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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.

Jeff Bezos

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Jeff Bezos
Age: 60
Born: 1964
Born: January 12
Astronaut
Computer Scientist
Entrepreneur
Albuquerque
New Mexico
Jeffrey Preston Bezos
Jeffrey Preston Jorgensen
Jeff Preston Bezos
Jeffrey Preston ''Jeff'' Bezos
Little
Bits
Customer
Important
Party
Guests
Every
Success
Invited
Make
Jobs
Host
Business
Customers
Retention
Experience
Satisfaction
Hosts
Littles
Commitment
Retail
Better
Aspect
Amazon

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Not the outcome any of us wanted.
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What I want to talk to you about today is the difference between gifts and choices. Cleverness is a gift, kindness is a choice. Gifts are easy - they’re given after all. Choices can be hard. You can seduce yourself with your gifts if you’re not careful, and if you do, it’ll probably be to the detriment of your choices.
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The three most important things in retail are location, location, location. The three most important things for our consumer business are technology, technology, technology.
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The most important single thing is to focus obsessively on the customer. Our goal is to be earth's most customer-centric company.
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Seek instant gratification - or the elusive promise of it - and chances are you'll find a crowd there ahead of you.
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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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We've done price elasticity studies, and the answer is always that we should raise prices. We don't do that, because we believe -- and we have to take this as an article of faith -- that by keeping our prices very, very low, we earn trust with customers over time, and that that actually does maximize free cash flow over the long term.
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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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Part of company culture is path-dependent. It’s the lessons you learn along the way.
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... if it's not your style to stretch and go the extra mile to make sure our customer experience is great, you're going to have an allergic reaction to this company. You probably won't stay. If you do try and stay, but can't adapt to the culture then it will reject you like a virus from a healthy immune system.
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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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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.
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There'll always be serendipity involved in discovery.
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A lot of people – and I’m just not one of them – believe that you should live for the now. I think what you do is think about the great expanse of time ahead of you and try to make sure that you’re planning for that in a way that’s going to leave you ultimately satisfied. This is the way it works for me.
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When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices.
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People who are right most of the time are people who change their minds often
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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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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.
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