Jeff Bezos Quotes

Never ever compete on prices, instead compete on services and innovation.

I think if companies start reinventing themselves and focus on the customer experience more, they will win out in the end.

Our employees and competitors thought we were docile. We want to be defiantly disruptive. I don't mean necessarily by launching price wars but by being the best at the basics - having the best customer service, the best on-time performance, the best coffee - in a thoughtful, not a testosterone-laced, way.

I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

Southwest Airlines is successful because the company understands it's a customer service company. It also happens to be an airline.

Going forward, we are mindful of the challenges we face in the competitive retail landscape, but we have demonstrated that our concept of building compelling brands that focus on the customers' lifestyles can produce superior results. We will not waver from that concept.

Entrepreneurship is all about an idea that creates differentiated business value to one's customers. You must be able to convince your customers about the benefits that association with you or your products will give them. People are ready to pay if they are convinced about your services or products.

The 'No.1 IT company' isn't by volume, it's in relation to business customers because those are my customers, not the consumer. Who do they view as their most important partner? That's my definition of the 'No.1 IT company.'

The customer doing something innovative is not interested in the size of your company but in whether you understand what he does.

From the beginning, we have fostered a culture that embraces our entrepreneurial spirit and values innovation that puts our customers first.

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.

Obsess about customers, not competitors.

When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

Differentiate your products, provide great service and don't even think about trying to compete with Wal-Mart on Price.

A company's best advantage should be a quality product offered at the right price. That fair competition is what drives innovation.

Once you create a loyal customer base, it's tough for a competitor to take that away.

The most essential thing for us was to get the business model right, then put the world-class technology under it to support it. At Merrill, that meant not doing what people expected.

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

So I think instead of focusing on the competition, focus on the customer.

It's really hard to compete with Apple on pure coolness, and if you do, you're probably going to use some of the things they pioneered.

A sustaining innovation makes better products that you can sell for better profits to your best customers.

When you can't compete on cost, compete on quality.

You don't want to be first, right? You want to be second or third. You don't want to be - Facebook is not the first in social media. They're the third, right? Similarly, you know, if you look at Steve Jobs' history, he's never been first.