You Make the Call 3-30. What is the decision facing Amazon? 3-31. What factors are important in understanding this deci- sion situation? 3-32. What are the alternatives? 3-33. What decision(s) do you recommend? 3-34. What are some ways to implement your recommendation? Based on Drye Future-Prosting Prime: Amon's Plans Go Way Beyond Free Shipping Gok.comP26, 2014 www.gs.com/2014ure-proting-prime-mans-antitas-plans-go-way-beyand-shipping accessed Apr 5, 2016m.com "bout Ams/www.amon.com/gp/hp/customeplay.mp468520 noah-200444160 ( April 5, 2016 Tarpper Should You Get the An Prime Store Care Time.com July 24, 2015, pune.com/money/3970539/ anon-grine-store-cu-card(acces Apell 5, 2016 Jason Del Rey, "Prime Now Has Become Amu's Biggest December 14, 2015, 2015/12/14/prime-now-has-become-amarons-biggest-rot-bessed Apr 5, 201

Principles Of Marketing
17th Edition
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Kotler, Philip, Armstrong, Gary (gary M.)
Chapter1: Marketing: Creating Customer Value And Engagement
Section: Chapter Questions
Problem 1.1DQ
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Related questions
Question
You Make the Call
3-33. What decision(s) do you recommend?
3-34. What are some ways to implement your recommendation?
3-30. What is the decision facing Amazon?
3-31. What factors are important in understanding this deci-
Baad on Tica Duryen, Tute-Preng Pine: Amns Pans ay Bayand Fre Seing" Sakilencan, Por , 2014, mp
gakat.con01nampreime-anunantians-ayandating acceed Aps, 201, Amuoncan,
Skout Amuan Pine pslwmun.con/phptustonlayhinieetes0anahthodlde2004 4160 acod
Apri 5, 201 Tayer Tep Shout Get the Anan Prime Se Carer Tme.com, ay 34, 2015, utine.comimonay3aar
sion situation?
3-32. What are the alternatives?
nuanginestoe-ccud (cd Apl5, 2O Jsan Da Rey, "ine Nou Ha ome Amuasoget el Retaa
Decenter 14, 2015, uecad Sanpine tecomanuos-sta pccend Aps, 201
Transcribed Image Text:You Make the Call 3-33. What decision(s) do you recommend? 3-34. What are some ways to implement your recommendation? 3-30. What is the decision facing Amazon? 3-31. What factors are important in understanding this deci- Baad on Tica Duryen, Tute-Preng Pine: Amns Pans ay Bayand Fre Seing" Sakilencan, Por , 2014, mp gakat.con01nampreime-anunantians-ayandating acceed Aps, 201, Amuoncan, Skout Amuan Pine pslwmun.con/phptustonlayhinieetes0anahthodlde2004 4160 acod Apri 5, 201 Tayer Tep Shout Get the Anan Prime Se Carer Tme.com, ay 34, 2015, utine.comimonay3aar sion situation? 3-32. What are the alternatives? nuanginestoe-ccud (cd Apl5, 2O Jsan Da Rey, "ine Nou Ha ome Amuasoget el Retaa Decenter 14, 2015, uecad Sanpine tecomanuos-sta pccend Aps, 201
Marketing in Action Case Real Choices at Amazon
In marketing, yesterday's success quickly becomes old news.
How should one of the world's largest retailers plan to build on
its' previous achievements? In the retail marketplace, it is be-
coming harder for companies to differentiate themselves from
the competition beyond simply price. Amazon is now faced
with this challenge and must develop offerings to protect and
grow its customer base. One of its primary offerings to meet
this task has been the creation of Amazon Prime. The service
In addition, periodically on select items sold by Amazon offers
O percent APR financing with 12 equal monthly payments. One
of the key benefits to Amazon is that compared to the use of
traditional cards like Visa, MasterCard, or AmEx, transaction
processing costs for its Prime Store Card are lower.
One of the best benefits that brick-and-mortar retail
stores have maintained over online retailers is the ability to
provide customers with instant gratification. Amazon aims
to decrease that advantage through its services. Recently
introduced in select cities is Prime Now. a service that allows
customers to receive their order within one hour for a fee of
$7.99, or within two hours for no additional fee. Currently,
the products available for Prime Now delivery are limited to
15,000 to 40,000 available items, which may seem like a lot
but Prime members currently have access to millions of items
to select from for two-day shipping. Prime Now is definitely an
innovative service, but in some markets it is faced with other
competitors for on-demand delivery offerings, like Google
Express and UberRush.
Amazon continues to establish more services under the
Prime umbrella. Prime Pantry is an option by which members
can fill a virtual box with groceries and household products
and have them delivered for $5.99 per box. Prime Music offers
ad-free access to playlists and a catalog of more than1 mil-
lion songs and albums. Prime Photo provides unlimited photo
storage on the Amazon Cloud. This wide variety of associated
services draws the attention of numerous varied competitors,
and the key question as Amazon move forward is: How will
the company successfully manage such a large portfolio of of-
ferings? For success to be sustained over time, Amazon must
carefully consider what long-term strategies are necessary to
continue to make Amazon Prime a profitable winner in a com-
petitive marketplace.
U.S. on qualified purchases. The initial annual membership fee
was $79 and also allowed discounted one-day shipping rates
on those same purchases. In 2014, the fee was increase to $99
and more services were added to increase customer value.
Prime Instant Video allows customers to stream movies
and TV shows to their web browsers or multiple Amazon video-
compatible devices. The current library of tens of thousands of
titles provides a wide array of choice to lure potential custom-
ers. Subscribers can also purchase online video subscriptions
from premium content providers like Showtime, Starz, and
other streaming entertainment channels. The objective of the
add-on services is to attract new customers to Amazon Prime in
a crowded competitive environment. As of 2016, Netflix is the
world's largest provider of streaming video content with more
than 75 million subscribers. In addition, Hulu is a joint venture
of Walt Disney, 21st Century Fox, and Comcast's NBCUniversal
that similarly provides streaming services.
One of Amazon's latest additions to its Prime service is the
Prime Store Card. The card rewards subscribers with 5 percent
cash back on all Amazon purchases. Or, in lieu of the 5 percent
cash back, members can choose a tiered financing option for
purchases more than $149. In this plan, when customers reach
cost thresholds they can avoid paying interest if the outstand-
ing balance is paid within 6, 12, or 24 months, as applicable.
Transcribed Image Text:Marketing in Action Case Real Choices at Amazon In marketing, yesterday's success quickly becomes old news. How should one of the world's largest retailers plan to build on its' previous achievements? In the retail marketplace, it is be- coming harder for companies to differentiate themselves from the competition beyond simply price. Amazon is now faced with this challenge and must develop offerings to protect and grow its customer base. One of its primary offerings to meet this task has been the creation of Amazon Prime. The service In addition, periodically on select items sold by Amazon offers O percent APR financing with 12 equal monthly payments. One of the key benefits to Amazon is that compared to the use of traditional cards like Visa, MasterCard, or AmEx, transaction processing costs for its Prime Store Card are lower. One of the best benefits that brick-and-mortar retail stores have maintained over online retailers is the ability to provide customers with instant gratification. Amazon aims to decrease that advantage through its services. Recently introduced in select cities is Prime Now. a service that allows customers to receive their order within one hour for a fee of $7.99, or within two hours for no additional fee. Currently, the products available for Prime Now delivery are limited to 15,000 to 40,000 available items, which may seem like a lot but Prime members currently have access to millions of items to select from for two-day shipping. Prime Now is definitely an innovative service, but in some markets it is faced with other competitors for on-demand delivery offerings, like Google Express and UberRush. Amazon continues to establish more services under the Prime umbrella. Prime Pantry is an option by which members can fill a virtual box with groceries and household products and have them delivered for $5.99 per box. Prime Music offers ad-free access to playlists and a catalog of more than1 mil- lion songs and albums. Prime Photo provides unlimited photo storage on the Amazon Cloud. This wide variety of associated services draws the attention of numerous varied competitors, and the key question as Amazon move forward is: How will the company successfully manage such a large portfolio of of- ferings? For success to be sustained over time, Amazon must carefully consider what long-term strategies are necessary to continue to make Amazon Prime a profitable winner in a com- petitive marketplace. U.S. on qualified purchases. The initial annual membership fee was $79 and also allowed discounted one-day shipping rates on those same purchases. In 2014, the fee was increase to $99 and more services were added to increase customer value. Prime Instant Video allows customers to stream movies and TV shows to their web browsers or multiple Amazon video- compatible devices. The current library of tens of thousands of titles provides a wide array of choice to lure potential custom- ers. Subscribers can also purchase online video subscriptions from premium content providers like Showtime, Starz, and other streaming entertainment channels. The objective of the add-on services is to attract new customers to Amazon Prime in a crowded competitive environment. As of 2016, Netflix is the world's largest provider of streaming video content with more than 75 million subscribers. In addition, Hulu is a joint venture of Walt Disney, 21st Century Fox, and Comcast's NBCUniversal that similarly provides streaming services. One of Amazon's latest additions to its Prime service is the Prime Store Card. The card rewards subscribers with 5 percent cash back on all Amazon purchases. Or, in lieu of the 5 percent cash back, members can choose a tiered financing option for purchases more than $149. In this plan, when customers reach cost thresholds they can avoid paying interest if the outstand- ing balance is paid within 6, 12, or 24 months, as applicable.
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