Customers Quotes

Every business in the future, just like they have an email address, a website, and a social media presence today, is going to have an AI agent that their customers can talk to in the future.

More than four million businesses have Pages on Facebook that they use to have a dialogue with their customers.

A frustration I have is that a lot of people increasingly seem to equate an advertising business model with somehow being out of alignment with your customers. I think it's the most ridiculous concept.

We help Chinese companies grow their customers abroad. They use Facebook ads to find more customers. For example, Lenovo used Facebook ads to sell its new phone. In China, I also see economic growth. We admire it.

What's good for customers is good for shareholders.

Most big technology companies are competitor focused. They see what others are doing, and then work to fast follow. In contrast, 90 to 95 percent of what we build in AWS is driven by what customers tell us they want.

I constantly remind our employees to be afraid, to wake up every morning terrified. Not of our competition, but of our customers.

We hold as axiomatic that customers are perceptive and smart... But there is no rest for the weary.

It's not easy to work here, but we are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about.

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.

The biggest needle movers will be things that customers don't know to ask for. We must invent on their behalf. We have to tap intoour own inner imagination about what's possible.

We want to make money when people use our devices-not when people buy our devices. We think this aligns us better with customers. For example, we don't need our customers to be on the upgrade treadmill. We can be very happy to see people still using four-year-old Kindles!

I think technology advanced faster than anticipated. In that whirlwind, a lot of companies didn't survive. The reason we have done well is because, even in that whirlwind, we kept heads-down focused on the customers. All the metrics that we can track about customers have improved every year.

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.

If you have a business model that relies on customers being misinformed, you better start working on changing your business model.

If you're truly obsessed over customers, it'll cover a lot of errors.

I think one of the things people don't understand is we can build more shareholder value by lowering product prices than we can by trying to raise margins. It's a more patient approach, but we think it leads to a stronger, healthier company. It also serves customers much, much better.

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 actually does maximize free cash flow over the long term.

You have to use your judgment. In cases like that, we say, 'let's be simple minded. We know this is a feature that's good for customers. Let's do it.'

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