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Amazon's Kindle Fire Strategy Analysis

Amazon started in 1995 as an online bookstore founded by Jeff Bezos in a small garage. By 1999, it had become the largest online bookstore and turned its first profit in 2001. Bezos launched the Amazon Kindle in 2007 and the Kindle Fire in 2011 to expand into the tablet market. The Kindle Fire aimed to leverage Amazon's experience in e-commerce and its ecosystem of digital content and services. While competitors like Apple and Barnes & Noble entered the tablet space, the case examines whether Amazon's Kindle Fire strategy can withstand competitive pressures and ensure the company's continued growth.

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Saw Kyaw Kyaw Ngwe
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464 views1 page

Amazon's Kindle Fire Strategy Analysis

Amazon started in 1995 as an online bookstore founded by Jeff Bezos in a small garage. By 1999, it had become the largest online bookstore and turned its first profit in 2001. Bezos launched the Amazon Kindle in 2007 and the Kindle Fire in 2011 to expand into the tablet market. The Kindle Fire aimed to leverage Amazon's experience in e-commerce and its ecosystem of digital content and services. While competitors like Apple and Barnes & Noble entered the tablet space, the case examines whether Amazon's Kindle Fire strategy can withstand competitive pressures and ensure the company's continued growth.

Uploaded by

Saw Kyaw Kyaw Ngwe
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Amazon

Case Study
INTRODUCTION

This case is about how Amazon started to compete in the tablet market from the
perspective of its founder Jeff Bezos. It provides an overview of the strategic entrepreneurship
process under his vision, emphasizing the entrepreneur mind-set and innovation. Bezos was able
to formulate and utilize the entrepreneurial opportunities presented to him.

The case opens with a history of Amazon, describing how Bezos started out his company
in a 400-square foot garage. By 1999, Amazon became the largest online bookstore, and by
2001, it turned its first profit. While other brick-and-mortar-based competitors struggled to
transit to e-commerce, Amazon was able to succeed by many innovative strategic moves, such as
user-based reviews of products and 1-click ordering on the website. All the while, Bezos tried to
be innovative and be the first mover. As he stated in his 2010 annual letter to shareholders,
“invention is in [Amazon’s] DNA.” Amazon continues to offer more innovative products such as
cloud-based services. This case focuses on one particular product from Amazon, the Kindle Fire.
The Amazon Kindle was launched in 2007 and went through many product development phases.
Bezos believed that the e-book ecosystems can bring Amazon many potential revenue streams,
and thus Amazon Kindle was selling at cost (or below cost as some analysts believed). Kindle
Fire was previewed in 2011 and referred as “the culmination of the many things we’ve [Amazon
has] been doing for 15 years.” The strategies of Kindle Fire are examined and the competitors
(mainly Apple and Barnes & Noble) are analyzed.

This case is ideal for demonstrating the importance of the business-level strategy,
competitive rivalry, and strategic entrepreneurship. The following points are to guide a review
and discussion of these important concepts.

 Define Amazon’s business-level strategy. Based on the analysis, what changes should
Bezos make in his efforts to significantly differentiate the company?
 How does Amazon’s Kindle Fire strategy stand up against competitive rivalry in the
industry?
 Describe the entrepreneurial characteristics of Amazon. How has Bezos promoted
innovation within the organization?
 Is the current strategy for Amazon’s Kindle Fire suitable for the existing market? What
recommendations can be made to address strategic concerns and safeguard Amazon’s
growth and market share?

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