Academic literature on the topic 'Amazon e Walmart'
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Journal articles on the topic "Amazon e Walmart"
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Nguyen, Thành, and Karthik Kannan. "Welfare Implications in Intermediary Networks." Information Systems Research 32, no. 2 (2021): 378–93. http://dx.doi.org/10.1287/isre.2020.0970.
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Competitive pressures have forced many traditional companies to evolve into a platform-based business model. Trade commissions and even supreme courts recognize the need for economic analysis as the nature of competition changes in the market. There have been many mergers and acquisitions across platform-based businesses. In the ride-sharing sector, Lyft and Didi Chuxing were initially in a partnership to thwart Uber but Uber merged its operation with Didi Chuxing eventually. Amazon and Walmart competed fiercely to buy the Indian online retailer Flipkart, which Walmart eventually won. Traditional antitrust models studying the implications of mergers do not consider the underlying network structure of these intermediary markets. This is the main focus of our model and analysis. We provide a network measurement to evaluate the effect of mergers on welfare. Our analysis shows that because of the underlying networks mergers can sometimes improve welfare.
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Edwards, Thomas G., S. Asli özgün-Koca, and Kenneth R. Chelst. "Activities for Students: Controlling Inventory: Real-World Mathematical Modeling." Mathematics Teacher 107, no. 1 (2013): 62–67. http://dx.doi.org/10.5951/mathteacher.107.1.0062.
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Amazon, Walmart, and other large-scale retailers owe their success partly to efficient inventory management. For such firms, holding too little inventory risks losing sales, whereas holding idle inventory wastes money. Therefore, profits hinge on the inventory level chosen. In this activity, students investigate a simplified inventory-control problem. Within this context, students develop tables, graphs, and algebraic representations to reach a decision. We have successfully completed this activity with students in both first- and second-year algebra.
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Jindal, Rupinder P., Dinesh K. Gauri, Wanyu Li, and Yu Ma. "Omnichannel battle between Amazon and Walmart: Is the focus on delivery the best strategy?" Journal of Business Research 122 (January 2021): 270–80. http://dx.doi.org/10.1016/j.jbusres.2020.08.053.
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Kónya, Márton. "Planned Economy and Economic Planning: What "The People's Republic of Walmart" Got Wrong about the Nature of Economic Planning." Quarterly Journal of Austrian Economics 23, no. 1 (2020): 67–83. http://dx.doi.org/10.35297/qjae.010053.
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Leigh Phillips and Michal Rozworski’s The People’s Republic of Walmart entered the scene in 2019 with the remarkable idea that mammoth firms such as Walmart and Amazon, by being able to direct huge volumes of resources—sometimes with the capacity of entire countries—without an inner market to signal prices, are living evidence of the viability of a collectively planned economy. Moreover, they argue that the nondemocratic command system that often accompanies the structure of firms is due to their operation in a profit-seeking market system. Using the Austrian arguments propounded during the economic calculation debate, this essay shows that not only are firms, like other organizations, unable to substitute the market in coordinating their economic plans, but that their nondemocratic elements arise precisely from their function as “miniature planned economies,” demonstrating that the authors have misunderstood the nature of economic planning in a market economy. It is further argued that the problems that a planned economy would face without market signals would no less obstruct the efficient and successful operation of private firms if they ever tried to eliminate the market creating them.
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Chatterjee, Sayan. "Two efficiency-driven networks on a collision course: ALDI’s innovative grocery business model vs Walmart." Strategy & Leadership 45, no. 5 (2017): 18–25. http://dx.doi.org/10.1108/sl-06-2017-0057.
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Purpose This case study of the strategy of the U.S. grocery chain, ALDI, shows how businesses can use a systematic process to develop and iteratively refine the core strategy powering their business model.” Design/methodology/approach The case describes how ALDI, the upstart entrant established a foothold, a strategy stumble by Walmart, the market leader, provided the newcomer with an attractive opportunity to expand its competitive reach into more upscale neighborhoods. Findings Aldi is continuing to build a business model that allowes it to price its products at an order of magnitude below other grocers and also develop a reputation for private label quality that has ultimately enabled it to challenge leading discount grocers. Social implications Some analysts expect a significant number of supermarket war casualties–more grocery store bankruptcies and liquidations over the next few years. Originality/value ALDI has begun a campaign to offer its customers more value at even lower prices. Other foreign entrants sense their moment has arrived to leap into the fray now that giant Walmart finally seems open to attack. Amazon is experimenting with grocery selling. Recent chain store news headlines tell the breaking story: “Supermarket Wars!”
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Joshi, Prayansh Shsank. "Autonomous Stair Climbing Robot." International Journal for Research in Applied Science and Engineering Technology 9, no. VII (2021): 2188–203. http://dx.doi.org/10.22214/ijraset.2021.36816.
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An autonomous robot, also known as simply an autorobot or autobot, is a robot that performs behaviors or tasks with a high degree of autonomy. Autonomous robotics is usually considered to be a subfield of artificial intelligence, robotics, and information engineering. Specifically, “autonomous robots can help: Increase efficiency and productivity. Reduce error, re-work, and risk rates. Improve safety for employees in high-risk work”environments. In this COVID era every 4 out of the 5 Fortune 500 e-commerce companies and especially the e-commerce giants like Walmart , Amazon and Flipkart are focusing even more on contact less delivery. Delivery using automated bots is a concept that can be used even after the Covid situation gets over. The popularity of e-commerce buying is exploding, and the phenomenon has huge implications for shippers and distributors. To paraphrase Charles Darwin, “those companies best prepared to adapt to this new reality are the ones that will flourish while laggards will be left in the dust”. “Logistics is all about movement from one place to another. This movement happens across facilities and within facilities. While AGVs (AUTOMATED GUIDED VEHICLES) have found their way into applications of material movement inside a warehouse, they are designed to move across flat surfaces with minor undulations (in some cases requiring specialised mezzanine surfaces). This paper comes up with conceptual building and designing an autonomous robot which can work on flat surfaces and even climb up and down standard stairs with a payload of 3-5kg. This paper further will inform you about the conceptual building of an autonomous stair climbing robot involving all the steps like sensor fusion , navigation , tracking , mapping and path planning.
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Ertem-Eray, Tugce. "Addressing corporate social responsibility in corporations: a content analysis of Amazon's and Walmart's websites." Corporate Communications: An International Journal ahead-of-print, ahead-of-print (2020). http://dx.doi.org/10.1108/ccij-03-2020-0060.
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PurposeThe purpose of this study is to analyze how Amazon and Walmart, two of the largest global companies, present the balance among their economic, social and environmental activities and construct their identities as good corporate citizens helping to create a sustainable world.Design/methodology/approachA content analysis methodology was applied to the companies' official websites in order to examine their corporate social responsibility (CSR) efforts. The Global Reporting Initiative (GRI) framework was used to provide coding categories.FindingsThe findings indicate that expectations and pressures from the public may help trigger companies to report their CSR efforts. In addition, this study also indicates that the triple bottom line TBL concept does not fully explain each companies' global CSR efforts.Originality/valueMost CSR studies have analyzed communication in only one country, rather than taking a global view. This study examines how Amazon and Walmart have constructed their identity as global corporate citizens and how they work to communicate their identity globally.
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"An Impact of Investment of E Commerce in India." International Journal of Recent Technology and Engineering 8, no. 2S6 (2019): 625–28. http://dx.doi.org/10.35940/ijrte.b1120.0782s619.
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The Ecommerce has been the vibrant industry as of today. Through the innovation of internet e commerce has gained a rapid momentum in 10 years period of time. The Ecommerce market in India has transformed the path of the business to a second phase from offline business to online business. The ecommerce industry in India is expected to grow US$ 200 billion by 2026 which is a massive growth due to rapid usage of internet and smartphones. The digital India campaign is expected to flourish rapidly through the ecommerce industry. The investment of ecommerce has been captured through the big giants Flipkart and Amazon The market size of the flipkart after acquired by the giant Walmart
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"Has digital retail won?" Strategic Direction 34, no. 3 (2018): 4–6. http://dx.doi.org/10.1108/sd-12-2017-0191.
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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Multi-sided platforms, such as those used by Amazon and Alibaba, have dramatically reshaped the retail industry. Old giants, like Walmart, are struggling to keep up with the innovation and customer retention that these new retail giants can command, meaning managers need to update their approach to retail sales. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Sawhney, Mohanbir, Pallavi Goodman, and Ganesan Keerthivasan. "Best Buy: Creating a Winning Customer Experience in Consumer Electronics." Kellogg School of Management Cases, October 11, 2017, 1–18. http://dx.doi.org/10.1108/case.kellogg.2021.000032.
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After a successful run for many years as a resilient consumer electronics giant, Best Buy was under intense pressure at the end of 2014. Even as competitors like Circuit City melted away, Best Buy had been able to withstand the onslaught of online behemoth Amazon and discount retailers like Target and Walmart. However, its competitive position was threatened as online shopping became more popular, particularly among millennial customers. With a new leadership team, Best Buy had recently undertaken bold initiatives to expand and refine its online presence and position itself for success. These initiatives had produced encouraging results, but Best Buy needed to do more to stem the loss of market share to Amazon and to become more relevant to millennial customers. To address these challenges, Best Buy approached the Kellogg School of Management to solicit ideas from student teams by sponsoring a Business Challenge competition. The teams came up with several strategic initiatives. Best Buy needed to evaluate these initiatives on two criteria: First, how well did these initiatives leverage Best Buy's privileged physical assets (stores, salespeople, and Geek Squad services staff) to create a winning customer experience? Second, how effective would these initiatives be in attracting and retaining millennial customers?
Dissertations / Theses on the topic "Amazon e Walmart"
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Veiga, Sara Proulle Dias Lopes da. "Estratégia Omnicanal: Estudo comparativo do sucesso da Amazon versus Walmart." Master's thesis, 2018. http://hdl.handle.net/10400.26/25385.
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O conceito omnicanal tem progredido e ganho importância junto dos retalhistas, conseguindo que estes reconheçam as suas vantagens, sobretudo quando utilizado em negócios que pretendam uniformizar a sua segmentação de mercado. No retalho mundial e europeu constata-se a forte tendência de adoção da estratégia omnicanal, graças à comprovação do seu impacto positivo nas vendas.
Duas grandes marcas de retalho, a Amazon e a Walmart, são exemplares quanto ao tornarem-se omnipresentes no mercado: ambas disponibilizam canais online e offline, seja em plataforma de e-commerce, seja em loja físicas ou outros canais alternativos (como sejam os mobile, redes sociais, etc). Nesse sentido, aproveitam os diferentes multicanais utilizados pelos consumidores para chegarem ao sucesso omnicanal, ou seja, dissolvem as barreiras entre eles, congregando-os num único canal.
Todavia, estes marketplaces de retalho omnicanal começaram o seu negócio de formas opostas, sendo interessante verificar que, enquanto a Amazon nasce de uma plataforma online e se expande para o mercado físico, a Walmart fá-lo a partir de uma loja física, expandindo-se assim no e-commerce. Ambas possuem histórias de percurso contrário, mas o mesmo objetivo de incrementar as vendas e otimizar as atividades operacionais, fê-las focarem-se totalmente no consumidor, sendo agora poderosas e revolucionárias no modo de compra, hoje designado como jornada de decisão dos omnishoppers, numa era fomentada pelas ações de e-marketing.
Por fim, o principal objetivo desta dissertação é demonstrar o sucesso da aplicação de uma estratégia omnicanal no estudo comparativo da Amazon versus Walmart, em particular, no incremento das vendas online e offline, podemos afirmar que o impacto da mesma é positivo e pode ser decisivo no mundo das vendas.<br>The omnicanal concept has progressed and gained importance among retailers, trying to get them to recognize those advantages when used in businesses that want to standardize their market segmentation. There has been a trend in the World and European retail for adoption of an omnichannel strategy, as some studies have verified it’s positive impact on sales.
Two major retail brands, such as Amazon and Walmart, are exemplary in becoming ubiquitous, as they both provide online and offline channels, whether on an e-commerce platform, physical stores, or other alternative channels (mobile, social networks...). In this sense, they take advantage of the different multichannels used by consumers to achieve the omnichannel success, that is, to dissolve the barriers between them, making it into a single channel.
However, with the interest that these omnichannel retail marketplace started their business in opposite ways. While Amazon is born from an online platform and expands to the physical market, Walmart does it from a physical store to expand into e-commerce. Both aimed at increasing sales and optimizing operational activities, focused entirely on the consumer and revolutionizing the way of purchasing, now called the omnishoppers decision journey, in an Era fueled by e-marketing actions.
Finally, the main purpose of this dissertation is to demonstrate the success of the application of an omnichannel strategy by using a comparative case between Amazon and Walmart, with special focus in the growth of the online and offline sales. We can afirm that it´s impact is positive and could be decisive in the market.
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Chuang, Chun-Hao, and 莊竣皓. "Dynamic Competition Analysis - A Case Study of Amazon and Walmart." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/5tv8n7.
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碩士<br>國立政治大學<br>科技管理與智慧財產研究所<br>107<br>In 2017, two US retailers declared bankruptcy every month on average, and most of them have a history of more than 50 years, including everyone’s childhood memory Toys R US. The changes from generation and technology have caused many physical retailers to run into difficulties. At this time, Amazon is doing the opposite. In November 2015, it opened the first physical bookstore Amazon Books in Seattle. Also in June 2017, it announced a $13.7 billion acquisition of 460 stores supermarket Whole Foods in the United States. At the same time, Walmart, the physical retail tyrant, suddenly became active in the online market. It has successively acquired 7 online e-commerce and online apparel brands, and actively responded to Amazon's competition in the market. The competitive situation between online and offline hegemons has obviously increased, and both sides have actively stepped into the areas that the other party used to be good at.
Compared with the static analysis like SWOT analysis or five-force model in general academic papers, this study hopes to analyze the competitive relationship between Amazon and Walmart in an interactive way through the perspective of dynamic competition theory. First, through the literature discussion and the collection of secondary data completes the competitor analysis; second, analysis the data from the news database to sort out the actions and responses in the competition process, hope to understand the competitive situation and the mode of action response.
The study found that in 2015, the market commonality between the two parties was higher since the revenue of them were highly overlapped in certain areas. Also in 2015, the resource similarity between the two parties was lower since the operational value, cost structure and patent resource were different between them due to the difference in the scale and operation mode.
From 2016 to 2018, due to the competitive behaviors between two parties, the market commonality of the commodity categories increased significantly. Also, the degree of similarity of resources increased because of the M&A cases which made the operation scale and cost structure of the two companies become more similar. Due to the difference in endowment and years of capital investment, Walmart often needs to obtain resources through M&A or external cooperation, in order to respond to competition from Amazon. Consequently, Amazon turned into a challenger in the new retail era from the overlord who made and lead the rules of a physical retailer.
Books on the topic "Amazon e Walmart"
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Brooker, Paul, and Margaret Hayward. Rational Leadership. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198825395.001.0001.
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This book shows how a business version of rational leadership develops business corporations (and inspires people with confidence) by using the appropriate rational methods. The book presents classic examples of leaders using these corporation-developing methods to establish or enhance an iconic corporation. The main examples are Sloan (General Motors), Ohno (Toyota), Kroc (McDonalds), Walton (Walmart), Grove (Intel), and Whitman (eBay). These examples cover a wide range of different times, from the 1920s to the 2000s, and different industries, from fast-food and the automobile to microprocessors and e-commerce. In addition to being ‘best practice’ examples, they present a ‘leader’s-eye view’ through autobiographical writings, which are supplemented and corroborated by biographical and historical sources. (There are other supplementary examples that include Bezos of Amazon, Sandberg of Facebook, Jobs of Apple, Armani of Armani fashion, and Roddick of The Body Shop.) There is a comparative aspect, too, as the examples also describe the variation in leaders’ selection or emphasising of particular methods, which vary according to the circumstances or a leader’s personal preferences. The conclusion suggests that the book’s approach should also be applied to versions of military leadership and the political leaders of contemporary democracies. The book has been prepared as both an academic monograph and a graduate text, but will also appeal to general readers who are interested in leadership and/or business.
Book chapters on the topic "Amazon e Walmart"
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Lee, Cheng-Few, John Lee, Jow-Ran Chang, and Tzu Tai. "Numerical Summary Measures on Rate of Returns of Amazon, Walmart, and the S&P 500." In Essentials of Excel, Excel VBA, SAS and Minitab for Statistical and Financial Analyses. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-38867-0_4.
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Janoski, Thomas, and Darina Lepadatu. "Mass Merchandizing and Lean Production at Walmart, Costco, and Amazon." In The Cambridge International Handbook of Lean Production. Cambridge University Press, 2021. http://dx.doi.org/10.1017/9781108333870.015.
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"India: Walmart, Amazon, Alibaba, and Tencent in India: WHAT the Hell is Going on?" In AI & Quantum Computing for Finance & Insurance. WORLD SCIENTIFIC, 2019. http://dx.doi.org/10.1142/9789811203909_0010.
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Saleh, Amin, Ellis Chefor, and Barry Babin. "An Action-Based Approach to Retail Brand Engagement." In Advances in Marketing, Customer Relationship Management, and E-Services. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7856-7.ch002.
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Academics have embraced “engagement” and produced thousands of articles related to the topic. Despite the attention though, the literature remains confusing as to exactly what “engagement” is and what “engagement” is not. A brief history of evolution of academic perspectives on engagement, including both conceptual and empirical works, is provided to demonstrate the ambiguous nature of this topic. This chapter attempts to shed some light on delineating engagement through illustrations drawn from retailer activities that represent attempts to engage consumers. Specifically, the chapter focuses on Walmart's and Amazon's engagement tactics. The activities are classified using a theoretical taxonomy. In the end, the chapter intends to aid future engagement in engagement research.