Quote

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.

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
Way
Focused
People
Critical
Externally
Reach
Internally
Mass
Competitor
Ways
Competitors
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Customer
Company
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Whole
Customers

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For many people, extended reading sessions on an LCD display cause eyestrain.
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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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We expect all our businesses to have a positive impact on our top and bottom lines ... Profitability is very important to us or we wouldn't be in this business.
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I feel like in one year it's very easy to go from Internet poster boy to Internet piсata.
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If your customer base is aging with you, then eventually you are going to become obsolete or irrelevant. You need to be constantly figuring out who are your new customers and what are you doing to stay forever young.
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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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You don't choose your passions your passions choose you.
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Your brand is what people say about you when you're not in the room
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Our vision is every book ever printed in any language [fetched and viewable on our eBook Kindle device] in under 60 seconds.
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Every new thing creates two new questions and two new opportunities.
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I definitely believe people should pay for copyrighted works. And the laws are sufficient: They already require you to pay for copyright work. There's no confusion. The problem is...it's a heck of a lot easier to steal MP3s than to buy them.
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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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... 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 you can't feed a team with two pizzas, it's too large.
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When [competitors are] in the shower in the morning, they're thinking about how they're going to get ahead of one of their top competitors. Here in the shower, we're thinking about how we are going to invent something on behalf of a customer.
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If you don't understand the details of your business you are going to fail.
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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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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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If you make customers unhappy in the physical world, they might each tell 6 friends. If you make customers unhappy on the Internet, they can each tell 6,000 friends.
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