Amazon Quotes

In my view, Amazon's culture is unusually supportive of small businesses with big potential, and I believe that's a source of competitive advantage.

If we can arrange things in such a way that our interests are aligned with our customers, then in the long term that will work out really well for customers and it will work out really well for Amazon.

Amazon is not too big to fail ... If we start to focus on ourselves, instead of focusing on our customers, that will be the beginning of the end ... We have to try and delay that day for as long as possible.

One of the things we don't do very well at Amazon is a me-too product offering. So when I look at physical retail stores, it's very well served, the people who operate physical retail stores are very good at it...the question we would always have before we would embark on such a thing is: What's the idea? What would we do that would be different? How would it be better? We don't want to just do things because we can do them...we don't want to be redundant.

I like treating things as if they're small. You know, Amazon-even though it is a large company-I want it to have the heart and spirit of a small one."

Great innovations, large and small, are happening every day at Amazon because of our obsession with customers.

Feel free to cover Amazon any way you want. Feel free to cover Jeff Bezos any way you want.

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.

Setting the bar high in our approach to hiring has been, and will continue to be, the single most important element of Amazon.com's success.

We've had three big ideas at Amazon that we've stuck with for 18 years, and they're the reason we're successful: Put the customer first.Invent. And be patient.

Our judgment is that relentlessly returning efficiency improvements and scale economies to customers in the form of lower prices creates a virtuous cycle that leads over the long term to a much larger dollar amount of free cash flow, and thereby to a much more valuable Amazon.com.

Our success at Amazon is a function of how many experiments we do per year, per month, per week, per day.

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.

If everything you do needs to work on a three-year time horizon, then you're competing against a lot of people. But if you're willingto invest on a seven-year time horizon, you're now competing against a fraction of those people... Just by lengthening the time horizon, you can engage in endeavors that you could never otherwise pursue. At Amazon we like things to work in five to seven years. We're willing to plant seeds, let them grow-and we're very stubborn. We say we're stubborn on vision and flexible on details.

Until July, Amazon.com had been primarily built on two pillars of customer experience: selection and convenience. In July, as I already discussed, we added a third customer experience pillar: relentlessly lowering prices.

What we want to be is something completely new. There is no physical analog for what Amazon.com is becoming.

Amazon.com strives to be the e-commerce destination where consumers can find and discover anything they want to buy online.

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.