Jeff Bezos Quotes

You'll go out of business if you think people are stupid.

There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

My business is the analytical framework.

The successful man is the one who finds out what is the matter with his business before his competitors do.

We're not in the business of shaping consumer demand. We respond to it.

Certainly in business terms, considering how thriving the market is. Understanding what people want is essential. We have a team on the ground whose job it is to keep tabs on what's good, whether it's a tapas bar in Barcelona, or an amazing fish and chip shop in Yorkshire.

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.

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

I read annual reports of the company I'm looking at and I read the annual reports of the competitors - that is the main source of material.

I study my competition for at least an hour a day. I get on the internet, look at what they doing, then I look at ways to defeat them.

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.

Even in the face of massive competition, don't think about the competition. Literally don't think about them. Every time you're in a meeting and you're tempted to talk about a competitor, replace that thought with one about user feedback or surveys. Just think about the customer.

When we start a new venture, we base it on hard research and analysis. Typically, we review the industry and put ourselves in our customer's shoes to see what we could do better.

I think it is going to be very difficult to be a company in silos. I think the game has changed. We won't define our success by looking at the competitors but at how satisfied are our customers, how engaged are our internal stakeholders, and how good is our product pipeline.

You can always change your branding or hire lawyers, but it's critical that you figure out if you have product market fit, and if you don't, figure out how to course-correct without getting stuck.

I think the only way to maintain profitability is to meet the needs of the customers.

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

I study my competition for at least an hour a day. I get on the Internet, I look at what they doing, and then I look at ways to defeat them. I know their mixtapes track-by-track. I know some of their lyrics.

When you open any kind of food service establishment, you do all this planning, but it's not until you've opened the door and people are inside that you learn what people want you to be to them.

We spend as much time looking at companies that are smaller than we are as we do at those that are bigger.

You've got to do the research. You've got to understand the market place, know your competitors.

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

Understanding the customer, feeling what they are feeling, seeing what competitors are doing, you end up having a richer sense of the marketplace.

When you understand your customer base, you have to provide them with what they want.

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