Characteristics Of Amazon

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Innovation has become management 's new imperative. The proven management tools, techniques and clichés once embraced, are being challenged and shelved for a new set of rules and a new way of doing business. Business as usual doesn 't cut it any more. Enter innovation management.
The way of the Innovation Leader is not to focus on “keeping people from screwing up” but to help people be their innovative best, to help them to be great! When you look at people who are already great leaders of innovation, inspiring great thinking and execution in the people around them over the long haul, you’ll see admirable maturity in five dimensions:
• Tenacity: Great Innovation Leaders have a high degree of tenacity. They remain humble and keep trying …show more content…

The company is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. After expanding to a two bedroom house, developing a test site and having 300 friends beta test it, Amazon.com opened on July 16, 1995. The success of the company took off very fast, and with no press promotion. Amazon.com sold books across the United States and in nurmerous foreign countries within two months. They started selling just books online, but with looking forward and taking risks quickly moved into selling CD 's, Tools and Clothes. However, Jeff and his management team did not stop there. To stay ahead of the competition they did not quit looking forward into the future. In today 's market Amazon.com sells just about anything you want. It also allows vendors to sell their products on their site. You can stream songs, video and movies or read e-books on a KindleFire. You can even order fresh fruit and vegetables and have them delivered the next day right to your front …show more content…

Blockbuster remained flat-footed when competitors started sending videos through the mail, cable and phone companies started offering video-on-demand, and started renting videos through vending machines. And when video started to stream through computers and phones, Blockbuster 's conventional retail outlets became hopelessly outdated. The competitors proved to be a very disruptive innovation, because Blockbuster would have to alter its business model—and damage its profitability—in order to compete. Blockbuster done away with the late fees which was the start of it 's down fall, as the company’s profits were highly dependent on penalizing its patrons. Blockbuster should of incorporated some new services for the customers and looked more into the

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