1. What did you learn from your Apple.com case analyses that you can apply to the Amazon company?
2. What context differences are important between the case example and Amazon? What assumptions do you need to make in order to use the concepts appropriately?
3. Given Amazon, what concepts, tools, and readings from other resources are most relevant to helping guide how you might recommend improving Amazon? Why and how are they relevant?

Reference - Apple.com, case analyses.

Apple has managed to leverage its opportunities and faces many obstacles in the smartphone space. Figure 5 presents some of these opportunities and threats. Apple should analyze how it handles and interacts with opportunities and threats since competitiveness is closely related to success. For instance, Apple could expect new companies providing products employing a "blue ocean strategy" to challenge it and become dominant in the smartphone industry. Moreover, some of these threats can be substituting products that can take away from Apple's market share. Apple should increase its network of customers and suppliers to cushion some of the substitution and new competitors (Gupta, 2020).

Apple creativity allows it to go into the smartphone industry. Apple can grow if it manages its distribution network carefully introduce green products, smart wearables technology, and artificial intelligence. The advantages of these tools are that they will allow it to reach more customers and increase market share (Gupta, 2020). Green technology will enable the company to attain the needs of stakeholders and customers, and artificial intelligence will allow it to lead in the smartphone industry.

Moreover, Apple is facing competition in the smartphone industry. It also faces outside threats such as Covid-19 - a global epidemic. The other increased competition comes from Samsung, Dell, and Google. Furthermore, Apple's chain supply must be distributed with the worldwide epidemic and content with shortages and shifts of economies and products globally. China produces most of its components in China, putting the company in danger of not being apple to access its supply chain (Brugha & Varvasovszky, 2000). However, adaptive organizations can survive economic shifts that may impact the company and the economy of countries.