Amazon is the Fortune 500 e-commerce company headquartered in Seattle, Washington. On July 5, 1994, Jeff Bezos appeared on the company as a book for sale in a 400-square-foot garage, before going public in 1997. Bezos and his board of directors started to figure out “there’s more to this than selling books”, they transformed a simple business idea to an online shopping platform that could store all sorts of products, while packaging and shipping it all themselves. Amazon now sells clothing, furniture, household items, diapers, office supplies, electronics accessories, furniture, food, coffee and more (Hall, 2017). In 1999, Amazon completed its founding mission of becoming the world’s largest online bookstore. Two years later, it reversed the first profit. By 2011, just 15 years after Amazon started out, they had 25 million square feet of warehouse space and reported revenues of 50 billion U.S. dollars, controlling 10% of North American e-commerce markets (Lawton, 2016). Competitors are struggling to move from entity-based businesses, but Amazon has repeatedly been at the forefront of e-commerce markets. They quickly became “all stores,” with no third parties, no strings attached, but a unified business that no other company relied on. This gives them a huge advantage and depends on the supply chains of different companies to help them stay calm. What makes them unique is that they categorize, package, and transport any particular product to create a simple and effective system. This system provides consumers with a buying environment where you can buy almost any product and send it to your doorstep within 24 hours. By doing so, they have changed the way the world buys their products, but this is not an easy process. They believe that the entire company is a small team of paired, these small teams have established the use of customers, vendors, merchants and external developers. This essay will provide PESTEL, Porter, four strategic recommendations and conclusion.