Jeff Bezos Quotes
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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.
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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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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 think one of the things people don't understand is we can build more shareholder value by lowering product prices than we can by trying to raise margins. It's a more patient approach, but we think it leads to a stronger, healthier company. It also serves customers much, much better.
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We're working to lower the cost of spaceflight so that many people can afford to go and so that we humans can better continue exploring the solar system. Accomplishing this mission will take time, and we're working on it methodically.
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If there’s one reason we have done better than of our peers in the Internet space over the last six years, it is because we have focused like a laser on customer experience.
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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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I wouldn't be surprised if history records Tim Berners-Lee as the second Gutenberg.
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People loved their horses, too. But you don't keep riding your horse to work just because you love it.
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If you're long-term oriented, customer interests and shareholder interests are aligned.
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The Internet is disrupting every media industry...people can complain about that, but complaining is not a strategy. And Amazon is not happening to book selling, the future is happening to book selling.
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We also have no incentive compensation of any kind. And the reason we don’t is because it is detrimental to teamwork.
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People forget already how much utility they get out of the Internet - how much utility they get out of e-mail, how much utility they get out of even simple things like brochureware online.
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If you want to be inventive, you have to be willing to fail.
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I love my life. I love being an inventor.
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The book is not really the container for the book. The book itself is the narrative. It's the thing that people create.
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I don't want to use my creative energy on somebody else's user interface.
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You know, if you make a customer unhappy they won't tell five friends, they'll tell 5,000 friends. So, we are at a point now where we have all of the things we need to build an important and lasting company, and if we don't, it will be shame on us.
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For many people, extended reading sessions on an LCD display cause eyestrain.
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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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If you're truly obsessed over customers, it'll cover a lot of errors.
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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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Focusing on the customer makes a company more resilient.
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Amazon Pages and Amazon Upgrade leverage Amazon's existing 'Search Inside the Book' technology to give customers unusual flexibility in how they buy and read books, .. In collaboration with our publishing partners, we're working hard to make the world's books instantly accessible anytime and anywhere.