Jeff Bezos Quotes

Salads was a big indicator of that - there was a huge market out there for it. And why not tap it? Some of the things we are doing now around the globe are responding to customers. It's not because some guy sued you.

My dad built his business by providing products he figured the customers would want.

A. T. Stewart started life with a dollar and fifty cents. This merchant prince began by calling at the doors of houses in order to sell needles, thread and buttons. He soon found the people did not want them, and his small stock was thrown back on his hands. Then he said wisely, "I'll not buy any more of these goods, but I'll go and ask people what they do want." Thereafter he studied the needs and desires of people, found out just what they most wanted, endeavored to meet those wants, and became the greatest business man of his time.

I think the challenge for all technology companies is to modify what they're doing to be what the market needs at that point.

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

Too many bar owners built a bar for themselves... when they should have built what their market and demographic demands!

You pick what your customers want, not what your entrenched business model may require you to do.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

Market leaders inevitably slip into decline when they tell the people what they want instead of giving the people what they want.

It had always made sense to me to build a business based on what people really wanted, rather than guess what we thought they might want.

Business has only two basic functions - marketing and innovation.

I still work hard to know my business. I'm continuously looking for ways to improve all my companies, and I'm always selling. Always.

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.

Once you have a product that you are happy with, you the need to centralize things to continue growth.

As an entrepreneur, you never stop learning.

Look at the product pipeline, look at the fantastic financial results we've had for the last five years. You only get that kind of performance on the innovation side, on the financial side, if you're really listening and reacting to the best ideas of the people we have.

We've tapped into a huge demand, and it's up to us to fulfill that demand and to be creative doing it.

There's always something happening in the world that creates an opportunity to try to fix a business and build a business.

I've helped some of my classmates on how to strategize to get to the next level of their businesses. And it's interesting, because here I am sitting there from the entertainment industry and the fashion industry, and I'm giving a billionaire that has a business that's been in his family for 300 years - I'm giving him advice about strategy!

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.

You can't just tell your team, 'Think long term.' It doesn't work that way. When you are starting out, you have to always think about trying to build something of value for the customer: something they can use all the time, something of use.

It's easier to build a business around a first-class product, even if it's a more expensive product to produce.

My desire to participate in the business is not to make more crap.