Quotes About Strategy

We don't have a single big advantage," he once told an old adversary, publisher Tim O'Reilly, back when they were arguing over Amazon protecting its patented 1-Click ordering method from rivals like Barnes & Noble. "So we have to weave a rope of many small advantages.

that, "as unlikely as this string of events is, we are evaluating options to make this case even less likely." After those incidents, employees had to write a

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.

Bezos liked to say that "good intentions don't work, but mechanisms do.

You've built this lovely castle, and now all the barbarians are going to come riding on horses to attack the castle," Bezos said, according to a former AWS exec who reports hearing the comment. "You need a moat; what is the moat around the castle?" (Amazon denied that Bezos said this.)

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.

There are two kinds of retailers: there are those folks who work to figure how to charge more, and there are companies that work to figure how to charge less, and we are going to be the second, full-stop," he

Walton described borrowing the best ideas of his competitors. Bezos's point was that every company in retail stands on the shoulders of the giants that came before it.

One of the paradoxes of growth is that growth creates complexity and complexity is the silent killer of growth," said Bain director James Allen in the video.

If somebody else can sell it cheaper than us, we should let them and figure out how they are able to do it.

The notion that he can accomplish a huge amount with a larger time frame, if he is steady about it, is fundamentally his philosophy.

Later Bezos recalled speaking at an all-hands meeting called to address the assault by Barnes & Noble. "Look, you should wake up worried, terrified every morning," he told his employees. "But don't be worried about our competitors because they`re never going to send us any money anyway. Let's be worried about our customers and stay heads-down focused."15

Thus did Jeff Bezos become one of the original investors in Google, his company's future rival,

Bezos had ruthlessly engineered another acquisition by driving his target off a cliff. Says one observer who had a seat close to the battle, "They have an absolute willingness to torch the landscape around them to emerge the winner.

Single at the time, he started taking ballroom-dance classes, calculating that it would increase his exposure to what he called n+ women. He later famously admitted to thinking about how to increase his "women flow,

didn't understand that his business was to sell books, not trash them. "We saw it very differently," Bezos said. "When I read that letter, I thought, we don't make money when we sell things. We make money when we help customers make purchase decisions."5

Jobs's personal interests guided Apple's strategy. Bezos's particular passions would have the same defining impact at Amazon. Bezos didn't just love books—he fully imbibed them, methodically processing each detail.

Moving cautiously and playing by the rules had proven to be a costly mistake.

companies to acquire other firms only when they had fully mastered their virtuous circles, and then "as an accelerator of flywheel momentum, not a creator of it.

There are two kinds of retailers: there are those folks who work to figure how to charge more, and there are companies that work to figure how to charge less, and we are going to be the second, full-stop,

It's an easy prediction to make—that Jeff Bezos will do what he has always done. He will attempt to move faster, work his employees harder, make bolder bets, and pursue both big inventions and small ones, all to achieve his grand vision for Amazon—that it be not just an everything store, but ultimately an everything company.

There are two ways of building a business. Many times, you aim, aim, aim, and then shoot," he said, according to three executives who were there. "Or, you shoot, shoot, shoot, and then aim a little bit. That is what you want to do here. Don't spend a lot of time on analysis and precision. Keep trying stuff.

the quicker the company grew, the more territory it could capture in what was becoming the race to establish new brands on the digital frontier.

Existem dois tipos de vendedores: os que trabalham para descobrir como cobrar mais e os que trabalham para descobrir como cobrar menos, e nós seremos o segundo, ponto final",