For online shopping. Amazon has some ciear-cut advantages. Amazon has created a recognizable and highly successful brand in online retailing. The company has developed extensive warehousing fac ties and an extremely efficient distribution network specifically designed for web shopping. Its premium shipping service, Amazon Prime, provides fast "Te two-day shipping at an affordable fixed annual suh. scription price ($99 per year), often considered to bea Walmart is the world's largest and most success- Tul retailer, with more than S485 billion in 2016 sales and nearly 11,700 stores worldwide, including more than 4,600 in the United States. Walmart has 2,3 million employees and ranks number one on the Fortune 500 list of companies. Walmart had such a large and powerful selling machine that it really didn't have any serious competitors-until now. Today Walmart's greatest threat is Amazon.com, often called the "Walmart of the Web." Amazon sells weak point for online retailers, According to the Wll not only books but just about everything else people want to buy DVDS, video and music streaming downloads, software, video games, electronics, apparel, furniture, food, toys, and jewelry. The com- pany also produces consumer electronies-notably the Amazon Kindle e-book reader, Fire tablet, Echo and Tap speakers, and Fire TV streaming media player. No other online retailer can match Amazon's breadth of selection, low prices, and fast, reliable shipping. For many years, Amazon has been the world's largest e-commerce retailer with the world's largest and most powerful online selling machine. Moreover, Amazon has changed the habits and expectations of consumers in ways to which Walmart selling a hot product at extremely low margins and and other retailers must adapt. According to Brian Yarbrough, a retail analyst at Edward Jones in St. Louis, Amazon and online retailing is probably the biggest disrupter of retail since Walmart itself. Walmart was founded as a traditional, offline, physi- cal store in 1962, and that's still what it does best. But it is being forced to compete in e-commerce as well. Eight years ago, only one-fourth of all Walmart cus- tomers shopped at Amazon.com, according to data from rescarcher Kantar Retail. Today, however, halr of Walmart customers say they've shopped at both retailers. Online competition and the profits to be reaped from e-commerce have become too important to ignore. Walmart's traditional customers--who are pri- marily bargain hunters making less than S50,000 per year-are becoming more comfortable using technology. More affluent customers who started shopping at Walmart during the recession are return- ing to Amazon as their finances improve. Amazon has started stocking merchandise categories that Walmart traditionally sold, such as vacuum bags, diapers, and apparel, and its revenue is growing much spring of 2015 the company opened four new fulfill- faster than Walmart's, In 2016, Amazon had sales of nearly S136 billion. Street Journal, Amazon's shipping costs are lower than Walmart's, ranging from $3 to S4 per package, while Walmart's online shipping can run $5 to $7 per parcel Shipping costs can make a big difference for a store lik Walmart where popular purchases tend to be low-co items like S10 packs of underwear. It makes no sense for Walmart to create a duplicate supply chain for e-commerce. However, Walmart is no pushover. It is an even larger and more recognizable retail brand than Amazon Consumers associate Walmart with the lowest price which Walmart has the flexibility to offer on any given item because of its size. The company can lose money expect to make money on the strength of the large quantities of other items it sells. Walmart also has a significant physical presence, and its stores provide the instant gratification of shopping. buying an item, and taking it home immediately as opposed to waiting when ordering from Amazon. Seventy percent of the U.S. population is within five miles of a Walmart store according to company management. Walmart has steadily increased its investment in its online business, spending between $1.2 billion and $1.5 billion annually in 2015 and the next few years on e-commerce. This includes fulfillment centers and technology and purchases such as $3 billion for Jetcom to secure expertise for delivering the lowest-cost basket of goods online, Walmart.com is now the second- most visited e-commerce site in the United States with 88 million unique visitors per month. Walmart has constructed one of the world's largest private cloud computing centers, which provides the computing horsepower for Walmart to increase the number of items available for sale on Wamart.com from I million three years ago to more than 50 million today. In the ment centers around the country, ench of which is more than I million square feet. To further counter Amazin. wih fnformation System Walmart introduced its own free two-day shipping pro phones for home delivery, through in-store pickup, or gram for orders totaling more than $35. New technology will also give Walmart more exper tise in improving the product recommendations for web visitors to Walmart.com, using smartphones as a marketing channel, and personalizing the shopping experience. Walmart has been steadily adding new applications to its mobile and online shopping channels website for a number of years, and it has dramatically and is expanding its integration with social networks such as Pinterest. More than half of Walmart customers own smart- phones. Walmart has designed its mobile app to maxi- mize Walmart's advantage over Amazon: its physical locations. About 140 million people visit a Walmart store cach week. The app's Walmart Pay feature enables users to quickly, casily and securely pay with their smartphones in all Walmart stores. Users link a credit card or bank account to the app. At checkout, they can just scan the phone to pay rather than pulling out their wallets. The app can also store shopping lists, save wish lists, and arrange online orders. About 22 million people now use the app as they shop. The Walmart website uses software to monitor prices that lend themselves less easily to online purchasing at competing retailers in real time and lower its online prices if necessary. The company is also doubling inventory sold from third-party retailers in its online marketplace and tracking patterns in search and social designed around an app that is able to place the items media data to help it select more trendy products. This strikes directly at Amazon's third-party marketplace, which accounts for a significant revenue stream for Amazon. Additionally, Walmart is expanding its online the customer's Amazon account and even knows when offerings to include upscale items like S146 Nike sun- glasses and wine refrigerators costing more than $2,500 to attract customers who never set foot in a Walmart store. A new Product Content Collection System will facilitate vendors sending their product catalogs to Walmart, and the product information will then be available online. Walmart's commitment to e-commerce is not by wandering down the aisles of a Walmart superstore. Walmart is aiming to be the world's biggest omnichan- nel retailer. Amazon is working on expanding its selection of goods to be as exhaustive as Walmart's. Amazon has allowed third-party sellers to sell poods through its expanded product selection via acquisitions such as its 2009 purchase of online shoe shopping site Zappos.com to give the company an edge in footwear. Amazon has been building its grocery offerings, with Amazon Prime, Prime Now, Prime Pantry, and Amazon Fresh offering delivery times as short as an hour in some cases. It looks like Amazon is trying to innovate in physical retail store sales as well as online. Amazon has opened retail bookstores in Seattle, Chicago, San Diego, and other US. locations featuring Amazon electronic devices as well as books. It is thinking about moving into the grocery business as well as retail stores for furniture and appliances. These are retail experiences because customers like to see and feel these types of goods in person. Amazon set up a physical grocery store in downtown Seattle called Amazon Go that is customers buy in a digital shopping cart so they can leave the store without waiting in a checkout line. The system automatically charges the credit card linked to designed to replicate Amazon's business model. Instead, CEO Doug McMillon is crafting a strategy that gives consumers the best of both worlds what is called an omnichannel approach to retailing. Walmart's management believes the company's advan- tage is that it is not a pure-play e-commerce retailer and that customers want some real interaction with physical stores as well as digital. Walmart will sell vig- orously through the web and also in its physical stores, retaining its hallmark everyday low prices and wide product assortment in both channels and using its large network of stores as distribution points. Walmart will closely integrate online shopping and fulfillment with Its physical stores so that customers can shop how- ever they want, whether it's ordering on their mobile that person puts something back. Amazon continues to build more fulfillment centers closer to urban centers and expand its same-day deliv- ery services, and it has a supply chain optimized for online commerce that Walmart just can't match. It now has more than 100 warchouses from which to pack- age and ship goods. Warehouses speed up Amazon's shipping, encouraging users to shop more at Amazon, and the cost of these centers as a portion of Amazon's operations is decreasing. Amazon is building up its own delivery operation to compete with UPS, FedEx, and the U.S. Postal Service by offering better delivery and lower costs for both its own customers and possibly those of other retailers. Both Amazon and Walmart are experimenting with drones to accelerate fulfillment and delivery. But Walmart has thousands of stores, one in almost every neighborhood, which Amazon won't ever be able to replicate. The winner of this epic struggle will be the company that leverages its advantage better. Walmart's technol- ogy initiative looks promising, but it still has work to do before its local stores are anything more than local stores. Can Walmart successfully move to an 112 Part I: Information Systems in the Digital Age Plan for Worldwide E-Commerce Domination," Info Systems News, November 21, 2016; Greg Bensinger and Laura Stevens, "Amazon's Newest Ambition: Competing Directly with UPS and FedEx," Wall Street Journal, September 27, 2016; Rachel Abrams, "Walmart Outperforms Estimates, but Online Retail Lags," New York Times, May 19, 2016; Nathan Olivarez-Giles, "Amazon's Alexa Now Lets You Order Tens of Millions of Products with Your Voice," Wall Street Journal, July 1, 2016; Farhad Manjoo, "How Ama- zon's Long Game Yielded a Retail Juggernaut," New York Times, November 19, 2015; Brian O'Keefe, "The Man Who's Reinventing Walmart," Fortune, June 4, 2015; and Nathan Layne, "Wal-Mart Eyes Amazon in Potentially Costly E-commerce Battle," Reuters, May 20, 2015. omnichannel strategy? Can Amazon's business model work for physical retail store sales? Which giant will dominate future retailing? Sources: Rachel Abrams, "Walmart, with Amazon in Its Cross Hairs, Posts E-Commerce Gains," New York Times, May 18, 2017; William White, "Walmart ShippingPass to Be Replaced by Free Two-Day Shipping." InvestorPlace, January 31, 2017; Nick Wingfield, "Amazon's Ambitions Unboxed: Stores for Furniture, Appliances and More," New York Times, March 25, 2017, and "Amazon's Living Lab: Reimagining Retail on Seattle Streets," New York Times, February 12, 2017; Tim Denman, "Walmart's CASE STUDY QUESTIONS 3-13 Analyze Walmart and Amazon.com using the competitive forces and value chain models. 3-14 Compare Walmart and Amazon's business models and business strategies. 3-15 What role does information technology play in each of these businesses? How is it helping them refine their business strategies? 3-16 Which company will dominate retailing? Explain your answer. MyLab MIS