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We watch our competitors, learn from them, see the things that they were doing for customers and copy those things as much as we can.

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
Watches
Watch
Learn
Business
Much
Competitors
Things
Copy
Copies
Customers

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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.
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One of the things that gets me up in the morning is knowing that customer expectations are always rising, and I find that very exciting.
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If we think long term, we can accomplish things that we couldn't otherwise accomplish.
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People don't want gadgets, they want services.
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There are multiple ways to be externally focused that are very successful. You can be customer-focused or competitor-focused. Some people are internally focused, and if they reach critical mass, they can tip the whole company.
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I'm skeptical that the novel will be 're-invented.'
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If there’s one reason we have done better than of our peers in the Internet space over the last six years, it is because we have focused like a laser on customer experience.
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If you don't understand the details of your business you are going to fail.
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Word of mouth is very powerful.
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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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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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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.
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For every leader in the company, not just for me, there are decisions that can be made by analysis. These are the best kinds of decisions!
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Cultures aren’t so much planned as they evolve from that early set of people.
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Not the outcome any of us wanted.
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You cannot make a business case that you should be who you are not
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When you receive criticism from well-meaning people, it pays to ask, ‘Are they right?’ And if they are, you need to adapt what they’re doing. If they’re not right, if you really have conviction that they’re not right, you need to have that long-term willingness to be misunderstood. It’s a key part of invention.
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The people who are right a lot often change their minds.
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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.
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Many of the traits that make Amazon unusual are now deeply ingrained in the culture. In fact, if I wanted to change them, I couldn't. The cultures are self-reinforcing, and that's a good thing.
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