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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.

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
Done
Profitable
Hoping
Large
Build
Courses
Course
Small
Company
Unprofitable

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It is very difficult to get people to focus on the most important things when you're in boom times.
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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.
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The best customer service is if the customer doesn't need to call you, doesn't need to talk to you. It just works.
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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.
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The great thing about fact-based decisions is that they overrule the hierarchy.
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The death knell for any enterprise is to glorify the past -- no matter how good it was.
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Web 1.0 was making the Internet for people, Web 2.0 is making the Internet better for companies.
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Everything you are comes from your choices.
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Your margin is my opportunity.
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Percentage margins are not one of the things we are seeking to optimize. It’s the absolute dollar free cash flow per share that you want to maximize, and if you can do that by lowering margins, we would do that. So if you could take the free cash flow, that’s something that investors can spend. Investors can’t spend percentage margins.
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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 try to spend my time on areas that I think are important for the future, and where I think I can add value.
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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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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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Our biggest cost is not power, or servers, or people. It's lack of utilization. It dominates all other costs.
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The framework I found which made the decision incredibly easy was what I called — which only a nerd would call — a “regret minimization framework.” So, I wanted to project myself forward to age 80 and say, “Okay, now I’m looking back on my life. I want to have minimized the number of regrets I have.”
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