Quotes By Jeff Bezos

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 lastnugget 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.

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.

You know, we love stories and we love narrative; we love to get lost in an author's world.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

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.

Our motto at Blue Origin is 'Gradatim Ferociter': 'Step by Step, Ferociously'.

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.

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.

I think that, ah, I'm a very goofy sort of person in many ways.

Percentage margins don't matter. What matters always is dollar margins: the actual dollar amount. Companies are valued not on their percentage margins, but on how many dollars they actually make, and a multiple of that.

Strip malls are history.

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.

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.

I'm skeptical of any mission that has advertisers at its centerpiece.

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.

I have won this lottery. It's a gigantic lottery, and it's called Amazon.com. And I'm using my lottery winnings to push us a little further into space.

It is very difficult to get people to focus on the most important things when you're in boom times.

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.

The reason we chose vertical landing as our recovery architecture is that vertical landing scales really well.

No matter what your mission is, have some notion in your head. Forget the model, whether it's government or nonprofit or profit. Ask yourself the more important question: Is my mission improving the world? Are you sure about it? Seek to disconfirm that all the time. And if you can, change your mission.