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Comparison Of Amazon And The Health Care Industry

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In 2015, the LA Times reported, that Amazon surpassed Walmart – the united states most valuable retailers (Li, 2015). And most recently, in 2017, Amazon acquire Whole Foods for $13.4 billion, widely increasing Amazon's presence as a brick-and-mortar retailer (Tuner, 2017). Today, Amazon reach is extensible vast and Jeff Bezos shows not sign to be slowing down. According to the New York Times, Amazon latest target is the healthcare industry. On January, 2018 was announced Amazon, Berkshire Hathaway and JPMorgan Chase were partnering to pursuit “an independent health care company for their employees in the United States” (Wingfield, 2018). The partnership comes at a time where American businesses, as well as, the employees are increasingly growing
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The company amazon works with a multitude of companies to form a electronic commerce market for their consumers in which they package and ship things to their home. The company has been expanding and building exponentially as the popularization of online shopping has expanded domestically and continues worldwide. The company has recently passed Walmart as most valuable retailer in 2015, achievement representative of market trend toward e-commerce. I am interested in this company as they continue to expand, it maintains the capital to fund great projects for possible future projects that can further change the world besides e-commerce. The company has potential for a biomedical engineer in the fashion that they can pool resources for vital components to any medical device they perceive as viable to the world.

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Then in 1988, a New Orleans store was acquired, followed by one in Palo Alto, California that following year. This growth continued during the 1990’s with over a dozen mergers of smaller natural groceries stores across the nation and the success continued into the early twenty-first century with John Mackey still at the reins, leading the company as CEO. Challenges grew as well with Whole Foods involvement in several issues related to Business Ethics, including unethical decisions, careless handling of relationships among rivals, complaints of violating anti-trust laws, and controversial activity by the CEO. In addition to Whole Food’s products being considered too expensive, they were also criticized for their acquisitions of small community grocery stores. Numerous residents did not want their stores bought out or closed down, they worried about the impact on the smaller

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Quickly the company executives realized they could also apply this management model to health care plans. With funding from fortune 500 companies and the Robert Wood Johnson Foundation the National Committee of

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Mednax is an independent group practice in the United States specializing in the delivery of neonatal, pediatric subspecialty, and anesthesia services across the country. As one of the largest accountable care organizations of its kind, the company benefits from geographic and economic scale, enabling it to spread out administrative costs across a wide network of practice locations. Its increasing scale gives it strong negotiating leverage with hospitals, especially as the company 's intangible assets the high degree of specialization of its physician workforce are in high demand and difficult to replicate (Wisner, 2016). A network effect appears to be at play, both in the company 's widening practice base and through its own proprietary

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It was a gray day. The sun did not shine; it could not pierce the layers of powdery black skies along with the fog. The thick mist that was not really rain, or fog covered the southeastern corner of New Jersey. It was depressing, just like most days in the area surrounding the Overbrook Asylum. On the outside, Overbrook was a welcoming place where patients were treated with care along with respect; the inside was very different.

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Cedars-Sinai recognizes the importance of synergistic partnerships to advance healthcare delivery, research, and innovation. By establishing strategic alliances, the medical center can access additional resources, expertise, and research opportunities. These collaborations can foster innovation, advance medical knowledge, and ultimately enhance patient care outcomes. Cedars-Sinai actively seeks out and nurtures these partnerships with organizations that share its commitment to excellence and align with its mission and values. By leveraging collective strengths and working together, these partnerships have the potential to drive ground-breaking discoveries, implement novel care models, and improve population health.

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Two of these reasons stem from Amazon’s acquisition of Whole Foods. Previously, the grocery market was highly fragmented and Costco had a consistently growing market share. However, investors fear that with Amazon taking over Whole Foods, Amazon may take over yet another segment in the overall market just like they have books and general goods. The market responded with a more than 10% drop in stock price following Amazon’s ‘game changing’ announcement. Image and perception are huge to today’s consumer, and if customers lost faith in Costco’s capabilities and future, this could result in continued drop in stock price.

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In just a month of its establishment Amazon was selling books to all 50 states of the US and Canada. From the onset the company had ambitions of being an “everything store” (funding universe, 2004). Over the years Amazon increased its offerings to include DVDs, electronics, furniture and other consumer goods (Amazon.com, 2015). The product range increase was accompanied by a series of acquisitions. Oliva et al (2003) describes Amazon to be using a get big fast (GBF) strategy which is premised on keeping prices low while expanding market

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Amazon is number one in competing Walmart especially in online retailer and now opining fiscal stores starting with Amazon Campus store in 2015, available at several college campuses in US the Amazon Campus stores serve as a central hub where student retrieve deliveries from lockers and drop off returns, all free of charge. Over the past three years, while Walmart’s sales grew by 8.6 %, revenue at Amazon has nearly doubled. Then, Costco is also major competitor to Walmart, particularly to Sam’s because of its low price.

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Walmart, Amazon, and EBay 1. Analyse each of these companies using the value chain and competitive forces models. The value chain model of Amazon in itself is internally and operationally the best that adds value and maintains competitive advantage. The primary activities include Inbound logistics for example quality control, receiving, raw materials, control and supply schedules; Operations for example packaging , maintenance, quality control; Outbound Logistics for example

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Amazon’s competitive strategy is cost leadership. Amazon has achieved a lot on a great scale that it gets the best prices from its vendors so they can operate in very flexible and thin margins and sell their items easily at retail prices and make money. They also provide shipping products for a reasonable cheap price. They also have improved their warehouses by giving some space to other sellers who want to sell their items through Amazon. They differentiate and provide better quality than their competitors across the industry.

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5 – Main risks going forward for Amazon.com are to loose its competitive advantage because of opportunities that Internet offered to its competitor : low prices, deliver, costumer’s service, etc. Moreover, if the business develops, it may encounter logistical problems and limits : geographical and logistical constraints (energy, delivery and connection and some contries) and legislative constraints (censorship, taxes and state agreement : Corea, Sri Lanka, Indonesia, etc). Founded in 1994, Amazon started as an online bookstore and quickly became popular as it received high marks on several Internet rankings. Today, Amazon.com, Inc. is the world's largest online retailing company headquartered in Seattle, WA

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Amazon is no exception. Amazon uses big data services to analyze consumer trends, marketing strategies, planning the development of new products, and other insights related to marketing their products and offerings.

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Amazon has achieved many milestones from starting in the founder’s garage in 1994 to the growth in revenue to US$147.8 million in 1997 and then to the revenue growth of US$177.866 billion in 2017 (Amazon, 2018a, Amazon, 2018b and Jurevicius, 2018). These milestones were achieved through tenacious focused strategies of meeting their customers’ needs and wants. These strategies have maintained and expanded their customer base locally and internationally and have increased its market shares and profit over the last two decades. In addition, projection for the company’s growth and expansion for the next three to five years looks positive as it predicted to grow at the same rate with its expansion internationally and continued focused in satisfying consumers’ wants (Amazon, 2018a). Although, some factors such as governmental policies, legal issues and natural disasters could pose a threat to Amazon’s growth plans, the management team led by the founder and Chief Executive Officer (CEO) are working on mitigating the risk (Amazon, 2018a).

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Amazon is a domination force that all other retailers have to compete with and they will only get better. When they began to dominate the market, some retailers followed suit and increase their online presence like Walmart and EBay. They even began to lower their prices to compete with Amazon. This resulted in several other retailers, who did not

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