The paper "Comparison of the Entrepreneurial Journey Made By Amazon and Google " is a perfect example of a business case study. Google and Amazon are online entrepreneurial enterprises based on the internet. Their ownership and management are by people who make money through risks or initiatives. Like any other business, Amazon and Google have an entrepreneurial journey that either vary or resembles each other. This paper discusses the differences and similarities between the two entrepreneurial journeys. Major differences come from leadership and control, line of products, strategic operations, and means of appointing leaders.
On the other hand, the two companies show similarities in founder determinations and decision-making, risk-taking, and sources of revenues. 2. Comparison Google and Amazon have several similarities as far as entrepreneurship is concerned. First, the two companies are internet-based. Their source of revenue is risks or initiatives done across the internet. For example, Google has always embraced risk-takers. Take Wesley Chan, an associate product manager. One time, he proposed a blocker added to Google’ s toolbar, however, the founders rejected the idea. Wesley went ahead to build it and install it in Larry Page’ s computer.
When Larry commented that his browser was a bit faster, Chan reminded him of the blocker, an act that could have earned him sacking. Instead, Larry Page approved his project rather than dismiss him (Brezina, 2013). Similarly, Jeff Bezo started Amazon from a mere prediction of 2300% web growth that he read in a report. In fact, he leaves his job as the vice-president at a Wall Street firm to draw a business plan for the new Amazon. com. This implies risk-taking (Stuart, 2010). In addition, both companies had smart, big thinkers, and entrepreneurial team right from the early days.
The entrepreneurs have built technologies and applications that affect millions of people. They identified new problems and provided solutions. While young, the entrepreneurs became addicted to challenging data problems and having an immediate effect on the people. For instance, Google’ s founders were Larry Page and Sergey Brin who were then students, while Jeff Bezo founded Amazon (Kalpanik, 2010). The companies have a history of success in their entrepreneurial activities. Amazon became very popular in just four months, earning a high position in rankings.
It emerged the sixth-best site as far as communication is concerned. The rapid growth has led to the chain of products, acquisitions, and partnerships beyond the search engines (Gilbert, 2013). Apart from search engine services, Google offers a variety of products including email, Google Drive, Google+, desktop products like web browsing, photo editing, instant messaging, and Chrome OS as well as communication hardware among other products. Similarly, Amazon evolved from just an online Bookstore to offering a variety of products and services. The other services it offers are software, CDs, DVDs, music, kitchen equipment, garden items, jewelry, health care facilities, groceries, and baby products, among many other goods.
The company has a web auction service, fixed-price markets, and shops (Novellino, 2012). The companies also have been successful when it comes to incorporating new firms. These acquisitions acted as the key drivers of their revenues (Gilbert, 2011). For instance, Google’ s first acquisition was that of Keyhole Inc in 2004. Keyhole was responsible for the development of Earth viewer later named Google Earth. In 2006, Google purchased YouTube, a video sharing site.
In total, Google has purchased over 110 companies that focus on specific core products. Amazon also made the same progress. In 1998 alone, Amazon acquired about three companies, which are Planet All, Jungle, and Bookpages. co. uk. It purchased Internet Movie Database and Alexa Internet in 1999, CDNow in2003, and Joyo. com in 2004. Thereafter, the company has made major acquisitions including IVONA Software and GoodReads Liquavista of 2013. The acquisitions contribute majorly to the source of revenue for online companies (Martinez, 2012).
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