The great thing about fact-based decisions is that they overrule the hierarchy.
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.
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.
I have a strongly held belief that one of the reasons that Amazon has been successful is because we do not obsess over competitors. Instead we obsess over customers.
Our biggest cost is not power, or servers, or people. It's lack of utilization. It dominates all other costs.
It's not an experiment if you know it's going to work.
Advertising is the price you pay for unremakable thinking.
Teachers, who are really good create that environment where you can be very satisfied by the process of learning. If you do something and you find it a very satisfying experience then you want to do more of it. The great teachers somehow convey in their very attitude and their words and their actions and everything they do that this is an important thing you're learning. You end up wanting to do more of it and more of it and more of it. That's a real talent some people have to convey the importance of that and to reflect it back to the students.
If you're not stubborn, you'll give up on experiments too soon. And if you're not flexible, you'll pound your head against the wall and you won't see a different solution to a problem you're trying to solve.
Do something you're very passionate about, and don't try to chase what is kind of the "hot passion" of the day.
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.
The thing about inventing is you have to be both stubborn and flexible. The hard part is figuring out when to be which.
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 build a great product or service, people will talk about it. But it starts with having something that's worth talking about.
In Seattle you haven't had enough coffee until you can thread a sewing machine while it's running.
The death knell for any enterprise is to glorify the past -- no matter how good it was.
A company shouldn't get addicted to being shiny, because shiny doesn't last.
We like to pioneer, we like to explore, we like to go down dark alleys and see what's on the other side.
Maintain a firm grasp of the obvious at all times.
The Net is pretty cool, but the physical world is the best medium ever.
Seek instant gratification - or the elusive promise of it - and chances are you'll find a crowd there ahead of you.
Any business plan won't survive its first encounter with reality. The reality will always be different. It will never be the plan.
I told all of our original investors that they would lose their money for sure.
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.
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.
"I love my life. I love being an inventor."
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