Question 1: How would you classify the diversifications done by Amazon? Amazon Elements Amazon Go and Amazon Go Grocery?

Question 2: Were Amazons diversifications through (1) Amazon Go and (2) Amazon Elements

appropriate, given the companys resources and capabilities (i.e., strategic assets). Were such

diversifications risky strategic moves?

1. What can our company do better than any of its competitors in its current market?

   Determine strengths as strategic asset

2. What strategic assets do we need in order to succeed in the new market?

   Determine the necessary strategic assets to establish a competitive advantage

3. Can we catch up to or leapfrog competitors at their own game?

   Determine whether strategic assets that are critical for success can be developed internally, purchased from the outside, or rendered irrelevant by changing the rules of the game

4. Will diversification break up strategic assets that need to be kept together?

   Consider synergies between competencies and whether strategic assets can function alone

5. Will we be simply a player in the new market or will we emerge a winner?

   Determine whether we can be easily outmaneuvered by the competition

6. What can our company learn by diversifying and are we sufficiently organized to learn it?

   Determine whether new business can help improving existing ones or help entrance into new industries

Question 3: As the first mover in its shopping technology, will Amazon Go be able to succeed in the long term? Being the first mover in checkout-free convenience stores, can Amazon Go maintain its competitive advantages in the long term