Jeff Bezos Quotes
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Our vision is every book ever printed in any language fetched and viewable on our eBook Kindle device in under 60 seconds.
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We were hoping to build a small profitable company; and of course, what we've done is build a large, unprofitable company.
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I think that, ah, I'm a very goofy sort of person in many ways.
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Cultures aren’t so much planned as they evolve from that early set of people.
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In the end, we are our choices.
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Maintain a firm grasp of the obvious at all times.
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Go to bed early and wake up early. The morning hours are good.
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If we think long term, we can accomplish things that we couldn't otherwise accomplish.
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Mediocre theoretical physicists make no progress. They spend all their time understanding other people's progress.
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I’m a big fan of all-you-can-eat plans, because they’re simpler for customers.
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We've got thousands of investors counting on us. And we're a team of thousands of employees all counting on each other. That's fun.
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One of the things it was obvious you could do with an online store is have a much more complete selection.
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Feel free to cover Amazon any way you want. Feel free to cover Jeff Bezos any way you want.
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The thing about inventing is you have to be both stubborn and flexible. The hard part is figuring out when to be which.
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If everything you do needs to work on a three-year time horizon, then you’re competing against a lot of people, But if you’re willing to invest on a seven-year time horizon, you’re now competing against a fraction of those people, because very few companies are willing to do that. Just by lengthening the time horizon, you can engage in endeavours that you could never otherwise pursue. At Amazon we like things to work in five to seven years. We’re willing to plant seeds, let them grow—and we’re very stubborn. We say we’re stubborn on vision and flexible on details.
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I think there are going to be a bunch of tablet-like devices. It's really a different product category.
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I think technology advanced faster than anticipated. In that whirlwind, a lot of companies didn't survive. The reason we have done well is because, even in that whirlwind, we kept heads-down focused on the customers. All the metrics that we can track about customers have improved every year.
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Our biggest cost is not power, or servers, or people. It's lack of utilization. It dominates all other costs.
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Work hard, have fun and make history.
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If you don't understand the details of your business you are going to fail.
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Cultures, for better or worse, are very stable.
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In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts...
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Lowering prices is easy. Being able to afford to lower prices is hard.
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Determine what your customers need, and work backwards.