Jeff Bezos
Jeff Bezos
Jeffrey Preston "Jeff" Bezosis an American technology entrepreneur and investor. He has played a role in the growth of e-commerce as the founder and CEO of Amazon.com, an online merchant of books and later of a wide variety of products and services, most recently video streaming. Amazon.com became the largest retailer on the World Wide Web and a model for Internet sales...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth12 January 1964
CityAlbuquerque, NM
CountryUnited States of America
One of the things that I hope will distinguish Amazon.com is that we continue to be a company that defies easy analogy. This requires a lot of innovation, and innovation requires a lot of random walk.
I feel like in one year it's very easy to go from Internet poster boy to Internet piсata.
To get something new done you have to be stubborn and focused, to the point that others might find unreasonable.
The smartest people are constantly revising their understanding, reconsidering a problem they thought they’d already solved. They’re open to new points of view, new information, new ideas, contradictions, and challenges to their own way of thinking.
I don't know about you, but most of my exchanges with cashiers are not that meaningful.
If you invent frequently and are willing to fail, then you never get to that point where you really need to bet the whole company.
If you have a business model that relies on customers being misinformed, you better start working on changing your business model.
Where you are going to spend your time and your energy is one of the most important decisions you get to make in life.
People who are right most of the time are people who change their minds often
Our premise is there are going to be a lot of winners. It's not winner take all. Other people do not have to lose for us to win.
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.
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.
It's harder to be kind than clever
You want to look at what other companies are doing. It's very important not to be hermetically sealed. But you don't want to look at it as if, 'OK, we're going to copy that.' You want to look at it and say, 'That's very interesting. What can we be inspired to do as a result of that?' And then put your own unique twist on it.