Amazon in emerging markets pdf

case W94C01 August 1, 2014
Amazon in Emerging Markets

In the spring of 2014, Amazon.com, Inc. (“Amazon”), saw its chief competitor in China, Alibaba Group, file documents with the SEC for an initial public offering that could be one of the largest in history, its main competitor in Brazil, MercadoLibre, sustained an approximate 40% loss in stock price despite several years of profitability, and its two chief competitors in India, Flipkart and Snapdeal, formed separate mergers with other related firms. The intense battle for control of a country’s e-wallet was nothing new to Diego Piacentini, senior vice president of International Consumer Business, and Jeff Bezos, founder and CEO (see Appendix A for Amazon’s executive leadership). Their decision to launch Amazon.in in June 2013 marked Amazon’s eleventh country-specific portal after nineteen years of operation. China was Amazon’s first emerging market website, and India only its third. Compared to its experience in China and Brazil, Amazon followed a different business model and strategy in India. What led to the differing approaches and which, if any, of Amazon’s emerging markets’ strategies and investments would succeed? The case starts by examining Amazon’s entry into India and then turns to Amazon’s experience in China and Brazil.

Amazon’s International Expansion
Incorporated in 1994, Amazon had evolved from a small online vendor of books and other information- based products in 1997 into a global “customer-centric” company serving consumers, sellers, and developers with operations in twenty-two countries. Amazon’s international expansion started in 1998 when it acquired Bookseller, Ltd. (bookseller.co.uk) in the United Kingdom and Telebook, Inc. (telebuch.de) in Germany. These two sites gave rise to what became Amazon.co.uk and Amazon.de, respectively. It was early in 2000, during this initial European expansion, that Amazon hired Piacentini, who had been Apple’s general manager for Europe. Since his hiring, Amazon launched nine other country-specific websites, in Italy, France, Spain, Japan, China, Mexico, Brazil, Canada, and Australia. In other countries such as Costa Rica and South Africa, Amazon located customer service, software development, fulfillment or back office operations. (See Appendices B1 and B2 for Amazon’s global websites and operations).

In 2013, Amazon’s Germany, UK, and Japan sites accounted for 85% of total international revenues of $30.0 billion. Overall, Amazon’s international markets (excluding its Canadian site) made up 40% of

Published by WDI Publishing, a division of the William Davidson Institute (WDI) at the University of Michigan.

©2014 Amy Nguyen-Chyung and Elliot Faulk. This case was written by Elliot Faulk and Amy Nguyen-Chyung (Assistant Professor of Strategy) of the Ross School of Business at the University of Michigan. It was created as a basis for class discussion, not to illustrate either the effective or ineffective handling of a business situation. Secondary research was performed to accurately portray information about the featured organization and to extrapolate the decision points presented in the case; however, company representatives were not involved in the creation of this case.

( For the exclusive use of M. Tripathy, 2018. )

( This document is authorized for use only by Manmath Tripathy in Global Strategy - Winter 2018 taught by Gregory Theyel, California State University - East Bay from January 2018 to March 2018. )

Amazon’s total revenues of $74.4 billion (see Appendix C for consolidated financial results). However, despite a growth of 14% in net sales between 2012 and 2013, Amazon’s international business had seen a period of declining rate of growth since 2011 (see Appendices D1 and D2 for a geographic break-out). Would this declining growth rate foreshadow what was to come for Amazon’s international markets, or be merely water under the bridge according to Bezos and Amazon’s “marathon” mind-set of emphasizing customer service and long-term gains in sacrifice of short-term profits?

The Indian E-Commerce Market
On June 5, 2013, Amazon officially entered the Indian market with its launch of Amazon.in. Although the Indian government had liberalized its strict foreign direct investment laws in September 2012, the resulting regulations still forbid foreign multi-brand retailers from having over 51% ownership.1 As a result, Amazon could not replicate its U.S. business of selling its own products in addition to serving as a selling platform for third-party vendors. In India, Amazon would only be able to function as a pure marketplace that would connect domestic sellers to buyers in the market. For Amazon, these FDI considerations would be only the first hurdle encountered in the nascent but fast-growing Indian e-commerce market.

According to World Bank data, as of 2013 India had approximately 189.1 million Internet users (15.1% of the 1.25 billion population) compared with only 60.7 million (5% of the population) just four years earlier (see Appendix E for a list of Internet users per 100 population for select countries; see Appendix F for mobile cellular subscriptions). The Associated Chambers of Commerce and Industry of India estimated the Indian e-commerce industry at $16 billion in 2013, a large increase from estimates of $8.5 billion in 2012 and $2.5 billion in 2009.2 On the other hand, Forrester Research reported that Indian e-commerce was worth only $1.6 billion in 2012 after online travel sales were factored out of the estimates.3 Fast growth was less debated; analysts from the Indian retail consultancy Technopak believed that the country’s e-commerce industry could grow 61 times over the next decade.4

Overall, mom-and-pop stores dominated India’s half-trillion-dollar retail market. According to Deloitte’s India group, organized retail in India comprised only 17% of the market versus over 85% of the market in the U.S.5 Moreover, in addition to stringent laws on FDI, India still had considerable import duties on certain foreign products. According to the International Chamber of Commerce, India ranked 64th out of 75 countries for overall trade and FDI openness in 2013.6

In terms of transportation infrastructure, many of India’s roads were in poor condition and overly congested. Even on the better roads, such as between New Delhi in the north and Mumbai on the western coast, driving took almost twice the amount of time it took to drive the same distance in the U.S., according to Google Maps. In addition, nearly 70% of India’s population lived in remote rural areas, which in some cases had limited access to major highways. Thirty-three percent of villages in India, primarily in the northern states, lacked all-weather roads, making them almost inaccessible during the monsoon season.7 Furthermore, addresses in India were notoriously difficult to find due to non-sequential numberings, lack of street signs, and narrow, winding streets. It was instead commonplace in India to describe locations with directions via landmarks.8 Retailers had tended to prefer commercial airfreight for delivery, but this option had led to increased delivery costs and a high risk of merchandise being offloaded to accommodate passengers.9

Over the past few years, India had experienced a series of major power failures allegedly due to a shoddily constructed electricity infrastructure. For example, in soaring temperatures on June 10, 2014, in New Delhi 16 million people were subject to power blackouts due to unmanageable demand.10 This power

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failure came only two years after a record-breaking electricity crisis in 2012 in which 600 million people were left without power for two days.11