Jeff Bezos Quotes
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I wouldn't be surprised if history records Tim Berners-Lee as the second Gutenberg.
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When competitors are in the shower in the morning, they're thinking about how they're going to get ahead of one of their top competitors. Here in the shower, we're thinking about how we are going to invent something on behalf of a customer.
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Web 1.0 was making the Internet for people, Web 2.0 is making the Internet better for companies.
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Your margin is my opportunity.
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It is very difficult to get people to focus on the most important things when you're in boom times.
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E-mail has some magical ability to turn off the politeness gene in a human being.
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When you receive criticism from well-meaning people, it pays to ask, ‘Are they right?’ And if they are, you need to adapt what they’re doing. If they’re not right, if you really have conviction that they’re not right, you need to have that long-term willingness to be misunderstood. It’s a key part of invention.
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I love my life. I love being an inventor.
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I have a strongly held belief that one of the reasons that Amazon has been successful is because we do not obsess over competitors. Instead we obsess over customers.
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But there's so much kludge, so much terrible stuff, we are at the 1908 Hurley washing machine stage with the Internet. That's where we are. We don't get our hair caught in it, but that's the level of primitiveness of where we are. We're in 1908.
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There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.
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Many of the traits that make Amazon unusual are now deeply ingrained in the culture. In fact, if I wanted to change them, I couldn't. The cultures are self-reinforcing, and that's a good thing.
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Real estate is the key cost of physical retailers. That's why there's the old saw: location, location, location.
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If you're truly obsessed over customers, it'll cover a lot of errors.
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Our point of view is we will sell more if we help people make purchasing decisions.
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Do something you're very passionate about, and don't try to chase what is kind of the "hot passion" of the day.
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There are two kinds of companies, those that work to try to charge more and those that work to charge less. We will be the second.
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I'm not saying that advertising is going away. But the balance is shifting. If today the successful recipe is to put 70 percent of your energy into shouting about your service and 30 percent into making it great, over the next 20 years I think that's going to invert.
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There is no map, and charting a path ahead will not be easy. We will need to invent, which means we will need to experiment.
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We're building a unique global platform...In the last 18 months we found that sellers and partners are interested in complementing their online and offline businesses with Amazon's platform...
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For every leader in the company, not just for me, there are decisions that can be made by analysis. These are the best kinds of decisions!
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I'm skeptical of any mission that has advertisers at its centerpiece.
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If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.
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I strongly believe that missionaries make better products. They care more. For a missionary, it's not just about the business. There has to be a business, and the business has to make sense, but that's not why you do it. You do it because you have something meaningful that motivates you.