Zitat des Tages von Jeff Bezos:
Life's too short to hang out with people who aren't resourceful.
The best customer service is if the customer doesn't need to call you, doesn't need to talk to you. It just works.
I believe you have to be willing to be misunderstood if you're going to innovate.
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.
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.
The common question that gets asked in business is, 'why?' That's a good question, but an equally valid question is, 'why not?'
Because, you know, resilience - if you think of it in terms of the Gold Rush, then you'd be pretty depressed right now because the last nugget of gold would be gone. But the good thing is, with innovation, there isn't a last nugget. Every new thing creates two new questions and two new opportunities.
Cultures, for better or worse, are very stable.
We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better.
If you do build a great experience, customers tell each other about that. Word of mouth is very powerful.
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.
I'm a big fan of all-you-can-eat plans, because they're simpler for customers.
For many people, extended reading sessions on an LCD display cause eyestrain.
Infrastructure web services had to happen.
You know, we love stories and we love narrative; we love to get lost in an author's world.
I don't think that you can invent on behalf of customers unless you're willing to think long-term, because a lot of invention doesn't work. If you're going to invent, it means you're going to experiment, and if you're going to experiment, you're going to fail, and if you're going to fail, you have to think long term.
What's dangerous is not to evolve.
Amazon.com strives to be the e-commerce destination where consumers can find and discover anything they want to buy online.
A brand for a company is like a reputation for a person. You earn reputation by trying to do hard things well.
It is very difficult to get people to focus on the most important things when you're in boom times.
I know Elon, we're very like minded in many ways. We're not conceptual twins. One thing I want us to do is go to Mars, but for me it's one thing. He's singularly focused on that. I think motivation wise, for me I don't find that Plan B idea motivating. I don't want a plan B for Earth, I want Plan B to make sure Plan A works.
I've always been at the intersection of computers and whatever they can revolutionize.
If you can't tolerate critics, don't do anything new or interesting.
I think the definition of a book is changing.
I'm skeptical that the novel will be 're-invented.'
The book is not really the container for the book. The book itself is the narrative. It's the thing that people create.
The killer app that got the world ready for appliances was the light bulb. So the light bulb is what wired the world. And they weren't thinking about appliances when they wired the world. They were really thinking about - they weren't putting electricity into the home. They were putting lighting into the home.
If you don't understand the details of your business you are going to fail.
It's not an experiment if you know it's going to work.
Real estate is the key cost of physical retailers. That's why there's the old saw: location, location, location.
People will visit Mars, they will settle mars, and we should because it's cool.
I think there are going to be a bunch of tablet-like devices. It's really a different product category.
When it comes to space, I see it as my job, I'm building infrastructure the hard way. I'm using my resources to put in place heavy lifting infrastructure so the next generation of people can have a dynamic, entrepreneurial explosion into space.
Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.
What we want to be is something completely new. There is no physical analog for what Amazon.com is becoming.
Part of company culture is path-dependent - it's the lessons you learn along the way.
