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Is amazon a good long term investment

is amazon a good long term investment

Amazon stock remains an excellent equity for long-term investors despite short-term issues that dominate daily headlines. Due to increasing. While the stock split and buyback is a positive for Amazon stock, buying at current levels is a risky proposition and not a good time for now. “The ideal investor [Amazon investor] is someone who is willing to think long-term, similarly to the company's management style,” says Tom. CARA DEMO INSTAFOREX TRADING Also, you creciendo, que refer potential. And sign for Gmail from 2X4s. Explain your to use you are using the concentrate on.

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is amazon a good long term investment


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By June , Amazon. The leading online bookseller opened its music store at 1 a. As Amazon moved to music it used the same playbook it had used for books. It enlisted a militia of affiliates, who provided huge distribution to Amazon music products.

In fact, by August of the same year, Amazon had over a hundred thousand affiliates! With our cross-product program, visitors to Associate sites can purchase several titles across multiple product lines from a single source. While the company was not profitable until , Bezos noted that books were easy to source, package, and distribute.

With great business acumen, he noted that books would allow him to capitalize on the massive growth potential in online eCommerce. The following year, it expanded its product range by selling computer games and music. After several online bookstore acquisitions in Europe, the product range was extended once more to include consumer electronics, home improvement items, software, toys, and video games, among other things.

Amazon founder Jeff Bezos originally wanted the company to be called Cadabra. To provide a point of difference, Bezos maintained a focus on customer convenience. Amazon grew rapidly because Bezos identified how easily the sale of books could be scaled to achieve growth. Surviving the dot-com bubble. Since its inception in , and its IPO in , going to the dot. Indeed, as Amazon established itself as one of the strongest online brands, and the strongest bookstore online, already by , it quickly expanded to offer more and more, from DVD to any other item imaginable.

That sort of expansion was driven to gain as quickly as possible market shares of, at the time, embryonic e-commerce market. Thus, Amazon lost money, year after year. Yet, the company still managed to generate positive cash flows, thanks to its positive cash conversion cycles and exponential revenue growth, until the dot-com bubble kicked in.

Amazon pre-dot-com bubble. The near death experience. During the s with the explosion of the web, capital was flowing at a high rate. This was mostly a top-down approach where venture capitalists invested billions of dollars in companies hoping they would build something valuable. A simple idea coupled with a domain name was enough to spur excitement and inflated stock growth. To have an idea of how gloomy was the scenario. All internet stocks are volatile, including Amazon.

It had managed to get a long-term loan of over six hundred million back in , right before the explosion of the dot-com bubble. Thus, guaranteeing enough cash to go through that bad period. Indeed, as of , Amazon still had over five hundred millions of cash sitting in its bank account. Luck for sure played a key role. Amazon, like many other companies during the dot-com bubble, played with a very aggressive playbook skewed toward market domination and investing the whole resources brought back into the business for more aggressive growth and expansion.

This became clear when, in , Amazon found itself in a cash squeeze. There was another event that saved Amazon from bankruptcy, and it happened a month before the dot-com crash. Had Amazon waited just a bit longer it would have failed miserably. Given the perfect timing of that capital raise, as the dot-com busted, investors also filed a class action against Amazon , that would be finally settled in That near-death experience taught Amazon to rehaul its whole playbook.

The decline in absolute dollars spent during in comparison to the prior year primarily reflect our migration to a technology platform that utilizes a less-costly technology infrastructure, as well as improved expense management and general price reductions in most expense categories, including data and telecommunication services, due to market overcapacity. The turning point was , after the dot-com bubble burst. Amazon realized it needed something to change its pace of growth.

They stopped thinking in terms of a traditional business operating on the web and therefore using the web as a sales channel and they started to think of the web as a platform for business model change. Thus they started to think in terms of ecosystem, so how do we enable other businesses on top of our platform? From there Amazon started to experiment some key programs that would not only enable the transition toward becoming a platform most items sold on Amazon would be third-party but also to develop later in the s the cloud infrastructure that would evolve into AWS, today the most valuable part of the business, which is giving rise to another phenomenon, that of the AI company.

Back in the s, Amazon opened up to brands like Toysrus. In , we began marketing three services for third-party sellers that are designed to provide catalog retailers, physical store retailers and manufacturers with cost-effective e-commerce solutions and to expand the selection on our Websites for the benefit of our customers:.

The third-party seller strategy started to work. And it showed how Amazon was leveraging on a platform business model to enhance its brand and business. The third-party seller services strategy revolved around three core ones:. Merchant amazon. And they could also fulfill those thorough products Amazon by paying the company a fixed fee.

Companies like Target and Toysrus were part of it. Merchant Program: with which the third-party seller had its own URL and Amazon provide the option of providing fulfillment-related services on behalf of the third-party. The experiments that lead to becoming a tech giant. While, the turning point came by , when Amazon launched web hosting services, that would become AWS, in reality, the real turning point was in the , when Amazon started to order their jumbled mess to offer third party to build their sites on top of Amazon, what was known at the time as Merchant.

As Tech Crunch reports:. What you may not know is that the roots for the idea of AWS go back to the timeframe when Amazon was a far different company than it is today — simply an e-commerce company struggling with scale problems. Those issues forced the company to build some solid internal systems to deal with the hyper growth it was experiencing — and that laid the foundation for what would become AWS.

As explained in Amazon annual report :. AWS has also accelerated its pace of innovation — especially in new areas such as machine learning and artificial intelligence, Internet of Things, and serverless computing. In , AWS announced more than 1, significant services and features, including Amazon SageMaker, which radically changes the accessibility and ease of use for everyday developers to build sophisticated machine learning models.

Tens of thousands of customers are also using a broad range of AWS machine learning services, with active users increasing more than percent in the last year, spurred by the broad adoption of Amazon SageMaker. And in November, we held our sixth re:Invent conference with more than 40, attendees and over 60, streaming participants. There is a right answer or a wrong answer, a better answer or a worse answer, and math tells us which is which. These are our favorite kinds of decisions. Indeed, opinion and judgment, in that case, mattered way more.

As Jeff Bezos recounted in As our shareholders know, we have made a decision to continuously and significantly lower prices for customers year after year as our efficiency and scale make it possible. This is an example of a very important decision that cannot be made in a math-based way.

In fact, when we lower prices, we go against the math that we can do, which always says that the smart move is to raise prices. We have significant data related to price elasticity. With fair accuracy, we can predict that a price reduction of a certain percentage will result in an increase in units sold of a certain percentage. With rare exceptions, the volume increase in the short term is never enough to pay for the price decrease. However, our quantitative understanding of elasticity is short-term.

We can estimate what a price reduction will do this week and this quarter. But we cannot numerically estimate the effect that consistently lowering prices will have on our business over five years or ten years or more. Our judgment is that relentlessly returning efficiency improvements and scale economies to customers in the form of lower prices creates a virtuous cycle that leads over the long term to a much larger dollar amount of free cash flow, and thereby to a much more valuable Amazon.

More, in particular, the paper highlighted how, when an institution made decisions, primarily based on data and math, that made them take efficient operating decisions. That happens, because decisions that can be taken on a quantitative basis can be measured, thus institutions but also companies and managers in the field focus too much on measurable analyses. Yet those decisions might be good for the short-term. They might prevent an organization from focusing on long-term, hard and strategic decisions.

Amazon, a company that relied over and over again on quantitative analysis of things that could be measured, optimized and maximized. Also relied a lot on judgment, opinion, and human decision-making when it came to long-term, strategic decisions that could not be based on previous experience or scenarios, but needed to be tackled.

This point is very important. In a world of management that focuses more and more on the quantifiable, and measurable. Getting data-driven might mean losing the strategic focus. Amazon laid out the foundation of its decision-making process, based on few key principles, defined in , in the first Shareholders letter :. We will continue to focus relentlessly on our customers. We will continue to make investment decisions in light of long-term market leadership considerations rather than short-term profitability considerations or short-term Wall Street reactions.

We will continue to measure our programs and the effectiveness of our investments analytically, to jettison those that do not provide acceptable returns and to step up our investment in those that work best. We will continue to learn from both our successes and our failures. We will make bold rather than timid investment decisions where we see a sufficient probability of gaining market leadership advantages.

Some of these investments will pay off, others will not, and we will have learned another valuable lesson in either case. Why focus on cash flows? Therefore, even though Amazon did survive the dot-com bubble, the business model which would enable the company to make it through the first phase of scale-up was drafted around the beginning of the year , right at the bottom of the dot-com bubble.

In short, even though Amazon emphasized so much on cash flows, during the dot-com, the company was burning a substantial amount of cash. And Amazon itself still saw the web as a distribution platform, rather than a business model enabler. However, Jeff Bezos led Amazon through that period with vision and extreme passion, and he kept pushing the company to a new business model. Started in as a bookstore, Amazon soon expanded and became the everything store.

While the company core business model is based on its online store. Amazon launched its physical stores, which generated already over five billion dollars in revenues in Besides, the company also has its cloud infrastructure called AWS, which is a world leader and a business with high margins.

Amazon also has an advertising business worth a few billion dollars. Thus, the Amazon business model mix looks like many companies in one. Amazon measures its success via a customer experience obsession, lowering prices, stable tech infrastructure, and free cash flow generation. Amazon is the largest marketplace on earth. Even though the United States represented the primary source of income for Amazon.

It is expanding globally. Indeed, net sales have increased since Services sales have been growing at a fast pace. In terms of Operating Income, the growth has been mainly driven by the high margins deriving from the services sales. By looking more in-depth at the revenue sources, subscription and AWS services have been growing.

That denotes how Amazon is expanding globally by moving more and more toward services like Prime subscription and AWS. In fact, for any founder a la Jeff Bezos its company has been nurtured just like a baby. In which case the perception of the company according to its founder and how the public perceives it might have a wide gap. For Jeff Bezos, that means to avoid decline or extreme slow motion and push for more each day. As he put it:. Day 2 is stasis. Followed by irrelevance.

Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1. He has four main metrics to assess whether his company is on Day One, or is falling toward Day Two:. You can be competitor focused, you can be product focused, you can be technology focused, you can be business model focused, and there are more.

But in my view, obsessive customer focus is by far the most protective of Day 1 vitality. A common example is process as proxy. Good process serves you so you can serve customers. This can happen very easily in large organizations….

Embrace them and you have a tailwind…. Day 2 companies make high- quality decisions, but they make high-quality decisions slowly. To keep the energy and dynamism of Day 1, you have to somehow make high-quality, high-velocity decisions…. Disagree and commit? Jeff Bezos offers a portrait of Amazon which is useful to understand its business model deeply.

First, it all starts with Day One. In fact, once Amazon does identify strong trends, rather than fight them it embraces them. One example is how nowadays Amazon is using AI and machine learning as the main propellers for its business growth. In other words, practically speaking this makes Amazon fluid. Thus, the Amazon of tomorrow might have a different face — but the same soal — compared to the Amazon of today.

Amazon is a giant marketplace where each day billions of people find anything from the latest best selling book to things like Nicolas Cage pillowcase. That makes Amazon the fourth most popular site in the US. The Amazon business model revolves around four main players:. As Amazon states in its annual report :. We serve consumers through our retail websites and focus on selection, price, and convenience. We design our websites to enable hundreds of millions of unique products to be sold by us and by third parties across dozens of product categories.

Customers access our websites directly and through our mobile websites and apps. We also manufacture and sell electronic devices, including Kindle e-readers, Fire tablets, Fire TVs, and Echo, and we develop and produce media content. We strive to offer our customers the lowest prices possible through low everyday product pricing and shipping offers, and to improve our operating efficiencies so that we can continue to lower prices for our customers.

We also provide easy-to-use functionality, fast and reliable fulfillment, and timely customer service. In addition, we offer Amazon Prime, an annual membership program that includes unlimited free shipping on tens of millions of items, access to unlimited instant streaming of thousands of movies and TV episodes, and other benefits. We offer programs that enable sellers to grow their businesses, sell their products on our websites and their own branded websites, and fulfill orders through us.

We are not the seller of record in these transactions. We earn fixed fees, a percentage of sales, per-unit activity fees, interest, or some combination thereof, for our seller programs. We serve developers and enterprises of all sizes, including start-ups, government agencies, and academic institutions, through our AWS segment, which offers a broad set of global compute, storage, database, and other service offerings.

We also offer programs that allow authors, musicians, filmmakers, app developers, and others to publish and sell content. An effective business model to work properly has to involve and generate value for several stakeholders. That applies to the Amazon business model as well.

In fact, when I get into the Amazon marketplace as a consumer, I can find anything across dozens of product categories. Among those, I can also buy Amazon products like Kindle, and Echo , or subscribe to Prime to get faster delivery and even access to an on-demand library of contents. Also, thanks to the Amazon seller program the company earns fixed fees, a percentage of sales, per-unit activity fees, interest, or some combination of those based on the transactions generated by the marketplace; Although AWS is a platform of its own.

Nonetheless, it has a strategic role in Amazon. Last but not least, the KDP platform allows thousands of independent authors to publish their e-books and info-products. Like all the other tech giants Amazon could create such a robust business model that it now works as the main engine for the dominance of the company in the next decade. As technology becomes more and more competitive business models lose effectiveness. However, a business model well-designed can make a company capture value for a long time!

When trying to understand a business model , the revenues are a good starting point. Where does Amazon stand? According to the infographic, you can see that Amazon makes most of its revenues from the sales of products. However, those product sales also have high costs. Thus, the margins Amazon makes on them is thin. Instead, if we look at the operating income, you can see how this is fueled by the services, which comprise seller services, AWS, and subscription services.

In other words, by looking at the revenue , you might be fooled to think that Amazon is in the product business, just like Apple , yet there is a slight difference between the two companies! Like many things in business , so revenue generation seems to follow a power law. You try quite many things, but you end up with one reliable and sustainable source of income after all. Sometimes the differences in business models are subtle. Take Apple and Amazon. However, with a more in-depth look your realize their model is entirely different.

In fact, while Apple sells its iPhone at a high margin, Amazon sells its products at a thin margin in fact, the cost of sales for Amazon is almost as high as the revenue generated by its products. In short, Amazon seems to use its products to ramp up its services revenues , which seems to be the real cash cow.

Read : Google vs. Beyond the look, we have given so far at the Amazon Business Model, I want to give you an in-depth look so that you can really appreciate how the Amazon business model works and what powers up its business engine. If we look at the Amazon revenue model, a few things pop up right away. As we saw the online stores are still the core part of the business. However, the core business is the foundation for other emerging businesses that run with different logic to its online stores.

Where online stores run at tight margins and high volume by taking advantage of cash conversion cycles. One of the key elements of the Amazon business model is its cash machine business strategy. In short, Amazon has operated and still does for years at very tight profit margins on its online store. The company has willingly done so throughout the years, as it made its prices low, convenient compared to traditional physical stores, and with a fast and efficient delivery system, what Amazon calls fulfillment centers.

As Amazon collects payments quickly from its customers, it then pays its vendors with relatively longer payment terms. This gives Amazon short-term liquidity that can invest back to speed up growth. With this mechanism, Amazon has been able to disrupt several industries. Starting as a bookstore online, it quickly expanded to all the other industries. One Amazon has built the most valuable two-sided marketplace on earth it has become way easier for the company to offer many other services.

A few people realize among other businesses, Amazon has become a digital advertising provider. And not a small one, but among the very few able to compete against the duopoly Google-Facebook. Indeed, as of the first months of , the Amazon advertising business netted over six billion in revenues! With such an infrastructure and many e-commerce hosted on Amazon infrastructure, more and more entrepreneurs and marketers are willing to pay for Amazon advertising services. Indeed, in , Amazon is expanding the availability of sponsored content on its platform.

Therefore, we can expect the digital advertising segment to keep growing at an incredible pace. Many companies nowadays have shifted to the subscription business model. Amazon has converted part of its business to accommodate this change.

Its AWS cloud computing unit was flourishing even before the pandemic stepped it up a gear. With businesses speeding up digitalization, remote capabilities and the rapid transition into enhanced tech, AWS has been happy to oblige. Take its Alexa technology.

Playing a song, reading a book, ordering shopping. All activated by the power of speech. Alexa can now help find a vaccination site near you. For instance, Amazon Prime is investing heavily in top quality content. Not just run-of-the-mill reality TV, but truly addictive, immersive TV. Therefore, users must pay extra to watch a lot of additional content on its servers.

And to stay ahead in the ESG environment, Amazon is joining forces with electric vehicle maker Rivian to power an electric van fleet. Keep an eye out for the electric delivery vans coming to 16 cities in ClimatePledge pic. Ordering groceries on a subscription basis is convenient and simple. It can be set up once, with the click of a few buttons, and a big box of goodies arrives at the door each month.

Cancelling or exchanging products is also surprisingly simple and satisfying. The pandemic has been driving contactless payments, and Amazon is responding with its Amazon One payment system. This allows customers to link the palm of their hand with their payment card and future shopping trips mean they can pay with their palm!

It can be used with or without the perks of Prime. There are some risks to investing in Amazon. It has come under fire for how it treats employees and the way it displaces smaller businesses. Does this mean its light is dimming? Not necessarily. Amazon is now a mature business, at a new point in its evolution, but with so much cash at its disposal and infinite insight into our lives, it may continue to innovate and infiltrate our existence for many years to come.

The pandemic poses a risk to all companies. Many believe inflation is not far off, while others think it will be years, if ever, before interest rates are hiked. It stands to reason if consumers have less to spend, then Amazon will suffer.

Competition improves productivity, encouraging innovation and new ideas. A monopolistic company can destroy that and give one entity the power to raise prices and abuse their position of control. This leaves a bad taste and louder calls for regulation. Nevertheless, Amazon is not as monopolistic as one might think.

Other than in AWS which even serves the US military as a customer, its other areas of business still have considerable competition. They fell again between and But any shareholders that sold during this time will be kicking themselves. Because for the last 11 years, Amazon shares have been enjoying a bull run like no other. Yet despite this impressive streak, it lagged many other big tech growth names, in what was undoubtedly a sensational year for US tech stocks.

That was due to the UK and European lockdowns driving e-commerce. The US results were less marked. But thanks to apps like Robinhood , Trading and others, retail investors can buy fractional shares, which levels the investing playing field. In fact, there are times in the past, Amazon looked like it could fail.

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