Jeff Bezos Quotes

We don't look at what happens in our business in six-month periods.

To build and sustain brands people love and trust, one must focus-not only on today but also on tomorrow. It's not easy...but balancing the short and long term is key to delivering sustainable, profitable growth-growth that is good for our shareholders but also good for our consumers, our employees, our business partners, the communities where we live and work, and the planet we inhabit

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.

If we take care of the customers and associates and grow the business, Wall Street will be pleased.

Focusing on the long term and building a great product that is scalable ultimately leads to a great company.

My own view is that every company requires a long-term view.

Chasing revenues that don't have good earnings doesn't help us or shareholders one lick.

I have never seen Jeff Bezos, Marc Benioff, or Reed Hastings complain about being public. Nor have they ever argued that being public prevented them from doing things with a long-term focus.

I think every company has its own unique approach to creating shareholder value.

We need to be focused in corporate America on the long term.

The Ford family wants the company to succeed. Period.

I liked being CEO of Blockbuster, but my job is to put it on the bottom line for shareholders.

My goal is to create one of the greatest companies that's ever existed, and that has everything to do with the people, the culture, and what our core values are versus what we build or how we're perceived out in the market.

HCL is a corporation. It is for profits. A corporation stands for its shareholders, its profits, its employees, its discoveries, and its customers.

There is still too much pressure on short-termism in terms of the drivers of success.

The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.

When we look at our business, we are not that concerned about short term valuations.

Business is all about learning to balance the short-term, medium-term and long-term and I think it's when things are going well it covers up a lot of mistakes and bad decisions because you're growing so quickly.

Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.

Quality is the best business plan.

So it's worth some real up front time to think through the long term value and the defensibility of the business.

Focus too much on the near-term and you won't get tomorrow's customers, focus too much on the long-term and you won't get today's.

Driving stock up from one day to the next is not what we are about. We are about building a good company and performing for the long term. I know everyone says that, that sounds trite when I repeat it that way, but that is and has always been our attitude about our business. If we do the right things, the stock price will take care of itself, and our shareholders will be rewarded.

A strong player, which has the sufficient critical mass, can withhold pressure better and create a more stable environment that benefits shareholders as well as employees.