says it invested “heavily” in 2012 and is seeing
“triple-digit” growth*. Amazon aims to secure a position among the top three e-commerce retailers in the country and demonstrated its seriousness with the
opening of a new DC in Kunshan in 2011 - its largest outside the US. Amazon in China is continuing to rapidly expand its product selection.
Fashion is the latest category to be added. Amazon also has a wide selection of local speciality foods. China is Amazon’s fastest-growing market with
strong future potential. 2. Major Strategic Initiatives Planet Retail’s take China presents strong growth potential for Amazon, although it faces
aggressive competition from Tmall and 360Buy.com. Amazon’s investment in China has been high, but not compared to the phenomenally heavy
investment of several of its rivals – which many believe to be unsustainable. Amazon’s approach appears to be sensible yet focused. Amazon can expect
to reap the rewards of its efforts in China over the next five years. #5 www.slideshare.net/prunesha/amazon-insight-2013 10/20 1/2/14 Amazon insight 2013
International growth Amazon China is responding to local customer
demands. The company offers same-day delivery including the ability to schedule timeslots and payment on delivery. Amazon also added a z.cn
shortcut for its site to add convenience in line with local customs. *Source: Comments made by CFO Tom Szutak at Amazon’s 2012 investor conference
and by Amazon’s China MD Wang Hanhua in May 2012. In China Amazon offers a wide range of local grocery products and recently introduced Fashion.
26. 26 In Europe, Amazon is expanding its operations in Spain and Italy,
aiming to benefit from e-commerce growth trends. Both sites launched in late 2011 and new product categories are continually being added. In 2012 the
company launched Kindle, Cloud Drive and Appstore in both countries. Amazon responded to growing e-commerce trends in Canada during 2012 by
opening a second fulfilment centre, launching Kindle e-books and offering Prime and FBA services. Amazon is investing to build its presence in new and
existing markets. 2. Major Strategic Initiatives Planet Retail’s take Amazon has a wealth of detailed information on its shoppers worldwide, putting it in a
strong position to identify potential new markets and growth opportunities. Amazon’s Kindle and AWS operations also give the company ways of
entering new markets. AWS has a strong presence in Australia, leading to speculation that a retail site may follow. Amazon’s expansion in Canada
after ten years demonstrates a retail commitment when the company judges that the time is right. Target’s Canadian market entry is also likely to be a
factor in Amazon’s decision. #5 International growth Amazon in France has teamed up with Monoprix, which began selling its own label clothing on
Amazon.fr in January 2013. More than 10,000 items have been added as a trial while Monoprix continues to work on its own e-commerce offering. Amazon.it
launched in 2010 and continues to expand its product assortment . Kindle, Cloud Drive and Amazon’s Appstore for Android were all introduced in 2012.
27. 3. Key Markets
28. 28 The US is by far Amazon’s most important market. Germany, the UK and Japan make up 86% of international sales. 3. Key Markets 35.89 10.45 8.19 8.02
1.78 1.02 0.70 0.36 0.28 0.01 0.40 0 5 10 15 20 25 30 35 40 United States Germany Japan United Kingdom France China Canada Italy Spain LOVEFiLM Nordics
India BannerSales(USDbn) Amazon: Total Banner Sales by Market, 2012 (USD bn) Source: Planet Retail
29. 29 53.60% 56.40% 15.60% 12.90% 12.00% 10.10% 12.20% 9.60% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2007 2012 USA Germany UK
Japan China Canada France Italy Spain Other Amazon: Banner Sales by Market, 2007-2012 90% 100% 1.50% 3.80% 3.80% 3.80% 2.40% 2.70% 0.50%
0.50% 0.40% 0.01% 0.40% 0.01% Note: Ranked by 2012 sales; F: Forecast; Figures based on markets where Amazon is already active. Other includes:
India, Brazil, Denmark, Norway and Sweden. Source: Planet Retail Amazon’s US sales growth is outpacing that of international. This is being driven in part
by Prime, although a slight slowdown in mature overseas markets is also a factor. 3. Key Markets Amazon’s Junglee site in India could provide future
growth if FDI restrictions on e-commerce were to be relaxed. Brazil, China and www.slideshare.net/prunesha/amazon-insight-2013 11/20 1/2/14 Amazon insight 2013
Russia also present strong potential.
30. 30 Asia will see the biggest growth, driven by continued investment in China. Europe’s upward trend will continue, but at a more subdued rate than
the US owing to economic challenges and multi-channel competition. 3. Key Markets 8.50 36.59 109.91 5.17 20.90 50.38 2.03 9.21 25.55 0 20 40 60 80 100 120
140 160 180 200 2007 2012 2017 BannerSales(USDbn) Amazon: Banner Sales by Region, 2007-2017f (USD bn) Asia Europe North America Note: North America
includes US and Canada. Mexico is included in Latin America. Source: Planet
Retail
31. 31 #1 USA: Amazon dominates the e-commerce landscape, leaving
competitors playing catch-up. 35.89 6.57 7.43 7.27 5.69 107.64 11.74 7.92 13.12
8.58 0.0 20.0 40.0 60.0 80.0 100.0 120.0 Amazon Walmart Dell Apple Sears
BannerSales(USDbn) 2012 2017f Note: f – forecast. Source: Planet Retail USA: Top 5 E-Commerce Players by Non-Store Banner Sales, 2012-2017f (USD bn) 3.
Key Markets In the US, Amazon gained a net promoter score of 67 in Q4 2012 -
against 32 for eBay and 23 for Walmart. (Source: Planet Retail Shopper Insight)
32. 32 Amazon: US SWOT 3. Key Markets STRENGTHS Amazon has
unassailable e-commerce leadership in the US. Industry-leading logistics
and IT systems are driving efficiency, reliability and convenience to customers
(B2C and B2B). Product innovation and differentiation through original content. Amazon’s Prime loyalty scheme - this drives impulse purchases
and is transitioning spend from other retailers with its generous free shipping
and entertainment offering. Lower overheads than bricks and mortar chains,
enabling competitive pricing. Excellent customer service and experience. OPPORTUNITIES Leveraging of logistics investment to increase
convenience , e.g. same- day delivery, 24 hour shipping. Continued
innovation and roll-out of new products and services. A Kindle smartphone is
anticipated later this year, new programming content is also planned. Continued growth in categories including fashion, toys and electronics.
Growth in partnerships with bricks and mortar retailers to develop Amazon’s
service revenue. Amazon Fresh could take advantage of the absence of a
credible online grocery offer by competitors to roll out additional city pilots. Amazon may look to pilot bricks and mortar stores that could act as
showrooms, in a similar move to Apple. WEAKNESSES Investment in
product development, low prices and fulfilment centres is driving sales but at
the expense of profit growth. Amazon’s lack of physical stores means its interaction with customers can only happen online. Amazon’s US-first
policy compares unfavourably to rivals such as Apple, which now rolls out
new products and services to all geographies simultaneously. Amazon's
lack of transparency and clarity, particularly on issues such as US sales tax. THREATS Competitors such as Walmart and Target are making e-commerce
growth a strategic focus. Multi-channel initiatives and price matching could
erode some of Amazon’s market leadership. Amazon is coming under
pressure in many states to comply with laws over sales tax. This could have a knock-on impact on costs and pricing. Amazon could face a potential
backlash from consumers if its aggressive expansion and marketing strategy
leads it to grow too big, too quickly. Google and eBay are recognising www.slideshare.net/prunesha/amazon-insight-2013 12/20 1/2/14 Amazon insight 2013
opportunities to offer similar services to Amazon in some areas. UK logistics company Shutl also plans to enter the US in 2013 to team with bricks and
mortar retailers on rapid deliveries.
33. 33 Note: f – forecast. Source: Planet Retail #2 Germany: Amazon’s growth is outpacing the rest of the market and the retailer has benefited from the
existence of few serious competitors. 8.13 4.44 1.37 1.17 1.17 18.83 5.24 2.86 1.28
1.77 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0 22.0 Amazon Otto Group
Zalando K-Mail Order QVC BannerSales(EURbn) 2012 2017f 3. Key Markets Germany: Top 5 E-Commerce Players by Non-Store Banner Sales, 2012-2017f
(EUR bn) In Germany Amazon gained a net promoter score of 61 in Q4 2012 -
against 26 for eBay, -1 for Otto and -2 for Zalando. (Source: Planet Retail
Shopper Insight)
34. 34 Amazon: Germany SWOT 3. Key Markets STRENGTHS Amazon has
strong e-commerce leadership in Germany, its largest international market.
The retailer continues to broaden its extensive product selection and
differentiate itself through innovation and original content. Amazon’s Kindle has been well-received since its introduction in 2011. The retail has
lower overheads than bricks and mortar chains, enabling competitive pricing.
Industry-leading logistics and IT systems are driving efficiency, reliability
and convenience to customers (B2C and B2B). Customer loyalty for Amazon is very strong. An NPS score of 61 is exceptional and puts the retailer
well ahead of rivals. OPPORTUNITIES Continued widening of its product
range and addition of new categories in line with the US. Market share gains
in specialist categories, e.g. Fashion, are likely. Additional partnerships with bricks and mortar retailers. Amazon has already partnered with dm to sell
private label lines and with Swiss retailer Migros to sell ambient grocery items
into Germany. Improved convenience to include additional partnerships
(Amazon already uses DHL’s lockers) and the roll-out of same-day and next- day delivery services to large towns and cities. Expansion of LOVEFiLM,
which has a first mover advantage in Germany and fewer competitors than in
the UK. WEAKNESSES Amazon is sacrificing its profit growth with heavy
investment in Kindle, technology and fulfilment services to drive sales. Government legislation protecting book prices limit Amazon's discounting
capability. Amazon’s image has been damaged recently by antitrust
investigations into the company’s pricing policy for marketplace sellers and
by alleged mistreatment of casual seasonal workers at Amazon’s fulfilment centres. THREATS Amazon’s growth slowed in 2012 to 20.7% from 40% in
2011. This reflects pressures on discretionary spending as well as increased
competition. New online competitors are beginning to emerge, such as
clothing pureplay operator Zalando and Rakuten, which acquired the Tradoria marketplace in 2011. Weltbild and Deutsche Telekom recently teamed up to
launch an alternative e-book platform to Amazon’s Kindle.
35. 35 Note: f – forecast. Source: Planet Retail #3 UK: Amazon leads the e- commerce market in the UK, where competitors are also seeing strong growth.
3. Key Markets 5.06 3.15 1.64 1.58 1.22 11.98 5.70 2.25 2.04 3.41 0.0 2.0 4.0 6.0 8.0
10.0 12.0 14.0 Amazon Tesco Next Shop Direct John Lewis
BannerSales(GBPbn) 2012 2017f UK: Top 5 E-Commerce Players by Non-Store www.slideshare.net/prunesha/amazon-insight-2013 13/20 1/2/14 Amazon insight 2013
Banner Sales, 2012-2017f (GBP bn) In the UK Amazon gained a net promoter
score of 57 in Q4 2012 - against 17 for Apple, 12 for Tesco and 15 for John
Lewis. (Source: Planet Retail Shopper Insight)
36. 36 Amazon: UK SWOT 3. Key Markets STRENGTHS Strong e-commerce
leadership based on a broad product selection and low prices. Innovation
and first-mover advantage. Strong recognition for the Amazon, Kindle and
LOVEFiLM brands. Amazon’s NPS score demonstrates loyalty ahead of the rest of the market and a wide customer demographic. Amazon’s
convenience focus resonates with customers, particularly with the
introduction of Amazon Lockers and Collect+ pick-up points. Amazon has a
strong marketing strategy and makes good use of mobile and social media sites to connect with customers. Continues to benefit from a strong upward
trend in e-commerce and m-commerce in the UK and a tech-savvy customer
base. OPPORTUNITIES Continued widening of its product range and
addition of new categories in line with the US. Continued growth in categories including fashion, toys, electronics and grocery. Additional
partnerships with bricks and mortar retailers to develop Amazon’s service
revenue. Amazon has already partnered with Mothercare’s ELC in the UK to
set up a dedicated online shop and is generating new revenue from advertising on its site. UK customers are tech-savvy and have a strong
appetite for mobile devices and digital content, which Amazon could exploit
further. LOVEFiLM is well-positioned to benefit from growth in digital media
consumption and has a first-mover advantage in the UK. In 2012 Amazon opened a new digital media innovation hub in London. WEAKNESSES
Amazon’s US-first policy has led to the slow introduction of new products
and services, which arrive significantly later than on amazon.com.
Investment in product development, low prices and fulfilment centres is driving sales but at the expense of profit growth. Amazon's lack of
transparency and clarity, particularly on issues such as taxes. In 2012, Amazon
appeared before the UK government’s Public Accounts Committee over
corporation tax and its decision to base European operations in tax-friendly Luxembourg. Amazon’s Marketplace is both a strength and a weakness. In
March 2013, Amazon in the UK had to withdraw T-shirts with offensive
slogans that were being sold by a third party on its site. THREATS Multi-
channel competition is the single largest threat to Amazon’s UK market share. Retailers such as John Lewis and Tesco are competing hard in this space.
LOVEFiLM faces intensifying competition from Netflix, Sky and Blinkbox.
Tesco’s Clubcard TV may also be a future threat, although initial selection is
very limited. Amazon is coming under pressure to pay additional tax in the UK, which could have a knock-on impact on costs and pricing. Amazon has
been portrayed negatively in the media over its tax stance, its rapid growth
and its impact on bricks and mortar retailers . This media attention is damaging
as it risks alienating customers.
37. 37 Note: f – forecast. Source: Planet Retail #4 Japan: Despite weak
consumer sentiment following the 2011 earthquake, Amazon’s growth has
continued. The main competition comes from marketplaces, such as Rakuten.
3. Key Markets 653.48 280.01 214.93 144.06 135.53 1,535.95 552.20 487.70 87.00 29.12 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 Amazon Askul Rakuten www.slideshare.net/prunesha/amazon-insight-2013 14/20 1/2/14 Amazon insight 2013
Senshukai Nissen Group BannerSales(JPYbn) 2012 2017f Japan: Top 5 E-
Commerce Players by Non-Store Banner Sales, 2012-2017f (JPY bn) In Japan Amazon gained a net promoter score of -1 in Q4 2012. This compares to -14 for
Rakuten and -36 for Askul. (Source: Planet Retail Shopper Insight) Rakuten
figures represent service revenue from the company’s B2B marketplace. In
terms of transaction volume, Rakuten claims to have a 29% share of the e- commerce market against 12.4% for Amazon.
38. 38 Amazon: Japan SWOT 3. Key Markets STRENGTHS Strong e-
commerce leadership based on broad product selection and low prices.
Amazon differentiates itself from marketplace competitors through its strong logistics and services such as FBA. Focus on convenience resonates with
customer base, particularly Amazon’s partnerships with convenience store
chains Circle K, Family Mart and LAWSON, which include ATM and cash
payments. Amazon continues to benefit from upwards e-commerce trends and strong social media and mobile strategies. Amazon’s NPS score is
ahead of rival Rakuten’s, demonstrating stronger customer loyalty. This may
stem from Amazon’s position as a B2C as well as B2B retailer.
OPPORTUNITIES Continued widening of its product range and addition of new categories in line with the US. Continued growth in categories
including fashion, toys, electronics and grocery. Partnerships with bricks
and mortar retailers to develop Amazon’s service revenue as in other
geographies. Japanese customers are tech-savvy and have a strong appetite for mobile devices and digital content which Amazon could exploit
further. WEAKNESSES Amazon’s US-first policy has led to the slow
introduction of new products and services, which arrive significantly later
than on amazon.com. Investment in product development, low prices and fulfilment centres is driving sales but at the expense of profit growth.
Japanese law limits discounts on books, however this doesn't apply to foreign
titles allowing Amazon to offer significant discounts on English language
titles. Amazon’s Marketplace is both a strength and a weakness. In February 2012 Amazon had to remove whale meat products that were being
sold on its Japanese site by third parties, causing a huge outcry. THREATS
Marketplaces such as Rakuten and eBay are the biggest threat to Amazon’s
market share in Japan. Competition from Japanese music retailers and book retailers such as Culture Convenience Club and Kinokuniya. Consumer
austerity in Japan is both an opportunity and a threat for Amazon. Although
consumers are spending less since the 2011 earthquake, they are more likely to
seek out lower prices online.
39. 39 Note: f – forecast. Source: Planet Retail #5 China: Amazon has a number
of larger rivals but is expanding rapidly with the aim of ranking among the top
three e-commerce players. 3. Key Markets 60.00 19.60 8.15 6.50 6.43 240.00 116.00 25.25 21.00 45.13 0 50 100 150 200 250 300 360Buy Suning GOME Vancl
Amazon BannerSales(CNYbn) 2012 2017f China: Top 5 E-Commerce Players by
Non-Store Banner Sales, 2012-2017f (CNY bn) In China Amazon gained a net
promoter score of 15 in Q4 2012, equal with 360Buy and ahead of Dangdang with 2 and Suning with -4. (Source: Planet Retail Shopper Insight)
40. 40 Amazon: China SWOT 3. Key Markets STRENGTHS Amazon offers www.slideshare.net/prunesha/amazon-insight-2013 15/20 1/2/14 Amazon insight 2013
low prices, convenience and a broad product selection, including local speciality foods. Investment in logistics and its last mile delivery fleet
allows Amazon to meet customer expectations of efficient service and rapid
delivery. Scheduled delivery and COD payments have made customers more
willing to shop with Amazon. Amazon China gained an NPS of 15 in Planet Retail’s shopper insight survey, equal with 360Buy and demonstrating
growing customer loyalty. Benefiting from a strong upward trend in e-
commerce and m-commerce and a vast potential market. OPPORTUNITIES
Continued widening of its product range and addition of new categories in line with the US. Continued growth in categories including fashion, toys,
electronics and grocery. Amazon in China has the opportunity to partner
with brands and retailers on its site. The company has already teamed up with
Colgate. Further growth opportunities for Kindle, which launched in China in December 2012, and other digital content. The company sees long-term
opportunities in China and aims to rank among the top 3 e-commerce players.
Amazon has described its growth strategy as a marathon rather than a sprint.
WEAKNESSES Many of Amazon’s marketplace competitors have a far broader product selection, although their services are mainly B2B rather than
B2C. Investment in product development, low prices and fulfilment centres
comes at the expense of profitability, although Amazon’s investment in China
has been more steady and cautious than many of its peers. Amazon is not yet in a market-leading position in China. THREATS Competition from
larger, aggressive marketplace retailers (namely Tmall.com, 360Buy.com and
Suning) which are battling hard to establish market share. Tmall operates
virtual malls with an estimated 54% share of e-commerce spend and 360Buy a 17% share. This compares to around 3% for Amazon*. Tmall has
established B2B partnerships to host well-known brands in China, including
Nike, Home Depot , UNIQLO, Gap and Marks & Spencer. This may limit
Amazon’s potential to team up with retailers to generate additional service revenue. Chinese competitors may look to expand overseas. Tmall is
rumoured to be considering an English-language site. Source: Alibaba Group
(Tmall’s parent company).
41. 4. Conclusions & Implications
42. 42 We anticipate that Amazon will continue its rapid growth trajectory
and become the second largest global retailer behind Walmart by 2017.
Amazon is able to outperform its peers with a winning combination of low prices, a broad product selection and strong customer focus together with
differentiated technology and content. This is likely to result in further
disruption for competitors. The company is poised to reap the rewards of
heavy investment in logistics, which will allow it to reduce shipping overheads and offer faster and more convenient service to customers. Service revenue
will also rise, driven by increased uptake of FBA and other Amazon services.
Amazon is likely to further increase its focus on convenience to include
same-day delivery and may even pilot some kind of bricks and mortar presence in order to step up to the challenge from multi-channel rivals. To compete
effectively, retailers will need to use bricks and mortar stores to their
advantage, while optimising their portfolio and leveraging multi-channel
capabilities. Additionally, they will need to either match Amazon on price or www.slideshare.net/prunesha/amazon-insight-2013 16/20 1/2/14 Amazon insight 2013
differentiate themselves on product selection or customer service - preferably
both. Amazon must ensure it holds onto its hard-won customer loyalty
which is likely to be tested as it grows even bigger. While the US remains
Amazon’s major market, emerging geographies such as China will play a vital role in the company’s future success and new market entries are likely. In
summary: 4. Conclusions & Implications
43. 5. Further Reading
44. 44 5. Further Reading For more insight and opinions on Amazon’s strategy
please visit: http://www.planetretail.net/Retailers/4778/StrategicView Global
Trends & Forecasts, 2013 Global Entertainment Overview, 2012 Walmart
Insight Deck, 2012
45. 45 Lisa Byfield-Green is a Retail Analyst, based in London and specialising
in e-commerce, multi-channel retail and the leisure & entertainment sector. Lisa
has published several recent reports for Planet Retail on e-commerce, m-
commerce and social media trends and has specialist knowledge of e- commerce giant Amazon. She is also a regular contributor to television, radio
and print media and a sought-after speaker at conferences. Prior to joining
Planet Retail, Lisa worked as a global researcher for a leading grocery retail
publication. She has also worked in the IT sector. Lisa holds a BA Honours in Modern Languages and European Studies (French and German) from the
University of Bath. All images ©Planet Retail Ltd unless otherwise stated.
Author LISA BYFIELD-GREEN Retail Analyst lisa.byfield-
[email protected] @LisaByfG
46. 46 A Service planetretail.net Researchedand publishedby Planet Retail
Limited Company No: 3994702 (England & Wales) - Registered Office: c/o Top
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47. 47 E-commerce shopper assessment. APPENDIX: Planet Retail Shopper
Insight Data We surveyed almost 15,000 shoppers in 10 key e-commerce markets to not only find out about levels of spend online but to get a clear
understanding of what drives people to shop online; what influences their
purchasing decisions; how they could be encouraged to shop more via the
internet; and what is important to them when doing so. The research took place in the final quarter of 2012, and was conducted using online panels
through our trusted partner, the market research agency Research Now. The
questionnaire asked about the online shopping behaviour and attitude of
consumers across 14 categories, shopping via a computer, mobile and tablet. 15,000shoppers surveyed 10key markets 14shopping categories Computer
Mobile Tablet used to shop online
48. 48 Fully understanding the e-commerce shopper, how they behave and what influences their purchasing decisions, will assist retailers in boosting
spend and loyalty, helping maximise revenue. Our comprehensive study
reveals online shopping behaviour, such as spend and frequency of shopping
online, and determines what drives people to shop online, what influences their purchasing decisions, what would encourage increased spend, and
what’s important when shopping online. We’ve identified the most valuable e-
commerce shoppers, know what is important to them, and how their
expectations when shopping online can be met. Who is the e-commerce shopper, and what influences their behaviour and decisions? Shopper Insight:
E-commerce APPENDIX: Methodology 14,689 consumers surveyed Country’s
populace accurately represented 7,364 men and 7,325 women surveyed.
Trusted partner Research Now provided online panellists. 10 key countries represented Established and emerging e-commerce markets covered UK,
USA, Italy, France, Germany, Russia, India, China, Japan, Brazil. Full
behavioural & attitudinal study Comprehensive analysis of e-commerce
shoppers Who: Demographic profiling, identifying the most valuable online shoppers. What: How frequently categories are bought online, spend by
category and in total, spend per head. Why (and why not): Satisfaction
drivers, factors of importance, barriers to spend, purchasing decision
influencers. How: Use of each channel to shop, devices used (PC, mobile, tablet). Role of mobile in the path to purchase. Current and future habits:
Spend in each channel and likelihood of each channel being used in future.14
categories covered Granularity to help ensure accurate online spending
Grocery, health & beauty, clothing & footwear, DIY & gardening, home & homewares, car accessories & parts, consumer electronics, mobile
communications, office supplies, entertainment, sports, toys & games, parent
& baby, digital media.
49. 49 Topline coverage. More detail socio-demographic breakdown available. Survey respondents: Gender Source: Planet Retail Total UK USA France Italy
Germany Russia China Japan India Brazil Men 7,364 718 699 759 676 793 764
770 757 673 755 50% 48% 48% 50% 49% 51% 50% 56% 50% 51% 49% Women
7,325 783 758 745 702 773 762 601 768 640 793 50% 52% 52% 50% 51% 49% 50% 44% 50% 49% 51% Total 14,689 1,501 1,457 1,504 1,378 1,566 1,526 1,371 www.slideshare.net/prunesha/amazon-insight-2013 18/20 1/2/14 Amazon insight 2013
1,525 1,313 1,548 Total 18-24 25-34 35-44 45-54 55-64 65+ Men 7,364 13,52 2,044
1,951 1,114 632 271 50% 37% 52% 53% 52% 66% 76% Women 7,325 2,259 1,907 1,710 1,043 321 85 50% 63% 48% 47% 48% 34% 24% Total 14,689 3,611 3,951
3,661 2,157 953 356 Sample Size Survey respondents: Age Group APPENDIX:
Methodology
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