The Analysis

The following is a strategic analysis of Amazon Inc - namely with the goal of increasing profit margin and creating a long term solution. As it stands, the firm is in dire need of generating much needed profit margin and better control of distribution.

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Nathaniel B. Heinrich

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Vision and Mission Statement Evaluation

Amazon’s vision statement reads as follows: “To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online.” (Gregory, 2016.) The mission statement is clear and concise, and aims for a goal that is more of a mantra than a set declaration. Could Amazon ever measure completed success of this goal? If they had become the most customer focused company on Earth, could they not still strive for more? This is the genius of the vision statement – everyone, from entry level employees to shareholders and the executive management team can read and understand the statement and take it for exactly what it is, a business philosophy. It’s a philosophy and an ideal, in that it can never truly be completed, only strived for and successfully attained in certain ways. There will never be total victory, there will never be total success.

The mission statement is a tad more concrete, stating: “We strive to offer our customers the lowest possible prices, the best available selection, and the utmost convenience.” (Gregory, 2016.) Amazon flexes its creative muscle and business acumen with this declaration. Prices can always be checked against another competitor, and if Amazon isn’t the lowest price they will be. Their selection is another aspect of the business that can always be checked against other firms that battle Amazon for market share. Convenience is the catch here – to prevent Amazon from going obsolete, to prevent them from getting complacent, they’ve carefully calculated a shrewd move. They could have easily decided not to worry about convenience. If the prices are good and the selection is wide, will customers not come in droves? One needs only look at Sears – a company that decided to bank on the catalogue rather than expanding and getting a beachhead on the internet business, and now they struggle to stay relevant in 2016. A company that once accounted for one percent of the Gross National Product didn’t stay convenient. (Dreher, 2014.)

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Accounting for evaluation of the statement for quality, Fred David (2013, p. 52) has a matrix that I’ll use to examine Amazon’s mission statement on a more academic level. There are nine questions, and the answer of “yes” or “no” will be included below.

1. Broad in scope, does not include monetary amounts, numbers, percentages, ratios or objectives – YES

2. Less than 250 words - YES

3. Inspiring - YES

4. Identify the utility of a firm’s products - YES

5. Reveals that the firm is socially responsible - NO

6. Reveals that the firm is environmentally responsible - NO

7. Include nine components: customers, products/services, markets, technology, concern for survival/growth/profits, philosophy, self-concept, concern for public image, concern for employees

8. Reconciliatory - YES

9. Enduring – YES

Taking the above into account, despite its strong statement, Amazon needs to think about revamping it to make a more appealing investment for the public. In 2016, we’re only eight short years away from the devastation of wanton reckless investments from financial investment firms in 2008. The company can’t afford to stay silent on that matter. Equally as important is “staying green” – being environmentally conscious and making sure to take steps to lessen impact on the environment. For the purposes of the statement, Amazon need only add lip service – the application comes later.

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Milestones

Amazon.com started in 1995 by former Wall Street executive Jeff Bezos, still the CEO to this day. As shown below, Amazon has always focused on giving its customers a wide selection and staying ahead of the curve in terms of products and services. Dating back to 2005, when most were still finding their footing online, Amazon was already pioneering premium membership service, something that only Costco and Sam’s Club had ventured into. It is of note that Amazon has not shied away from risking profits at the gain of market share – it was sure to expand product lines before concerning itself with profits, as shown in the early years in regards to music and movies in addition to books. More recently, Amazon added streaming services and fresh food delivery before focusing on making them profitable – clearly the strategy works, as they were the first company online with over 1 million customers (Quinn, 2015.)

1. July 1995 – Amazon launches as an online book retailer.

2. 1997 – Amazon appears on NASDAQ stock exchange and launches Amazon UK, increasing market capitalization at $438 Million

3. 1998 – Amazon expands its product selection, adding CDs and DVDs for purchase.

4. 1999 – Amazon again expands its product availability, adding toys and electronics to stand alongside books, music, and movies.

5. 2000 – Amazon launches the marketplace, allowing third party sellers to use the site.

6. 2000 – Amazon changes their logo, migrating the one still used today – the “a to z.”

7. 2001 – Amazon posts a quarterly profit for the first time in 6 years.

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8. 2002 – Amazon launches Amazon Web Services, a cloud computing platform – staying ahead of the curve by roughly ten years, beating Apple’s Cloud and the Google Drive services.

9. 2005 – Amazon Prime is released, providing the framework to a premium platform that would later expand in many ways. For now, it provided free two day shipping and discounted overnight shipping.

10. 2010 – Amazon Studios launches, creating original television content to be viewed exclusively for Amazon Prime customers.

EFE Matrix

The External Factors Matrix takes a look at what Amazon’s environment has to offer both in terms of successes and challenges – before a company can examine how it’s performing, we must first examine how they respond to favorable and unfavorable conditions. They are measured in terms of the level of threat and how Amazon has done at responding to these issues.

Key External Factors

Weights

Rating

Weighted Scores

Opportunities

0.0 - 1.0

1 to 4

1. Ever-Increasing Customer Base Domestically

.09

.36

2. Digital Culture; Better Amazon Prime Sales

.09

.36

3. Ever-Increasing Customer Base Internationally

.09

.27

4. Always Expanding Products Available

.08

.32

5. Newer Generations Increasingly Seeking Online Channels of Interaction

.15

.60

Threats

1.) eBay, Other Online Retailers and Digital Platforms (Netflix, HBO Now, Spotify, Apple Music)

.07

.14

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2.) New Taxation on Digital Goods and Nontraditional Sales Platforms (Use Tax)

.15

3.) Competition and Price Shopping Leads to Lower Sales Margins Due to Competitors

.10

.20

4.) Low Cost of Entry Leads to More Competition

.08

.16

5.) Older Generations Lack Computer Skills to Use Amazon Services or Purchase Products

.10

Totals

1.0

2.66

Amazon has been scored a 2.66, slightly above average. The biggest threats the firm encounters are increasing governmental regulations in the way of use taxes and new legislation that brick and mortar retailers have been dealing with for years, whereas Amazon was able to skirt them since inception. Coupled with higher possibility of competition and the trend of our culture to increase propensity for consumption of goods through digital means, Amazon is now fighting a digital fight against digital competitors, meaning the advantages they had over brick and mortar stores are now null.

Amazon does however, have a strong online presence and it’s a challenge to find someone that hasn’t heard of them – They are the closest thing this generation has to another Sears. Though our culture will never be as homogenized a market as during Sears’ peak, Amazon has a strong opportunity to be the go-to thanks to its ever-expanding product availability and newer focus on services. Amazon needs to find new ways to fight its threats, but they are doing well enough for now to stay a market leader and generate income – just not as much as shareholders nor would management like. To better position themselves, Amazon might consider for once taking a moment to establish better footing and focus on growing business in a more traditional sense, while the competition expects them to keep moving.

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IFE Matrix

Key Internal Factors

Weights

Rating

Weighted Scores

Strengths

0.0 – 1.0

1 to 4

1.) Strong Brand Recognition

.10

.30

2.) Forward Thinking Corporate Attitude

.10

.30

3.) Customer-Focused Philosophy

.07

.21

4.) Customer Service is Effective (After Sales Support)

.07

.28

5.) Shipping Service and Logistics is Industry Leading

.05

.20

Weaknesses

1.29

1.) Low Profit Margin

.20

2.) Extensive Diversification Leads to Extensive Risk

.08

3.) Reliance on Amazon Prime and Reduction of Benefits to Average Customer

.12

.24

4.) Dubious Third Party Sellers/Behaviors

.10

.20

5.) Amazon Fire Phone and Other Failed Ventures

.11

Totals

1.0

2.12

Amazon has a great management structure and a wonderful attitude when it comes to taking care of their customers, but their constant need to diversify and play in new markets has done two things: lowered their sales margin and created some dogs in terms of products. One need only look at the abysmal Fire Phone, something that was met with such a bad reception that it famously sold for one penny with a 2 year contract less than one year after being introduced to the marketplace. While Amazon takes a break from diversifying and chasing new ideas, it should examine what it’s doing to lower profit margin so much and play to its stars and cash cows until the IFE score goes up to at least average.

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SWOT Analysis

It’s interesting – as it sits in 2016, there isn’t a more prominent online retailer than Amazon. Even the baby boomers know and trust the company. With their hands in everything from fresh produce to cloud streaming services and the classic book, Amazon seems prepared to handle nearly any customer’s needs. What’s hurting them is that since the beginning, Amazon has focused on bringing new products into the fold and worried about making money off of them second. A company can only sustain itself on methods like that for so long – they aren’t in the first five years anymore, and where they were once a plucky startup, they have become a monolith alongside Wal-Mart, Target, eBay, and Netflix. They should focus on developing the winners they have, tweaking the lacking aspects, and ditch the losers. A leaner, meaner, and more focused Amazon means raising that profit margin – the single biggest risk facing the company. Profits first, not innovation. Not anymore.

Industry Analysis

Michael Porter’s five forces model reads as the following – competitive rivalry, bargaining power of suppliers, bargaining power of customers, threat of new entrants, and threat of substitute products or services (Arline, 2015.) In terms of Amazon’s business and their place in the market, Porter’s five forces expand and help further an understanding of the firm.

Competitive rivalry comes from all sides for Amazon. They are a retailer, media conglomerate, reseller and marketplace host, and other general business ventures like fresh produce delivery. Diversification of the firm’s offerings has lead them to be the closest thing to a replacement for Sears in quite some time – however, this also means that there’s more competition for them than almost any other firm out there. Fortunately, competition is only at its

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most fierce when four firms or less are battling for position (Arline, 2015.) Thankfully Amazon isn’t among four tight firms in some of its market segments. For media, there’s not only Amazon Prime, but Netflix, Hulu, Time Warner and Comcast, Spotify, iTunes, and Google – lots of choices and plenty of competition means that no four firms are holding the lion’s share quite yet. With online electronics and general retail, it’s a different story. Amazon, eBay, and the big box retailers each compete in the US for market share – a bit more than four firms, but still tight competition as electronics are notorious for having razor thin margin. Globally, only Alibaba comes close to taking on Amazon for world domination and customer count. A Chinese firm that’s got ambition as high as Seattle’s Amazon, Alibaba is a force in its own right, surviving and growing over 30% in one year as of the ending quarter in March 2016 (Wells, 2016.)

Amazon’s suppliers are varied in their bargaining power depending on which segment of the business is in discussion. As a media provider, music firms often find themselves on every service out there. Spotify, Apple Music, Amazon Prime – they all usually have the same selection and only a few exceptions can be found (Namely, the newest Kanye West album was only available on Tidal for a time.) In regards to television and movies, Amazon Prime finds most of its success in original content that they create and own the rights to – a good move. As media consumption habits change and consumers migrate from traditional cable subscriptions, streaming services like Amazon Prime and Netflix will find themselves paying more for what was once considered a fringe business. In terms of retail and products, Amazon has one of the largest distribution networks to be found and it’s well known that Amazon has a thinner sales margin than most would like. Though they are sure to get discounts based on volume pricing, Amazon simply has to pay the same rate for products as everyone else – lest the vendors upset their decades old brick and mortar connections.

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Consumers’ bargaining power comes at its most potent form when there are few customers that support a small firm – neither of these describe Amazon’s customers nor its business. Finding over 50% growth for the fiscal year ending March 2016 (Wells 2016), Amazon has done a great job at establishing itself with a wide consumer base, and with Amazon Prime, they make it a challenge to make a customer shop elsewhere – they’ve learned well from Costco and Sam’s Club.

New entrants and substitutes coming to play in Amazon’s sandbox is something that’s an interesting proposition – it’s not an easy thing to set up the powerful distribution and pricing network that Amazon has. Rather than an “amazon killer” coming to the forefront, Amazon’s risk comes from every competitive market having a better alternative. For example, if Netflix runs a better streaming business, eBay somehow makes selling and buying between users safer and higher quality, and Alibaba or the retailers (Target, Best Buy) are able to perform better in terms of pricing, customer service, and delivery times, then Amazon has a heavy problem – however the odds of that happening are very rare. Still, Amazon Prime is ensuring that users won’t even be able to examine other businesses to see how they stack up – not when the fee is $99 per year to use Amazon to its fullest. Unless the domestic economy takes a downturn and users simply can’t afford what’s being offered, Amazon has done a great job at making customers happy and content with an assault of content available for a small yearly fee.

Financial Analysis

To examine Amazon’s structure and financial health, several questions must be answered and examined. Each one will be addressed in depth.

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Financial strengths and weaknesses for Amazon is most fittingly found in the quick ratio – and Amazon’s in trouble, as it only has $.74 of every dollar to cover liquidity should the need arise. This leads us to ask how at risk is Amazon at engaging in liquidity via heavy losses or bankruptcy. To answer, the debt/equity ratio is looked at – and we find that though Amazon isn’t very liquid, they have made a smart move investing in the business as they are financing everything quite well with a debt/equity ratio of only .46. Which leads to one final question – if the assets are invested in the business because sales are high, how is the firm doing at protecting the business in terms of investors and shareholders? Amazon sits at 37.42 – well over the industry average of 10.26, meaning that shareholders will see no reason to abandon ship while things are performing so well.

Short term capital is best raised in times of dire need by either selling shares or assets – as Amazon has already stretched its assets past the point of sensible liquidity, Amazon would have to look at shares which are selling quite high compared to the industry average. To answer, yes, they could indeed raise capital – but not in multiple ways that we would hope they could. This is a troubling aspect of Amazon’s business.

Long term capital via debt or equity is another facet that Amazon performs better at – they have plenty of assets to sell, but would sell them at a loss if they were forced to liquefy at this juncture. Further examination proves this as seen in the leverage ratio of 3.99 – Amazon has been aggressively growing its business via debt. To give a concise answer, Amazon is not able to finance long term capital via equity – and accomplishing it through debt seems to be the method they’ve pursued to date.

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Working capital at Amazon is impressive – as they sit, they are dealing with 2.63 Billion in working capital, over 800% higher than the services sector in general (Microaxis, 2016.) To put it simply, Amazon is more than capable at this juncture. They have plenty of working capital.

Capital budgeting procedures are strong at Amazon. Though they experience seasonal booms in business for the holidays, they are strong at pushing sales and services platforms all year round thanks to Amazon Prime membership and a strong product selection that meets any need any time of the year. Cash flow is of course stronger in Q4, but not weak in Q1, Q2, or Q3.

Dividend payouts simply don’t exist at Amazon – and at this point in their company, it’s wise to keep it that way. Though they have a high recommendation to buy for investors and perform well in the stock market, Amazon has a lot of debt to fuel that growth and needs every penny to stem the tide. As long as they stay a market leader, dividends won’t be needed for them to perform well at trading, as they stock grows at a strong rate and sells well on the market due to first placement.

Investors and stockholders at Amazon have an interesting place – simply looking at how investors reacted to the disastrous Fire Phone with waning investments and a failing profit margin to boot, Amazon scared investors with such a brazen move. However, the stock price has otherwise been rising and as Amazon surges forward, investors are no doubt eager to ride the ticker to the top.

Amazon’s financial managers have done a decent job at weathering the storm once Jeff Bezos decides he wants to sail into a hurricane. Through numerous hardware failures and even rumors of a digital music streaming service, Amazon has fueled growth with resources found in debt allocation. Have they done a good job? Once again, sales cures all. They haven’t torched the

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place. They’ve protected the assets and made growth consistent and above market standard. They’ve earned at least a B.

Competitive Strategies – Grand Strategy

The Grand Strategy matrix will be how Amazon is evaluated – rather than BCG (due to lack of needed information as a student rather than a financial consultant), SWOT (too grandiose to convey in a text document), or SPACE (not enough focus on what is important as Amazon), the Grand Strategy matrix will be used – per the text, the GSM is best used for rapid expansion firms, and Amazon definitely qualifies. Simply put, Amazon has grown the business over 50% and is a global brand. As Fred R. David put it, “firms in quadrant I are in excellent strategic position” (2013, p.189.) The only thing Amazon needs to do is focus on doing what it does better – developing market share and services in to profitable ventures, using that capital gained to try new things and do them better than most. The only advise I could possible give them would be to make sure they don’t overreach their grip – Sears once had this position.

Quadrant II

Quadrant I

1. Strong Brand Recognition

2. Customer Focused Philosophy

3. Customer Service Effectiveness

4. Shipping and Logistics

5. Increasing Cusotmer Base

6. Diversification

Quadrant III

Quadrant IV

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Recommendation

Amazon has three possible options facing them to alleviate them of the issues that they face. They could either focus on seeking ownership of their suppliers through backward integration, gain ownership over distributors via forward integration, or focus on developing market share via marketing and effective promotion of services and products.

Backward integration would mean Amazon would need to exert more control over the firms that sell to them. A hope of outright acquiring them would be nearly impossible due to the breadth of scope each product line sold provides. Amazon should focus on developing relationships or purchasing stock in these companies to exert better price control of products they sell. The primary goal of this strategy is to develop a fix for the low sales profit margin that is currently the biggest threat to Amazon. Better control of prices and suppliers allows Amazon to continue to sell products and services and maintain market share, but would allow them to preserve more sales dollars.

Forward integration would focus on Amazon maintaining a focus control on distributors, namely FedEx and UPS in the United States. Amazon is currently fronting many shipping costs via Amazon Prime membership, and with a razor thin sales margin, Amazon needs to preserve every dollar it can. Greater control over things like shipping and distribution would allow Amazon to secure a better standing with a great liability, two firms that have total control over Amazon’s distribution of products to customers. This would also include a small section to take care of designated pickup points for customers that don’t want products delivered to their homes.

Market Penetration strategy focuses on Amazon gaining more market share via advertising to get customers to engage with Amazon Prime and other services with the brand,

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such as Audible and Amazon Web Services. This strategy is the safest for Amazon to engage in, but also contains the lowest potential for growth or meaningful change in the firm’s benefit. For quarterly pursuits, this strategy is best – for long term change and revolution, this strategy is worst.

Each strategy has its own benefits and weaknesses. Chiefly, Backward Integration and Forward Integration are both less beneficial immediately. They don’t product as good of a profit immediately - but they set the stage for Amazon to take hold in the future and benefit the firm during a time of great success to ensure it continues. Market Penetration does a great job immediately and helps build the firm now, but does nothing to address weaknesses or prevent them from getting worse as time goes on. Which strategy is picked depends on the firm’s attitude and comfort with risk. Being the safe better that I am, I recommend forward integration, strategy 2.

Current StrategyBackward IntegrationForward IntegrationMarket PenetrationKey FactorsWeightScoresTotal ScoreWeightScoresTotal ScoreWeightScoresTotal ScoreWeightScoreTotal ScoreStrengthsStrong Brand Recognition0.130.30.130.30.130.30.240.8Forward Thinking Corporate Attitude0.130.30.230.60.230.60.140.4Customer-Focused Philosophy0.0730.210.0730.210.0730.210.0730.21Customer Service is Effective (After Sales Support)0.0740.280.0740.280.0740.280.0740.28Shipping Service and Logistics is Industry Leading0.0540.20.0540.20.1540.60.0540.2Weaknesses1.291.591.991.89Low Profit Margin0.210.20.1440.560.1240.480.110.1Extensive Diversification0.0810.080.0810.080.0810.080.0810.08Reliance on Subscription Services0.1220.240.0820.160.0920.180.1220.24Dubious Third Party Sellers0.120.20.120.20.0120.020.120.2Failed Hardware Ventures0.1110.110.1110.110.1110.110.1110.11Sum Weights12.1212.712.8612.62OpportunitiesIncreasing Customer Base0.0940.360.0940.360.0940.360.1540.6Digital Culture Globally0.0940.360.0940.360.0940.360.0940.36International Customer Base Growth0.0930.270.0930.270.0930.270.1540.6Expanding Product Line and Availability0.0840.320.0840.320.0840.320.0840.32Newer Generations Seeking Services Online0.1540.60.1540.60.1540.60.1540.6Threats1.911.912.48Ebay, Online Retailers and Digital Platforms0.0720.140.0720.140.0520.10.0330.09New Legislation on Digital Good and Shipping0.1510.150.1510.150.110.10.1510.15Low Profit Margin0.120.20.1640.640.1740.680.120.2Low Cost of Entry for Competition0.0820.160.0210.020.0820.160.0530.15Older Generation Wary of Online Interactions0.110.10.110.10.110.10.0510.05Sum Weights12.6612.9613.0513.12

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With each of the three strategies, they are aimed at fixing Amazon’s biggest risk – loss of profit margin. Amazon has done a great job at making sure that they expand into new markets and offer a broadening span of products available to customers. Under Amazon Prime, they are doing a wise strategy to contain customers to the Amazon ecosystem and ensuring that with a wide product line, Amazon can offer whatever it is a customer needs. This comes at a cost, namely profit margin. Amazon’s biggest risk is loss of profit margin. Currently standing at less than ten percent, Amazon needs to implement a strategy that will increase profit margin and drive up shareholder value. In addition to a risk with low profit margin, Amazon is floating most of its growth through assumption of debt and not through sales reserves. Via strategy 2, where Amazon uses forward integration to get a better purchase on distribution channels to its customers. The method will increase profit margin, increase shareholder value, and protect Amazon from further price gouging that UPS and FedEx may engage in.

Implementation Plan

To implement forward integration, Amazon will have to do something it’s never done before – close a few divisions that are creating loss or just aren’t driving profits high enough. Closing services like Amazon Fresh, Drone Air delivery, and the Fire product line (Fire Phone, Fire Tablet, Fire Stick) will free up precious resources enough to couple the money with Amazon’s profits enough to purchase either a big enough stake in UPS and FedEx that they can get better deals, or create their own fleet of shipping services. Amazon Box could be a name that gives this project the pizazz it needs. With its own means of distribution, Amazon would be free to save precious profit margin in shipping and sending products to customers and allow them to use that profit margin to pay down enough debt before they expand into more fringe markets again. Currently, the EPS for Amazon is .52, according to the NASDAQ (2016). The EBIT is

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$3.07 Billion, thanks to WikiInvest (2016). Utilizing this information, and under the assumption that closing the three divisions of Fire, Fresh, and Drone Air, Amazon could drum up over $500 Million. Using this extra growth, Amazon would then expand EBIT to $3.5 Billion (let’s assume I’m coming up too high on earnings from closings.) With this new information, that frees up over $3 Billion to battle FedEx and UPS – and with that money, let’s use Amazon Box to compete with them. Not only is Amazon going to handle their own distribution, they’re going to break through and offer a third option to customers and businesses. With that, it takes over $1 Billion to develop and create Amazon Box – leaving only $2 Billion left for EBIT. This lowers sales, EPS, and creates a momentary loss across the board for Amazon. This is part of the strategy – and with a new division that will start earning from day one, whether or not customers and businesses use it as competition for FedEx and UPS, Amazon is now in a much better financial standing than before, if we think long term. The Pro Forma statement is attached in a separate document.

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References

Gregory, L. (2016, July 21). Amazon.com Inc.'s Vision Statement & Mission Statement (An Analysis) - Panmore Institute. Retrieved October 08, 2016, from http://panmore.com/amazon-com-inc-vision-statement-mission-statement-analysis

Dreher, R. (2014, April 16). The Death Of Sears. Retrieved October 08, 2016, from http://www.theamericanconservative.com/dreher/the-death-of-sears/comment-page-1/

David, F. R. (2013). Strategic management concepts: A competitive advantage approach (14th ed.). Boston: Pearson.

Quinn, J. (2015, August 15). Amazon timeline: From internet bookshop to the world's biggest online retailer. Retrieved October 08, 2016, from http://www.telegraph.co.uk/technology/amazon/11801515/Amazon-timeline-from-internet-bookshop-to-the-worlds-biggest-online-retailer.html

Arline, K. (2015, February 18). Porter's Five Forces Model : Tips and Examples. Retrieved October 23, 2016, from http://www.businessnewsdaily.com/5446-porters-five-forces.html

Wells, N. (2016, May 5). A tale of two companies: Matching up Alibaba vs. Amazon. Retrieved October 23, 2016, from http://www.cnbc.com/2016/05/05/a-tale-of-two-companies-matching-up-alibaba-vs-amazon.html

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Amazon Working Capital | AMZN Nasdaq - Macroaxis. (n.d.). Retrieved November 6, 2016, from https://www.macroaxis.com/invest/ratio/AMZN--Working-Capital

Amazon.com (AMZN). (2016, November 18). Retrieved November 20, 2016, from http://www.wikinvest.com/stock/Amazon.com_(AMZN)/Data/EBIT

Revenue, EPS, & Dividend - Amazon.com, Inc. (AMZN) - NASDAQ.com. (2016, November 18). Retrieved November 20, 2016, from http://www.nasdaq.com/symbol/amzn/revenue-eps

AMZN Income Statement | Balance Sheet | Cash Flow | Amazon.com, Inc. Stock - Yahoo Finance. (2016, November 18). Retrieved November 20, 2016, from https://finance.yahoo.com/quote/AMZN/financials?p=AMZN