Quotes About Amazon

There are a lot of products still to be discovered in the world and experimentation, for example with seafood and fish. There are thousands of products that we're not eating right now that maybe will be cultivated in a good agriculture situation, a sustainable, ecological way. Maybe there will be textures or flavors we hadn't even thought of. In the Amazon there are 400 fruits that are not cultivated right now. They're just incredible fruits. Textures, tastes that we don't know right now.

Amazon may be the most beguiling company that ever existed, and it is just getting started. It is both missionary and mercenary, and throughout the history of business and other human affairs, that has always been a potent combination.

Bezos dismissed those objections and insisted that to succeed in books as Apple had in music, Amazon needed to control the entire customer experience,

Prime would eventually justify its existence. The service turned customers into Amazon addicts who gorged on the almost instant gratification of having purchases reliably appear two days after they ordered them. Signing up for Amazon Prime, Jason Kilar said at the time, "was like going from a dial-up to a broadband Internet connection.

Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop.

To me Amazon is a story of a brilliant founder who personally drove the vision," says Eric Schmidt, the chairman of Google and an avowed Amazon competitor who is personally a member of Amazon Prime, its two-day shipping service. "There are almost no better examples. Perhaps Apple, but people forget that most people believed Amazon was doomed because it would not scale at a cost structure that would work.

Bill Miller, the chief investment officer at Legg Mason Capital Management and a major Amazon shareholder, asked Bezos at the time about the profitability prospects for AWS. Bezos predicted they would be good over the long term but said that he didn't want to repeat "Steve Jobs's mistake" of pricing the iPhone in a way that was so fantastically profitable that the smartphone market became a magnet for competition.

Bezos dismissed those objections and insisted that to succeed in books as Apple had in music, Amazon needed to control the entire customer experience, combining sleek hardware with an easy-to-use digital bookstore. "We are going to hire our way to having the talent," he told his executives in that meeting. "I absolutely know it's very hard. We'll learn how to do it.

The first week after the official launch, they took $12,000 in orders and shipped $846 worth of books, according to Eric Dillon, one of Amazon's original investors. The next week they took $14,000 in orders and shipped $7,000 worth of books. So they were behind from the get-go and scrambling to catch up.

Eric and Susan Benson didn't come to Amazon alone every day - they brought their dog Rufus, a Welsh corgi.

Type Relentless.com into the Web today and it takes you to Amazon.

These were typically Amazonian names: geeky, obscure, and endlessly debated inside AWS, since according to an early AWS exec, Bezos had once mused, "You know, the name is about 3 percent of what matters. But sometimes, 3 percent is the difference between winning and losing.

Bezos didn't believe anyone could make a good decision about a feature or a product without knowing precisely how it would be communicated to the world—and what the hallowed customer would make of it.

For the first time, Amazon was spoken in the same breath as Google and Apple—not as an afterthought, but as an equal. It had blasted off into high orbit.

later published a trove of these documents, which revealed Amazon execs strategizing back in 2009 to run the company's diapers business at a loss to combat the company that operated Diapers.com, and to buy the internet doorbell company Ring in 2018—not for its technology, but to gain a dominant position in the market.

In August 1997, Dalzell started his new job as Amazon's chief information officer and became a key member of the J Team.

In 2017, Amazon spent $22.6 billion on R&D, compared to Alphabet ($16.6 billion), Intel ($13.1 billion), and Microsoft ($12.3 billion).

Eric Benson took about two weeks to construct a preliminary version that grouped together customers who had similar purchasing histories and then found books that appealed to the people in each group. That feature, called Similarities, immediately yielded a noticeable uptick in sales and allowed Amazon to point customers toward books that they might not otherwise have found.

Employees remember that when the home and kitchen category was introduced in the fall of 1999, kitchen knives would fly down the conveyor chutes, free of protective packaging. Amazon's internal logistics software didn't properly account for new categories, so the computers would ask workers whether a new toy entering the warehouse was a hardcover or a paperback book.

Bezos even wondered aloud whether Amazon could hire college students on every block in Manhattan and get them to store popular products in their apartments and deliver them on bicycles.

Para mim, a Amazon é a história de um fundador brilhante que promoveu pessoalmente a concretização de sua visão", diz Eric Schmidt, presidente executivo do Google,

There was little science to Amazon's earliest distribution methods. The company held no inventory itself at first. When a customer bought a book, Amazon ordered it, the book would arrive within a few days, and Amazon would store it in the basement and then ship it off to the customer. It took Amazon a week to deliver most items to customers, and it could take several weeks or more than a month for scarcer titles.

from his company. After the stock market crash in 2000, Amazon went through two rounds of layoffs. But Bezos didn't want to stop recruiting altogether; he just wanted to be more efficient. So he framed the kind

The confluence of those three initiatives—in the fulfillment centers, and with AWS and the Kindle—vaulted Amazon back into the graces of Wall Street. In 2008, Amazon surpassed eBay in market capitalization and was beginning to be mentioned in the same breath as Google, Apple, and a new Silicon Valley upstart, Facebook.