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101 " Wilke subscribed to the principles laid out in a seminal book about constraints in manufacturing, Eliyahu M. Goldratt’s The Goal, published in 1984. "
― Brad Stone , The Everything Store: Jeff Bezos and the Age of Amazon
102 " The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. "
103 " Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job. "
104 " At least one anointed bar raiser would participate in every interview process and would have the power to veto a candidate who did not meet the goal of raising the company’s overall hiring bar. "
105 " Bezos insisted the company needed to master anything that touched the hallowed customer experience, and he resisted any efforts to project profitability. "
106 " 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. "
107 " Dearest Amabot,If you only had a heart to absorb our hatred... Thanks for nothing, you jury-rigged rust bucket. The gorgeous messiness of flesh and blood with prevail! "
108 " maximizing the Internet’s ability to provide a superior selection of products as compared to those available at traditional retail stores. "
109 " saw D. E. Shaw as a highly secretive hedge fund, the firm viewed "
110 " you would like to use material from the book (other than for review purposes), prior written permission must be obtained "
111 " In August 1997, Dalzell started his new job as Amazon’s chief information officer and became a key member of the J Team. "
112 " publisher at permissions@hbgusa.com. Thank you for your support of the "
113 " Bezos refined the formula even further. Every time a new feature or product was proposed, he decreed that the narrative should take the shape of a mock press release. The goal was to get employees to distill a pitch into its purest essence, to start from something the customer might see—the public announcement—and work backward. 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. Steve "
114 " Bezos proclaimed at the time, according to numerous employees: “Developers are alchemists and our job is to do everything we can to get them to do their alchemy. "
115 " Developers are alchemists and our job is to do everything we can to get them to do their alchemy. "
116 " Um dos primeiros desafios era que as distribuidoras de livros exigiam que os revendedores fizessem pedidos de pelo menos dez livros. A Amazon ainda não tinha esse volume de vendas, e Bezos mais tarde se divertiria contando como resolveu o problema. “Encontramos uma brecha”, revelou ele. “Os sistemas deles eram programados de forma que você não tinha que receber dez livros, só precisava pedir dez livros. Então encontramos um livro obscuro sobre líquens que eles tinham no sistema, mas que não havia em estoque. Começamos a pedir o livro que realmente queríamos e nove exemplares do livro sobre líquens. Eles mandavam o livro de que precisávamos e uma nota dizendo: ‘Desculpem-nos, mas não temos o livro sobre líquens.’” 4 "
117 " Não ganhamos dinheiro quando vendemos coisas. Ganhamos dinheiro quando ajudamos os clientes a decidir o que comprar. "
118 " Have Backbone; Disagree and Commit Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly. "
119 " point of view is worth 80 IQ points”—a "
120 " mirrors "