Real estate is the key cost of physical retailers. That's why there's the old saw: location, location, location.
It's harder to be kind than clever
We also have no incentive compensation of any kind. And the reason we don’t is because it is detrimental to teamwork.
I've not seen an effective manager or leader who can't spend some fraction of time down in the trenches... If they don't do that they get out of touch with reality, and their whole thought and management process becomes abstract and disconnected.
It’s very important for entrepreneurs to be realistic. So if you believe on that first day while you’re writing the business plan that there’s a 70 percent chance that the whole thing will fail, then that kind of relieves the pressure of self-doubt.
You don't want to negotiate the price of simple things you buy every day.
If you're truly obsessed over customers, it'll cover a lot of errors.
When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices.
If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.
I never worked on the school newspaper.
There's so much stuff that has yet to be invented. There's so much new that's going to happen. People don't have any idea yet how impactful the internet is going to be and that this is still Day 1 in such a big way.
If you look at academic studies, you can see that stock prices are most closely correlated with cash flow. It's such a straightforward number. Cash flow is what will drive shareholder returns.
I'm skeptical of any mission that has advertisers at its centerpiece.
People don't want gadgets, they want services.
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.
If there’s one reason we have done better than of our peers in the Internet space over the last six years, it is because we have focused like a laser on customer experience.
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.
It's perfectly healthy-encouraged, even- to have an idea tomorrow that contradicted your idea today
On the Internet, companies are scale businesses, characterized by high fixed costs and relatively low variable costs. You can be two sizes: You can be big, or you can be small. It's very hard to be medium. A lot of medium-sized companies had the financing rug pulled out from under them before they could get big.
There is no map, and charting a path ahead will not be easy. We will need to invent, which means we will need to experiment.
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.
Are you lazy or just incompetent?
We're not competitor obsessed, we're customer obsessed. We start with the customer and we work backwards.
I don't want to use my creative energy on somebody else's user interface.
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.
"I love my life. I love being an inventor."
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