The paper "Corporate Strategy in the UAE Context - Amazon" is a perfect example of a business case study. The e-commerce industry is very dynamic because of technological advancement, globalization and changing consumer wants. This essay examines the strategy adopted by Amazon in consolidating its position as the market leader in e-commerce. The strategy is based on the trends in the e-commerce industry particularly the emerging market in the Middle East. The essay examines the nature of the industry and the inherent challenges, both past and present; and the consequences resulting from those challenges.
This becomes the basis of discussing the strategic challenges facing Amazon in the future. The essay compares the approaches taken by different organizations in addressing each challenge. Evaluation of the effectiveness of strategies will focus on innovation, sustainability, and competition. The report will reflect the importance of the relevant strategic priorities including the UAE Vision 2021 and the Abu Dhabi Vision 2030.With regard to the learning outcome; the key performance indicators utilized include knowledge, self-development, and role in context. The essay ends by recommending the strategy that can be adopted by Amazon to confront future strategic challenges. Corporate Strategy in the UAE Context Introduction Competition is a ubiquitous phenomenon in the corporate world.
However, there are instances whereby continuous corporate growth is the only strategy used by companies to sustain market share price (Stacey, 2011). One such company is Amazon which started as a mere online bookstore has emerged to be the best global e-commerce platform globally through its disruptive innovation strategy. By definition, the disruptive innovation theory refers to a situation whereby an infant industry concentrates on abandoned sectors and revolutionizes them prompting the market to sway towards the direction of these neglected sectors (Kuklinski, Moser, and Callarman, 2014).
Balakrishnan, M.S. (2015). "Americana Group: KFC in Mecca,” Emerald Emerging Markets Case Studies.
Christensen, C. M., & Rosenbloom, R. S. (2000). Explaining the attacker's advantage: Technological paradigms, organizational dynamics, and the value network. Research Policy, 24(2), 233-257. Retrieved from https://doi.org/10.1016/0048-7333(93)00764-K.
Gupta, V., & Levenburg, N. (2012). Cultures, ideologies and family businesses. Journal of Family Business Management, 2(1), 57-75. Retrieved from https://doi.org/10.1108/20436231211216420.
Hinterhuber, A. (2013). Can competitive advantage be predicted? Towards a predictive definition of competitive advantage in the resource‐based view of the firm. Journal of Management History,51(4), 795-812. Retrieved from https://doi.org/10.1108/00251741311326572.
Kamukama, N. (2013). Intellectual capital: company's invisible source of competitive advantage. Competitiveness Review: An International Business Journal, 23(3), 260-283. Retrieved from https://doi.org/10.1108/10595421311319834.
Kipping, M., & Westerhuis, G. (2012). Strategy, Ideology, and Structure: The Political Processes of Introducing the M-form in two Dutch Banks (Vol. 29, ISSN: 0742-3322). Emerald Group Publishing Limited.
Kuklinski, C., Moser, R., & Callarman, T. (2014). Managing dynamic business environments: India’s future automotive industry. Journal of Indian Business Research, 6(4), 309-331. Retrieved from https://doi.org/10.1108/JIBR-06-2014-0039.
Leitner, K.H. (2014) "Strategy formation in the innovation and market domain: emergent or deliberate?” Journal of Strategy and Management, 7(4), pp. 354 – 375.
Sigalas, C., and Economou, V.P. (2013) "Revisiting the concept of competitive advantage: Problems and fallacies arising from its conceptualization,” Journal of Strategy and Management, 6(1), pp. 61 – 80.
Stacey, R. D. (2011). Strategic Management and Organisational Dynamics: The Challenge of Complexity to Ways of Thinking about Organisations (Sixth ed.). Pearson Education Limited.