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Essay / Research Paper Abstract
This 7 page paper looks at the way Amazon.com may benefit from the adoption of new technology. The paper considers the use of RFID for stock control to compliment the existing systems and increase value in the value chain. The first part of the paper looks at how this would add value to Amazon. The last page discusses the way the change could be introduced. The bibliography cites 10 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TEnewrfid.rtf
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Unformatted sample text from the term paper:
chain and the way in which a value chain, as described by Porter may be created (Thompson, 2005). The main emphasis has looked at the links and areas of coast
cutting, one area that has lacked a great deal of in-depth research has been that of warehousing and inventory control. The majority of businesses will need to hold inventories of
some type. It may be argued that Amazon, with the direct sale business model and the use of the internet have already created value in the supply chain, however, as
a company that has embraced technology and new methods of operation, as well as being forward looking we can argue that there will be new technologies that will help Amazon
become more profitable and more efficient. One of these is that of RFID, this is a relatively new technology and although it is seen in the commercial environment it is
not used widely yet and Amazon have not yet adopted the technology. By looking at both Amazon and the potential benefits and disadvantages of RFID its potential for implementations may
be assessed. Amazon.com has had an interesting history with its use of technology, able to gain and retain the first mover advantage
as a firm that was the first major book seller on the internet, the firm took many years to become profitable and has expanded from selling books into many areas
including games and childrens toys to kitchen equipment. The model that Amazon uses is one that may be seen to embody efficiencies as described by Porter. Porter described what he
saw as a value chain (Porter, 1985). He divided this into five separate sections; inbound logistics, operations, outbound logistics, marketing and sales, and service (Porter, 1985). These different activities
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