Scribd
Upload
163 views

Amazon Vs Walmart - Value Chain

Sam Walton believed that for a business to be successful, employees must feel that the business is working for them, not the other way around. The document then discusses Walmart and Amazon's business models, strategies, and use of information technology. It compares their value chains, competitive forces, online and offline models, costs, and technologies like AI, Mayday, and SAM's Club. Overall, the document analyzes and contrasts key aspects of Walmart and Amazon's approaches to refine their business strategies.

Uploaded by

Peal Ahamed Shanto
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
163 views

Amazon Vs Walmart - Value Chain

Sam Walton believed that for a business to be successful, employees must feel that the business is working for them, not the other way around. The document then discusses Walmart and Amazon's business models, strategies, and use of information technology. It compares their value chains, competitive forces, online and offline models, costs, and technologies like AI, Mayday, and SAM's Club. Overall, the document analyzes and contrasts key aspects of Walmart and Amazon's approaches to refine their business strategies.

Uploaded by

Peal Ahamed Shanto
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 15

IF you want a successful Business,

your People must feel that you are working for


them-
not they are working for you.
-Sam Walton
Competitive Force of
Threats of
Threats of Substation
new
Entrants
Weak Lower
Industrial Rivalry

*No serious Competition


*Rank Number #1

Bargaining power Bargaining


of Supplier power of
Buyer has
Individual
Low no power
Competitive Force of
Threats of
Threats of Substation
new
Entrants
Difficult Higher

Industrial Rivalry

No Tough
Challenge
Bargaining power Bargaining
of Supplier power of Buyer

Low Minimal
Value chain Model of

Technological
Infrastructure HRM Procurement
development

11000 stores 2 million Reducing Cost


& Online Employee

Supportive activities
Inbound Outbound
Logistics Logistics

Manufactured *Physical
Product appearance
*Online order
Marketing
& Sales

Improving links

Operations Service

*store
*walmart.com By selling products
*Sam’s club
Value chain Model of

Technological
Infrastructure HRM Procurement
development

Online Reducing Cost

Supportive activities
Inbound Outbound
Logistics Logistics

Manufacturer *Purchasers
& Publisher appearance at site

Marketing
& Sales

Social networking
sites
Operations Service

*amazon.com
*zappos.com By selling products
*amazon prime
Comparison of Business MODEL

Online & Off- Online


line

5-7 $ Per shipping 3-4 $ Per shipping

Instant Wait for a


gratification while

Grocery & Books, CDs &


Household DVDs
Business Strategy

Cost Acquisition Growth


Management Management
IT in Walmart

Endless Aisel SAM’s Club


IT in AMAZON

Fire phone Mayday


V/S
 Facilities of stores
 Strong IT backup
 New technology Steady
Strength implementation Weakness

SW
OT
 New channels in
Marketing model

Opportunities Threats
Summary:-
• Competitive Force
• Value chain Model
• Comparison of Business MODEL
• Business Strategy
• Information technology in refining strategies
The common question that gets asked in Busin
is,
“why?”
That’s a good question, but an equally valid
question is,
“why not?”

You might also like