Acquisition Targets Amazon has been slow to acquire companies. Amazon acquired dpreview.com, a London-based digital photography review site in May 2007. Amazon needs to use acquisitions to enter businesses that have a higher profitability dynamic in their business models. For example, Amazon could consider acquiring on-demand, customized product creation company CafePress. CafePress.com is a growing
Web 3.0 Framework discussion Below is a quick overview of the Web 3.0 framework for the Amazon sites. Context Amazon’s primary Context is shopping. Whether it is for books, music, toys, or clothes, you come to Amazon to shop. Content Amazon has really good content about its merchandise. In fact, the Amazon catalog is a
Vertical Strategy Amazon is the most popular e-commerce site in the world. We will take a look at the Company’s various online verticals below. Books, Newspaper and Magazines Amazon was started as an online bookstore. It is the largest retailer of books online. It allows users to buy books, magazines and newspapers online. Amazon has
Conclusion We have had a look at eBay’s business and verticals and discussed them from a Web 3.0 perspective over the last few days. eBay has been experiencing a slow down in its growth rate. Skype is struggling and the Company is working on better monetizing Skype. PayPal on the other hand has been doing
Acquisition Strategy eBay acquired online ticket marketplace, StubHub for $307 million in May 2007. It also acquired social bookmarking discovery service, StumbleUpon, for $75 million. These are mostly acquisitions by eBay to strengthen its verticals and community features. Going forward we could see eBay making many more acquisitions to strengthen its key verticals, but also
Vertical Strategy & Web 3.0 Framework discussion eBay being an auction site operates in various verticals. Some of the key verticals in which eBay operates are Auto, Real Estate, Apparel, Jewelry, Art, Books, CDs, Consumer Electronics, Photography, etc. eBay has some very good community and e-commerce features, but also lacks some rather vital ones. It’s
In January, EE Times wrote: :: We’re not drinking the Apple Kool-Aid, but Jobs and team do seem to get it: It’s not the technology, stupid; it’s the experience. We love engineers, but you shouldn’t need one to make your digital home work. Whatever the quibbles over iPhone’s price and novel touchscreen interface, Apple seems
I have spent many years in the semiconductor eco-system, and one of the first thoughts I had when the iPod bonanza started, was, “Someone must be making a killing off this on the chip side!” Today, ofcourse, it is a well-known fact that a whole company got built because the iPod took off the way