On Sept. 12, 2016, there was a momentary realignment in the constellation of global business. For the first time, the five largest… — Brad Stone Copy Share Image
“from his company. After the stock market crash in 2000, Amazon went through two rounds of layoffs. But Bezos didn’t want to… — Brad Stone Copy Share Image
“great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that… — Brad Stone Copy Share Image
“Bezos believed that high margins justified rivals’ investments in research and development and attracted more competition, while low margins attracted customers and… — Brad Stone Copy Share Image
“Bill Miller, the chief investment officer at Legg Mason Capital Management and a major Amazon shareholder, asked Bezos at the time about… — Brad Stone Copy Share Image
“In the short term, the stock market is a voting machine. In the long run, it’s a weighing machine” that measures a… — Brad Stone Copy Share Image
“He had the marketing department organize tests, running commercials in only the Minneapolis and Portland media markets and measuring whether they generated… — Brad Stone Copy Share Image
“We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value… — Brad Stone Copy Share Image
“The Kindle wasn’t an overnight success, of course, but an avalanche of publicity and its prominent placement at the top of the… — Brad Stone Copy Share Image
“There were several immediate reasons for the stock market’s reversal. The excesses of the dot-com boom had begun to wear on investors.… — Brad Stone Copy Share Image
“There was little science to Amazon’s earliest distribution methods. The company held no inventory itself at first. When a customer bought a book, Amazon… — Brad Stone Copy Share Image
“They agreed on five core values and wrote them down on a whiteboard in a conference room: customer obsession, frugality, bias for action, ownership,… — Brad Stone Copy Share Image
“In a world where consumers had limited choice, you needed to compete for locations,” says Ross, who went on to cofound eCommera, a British… — Brad Stone Copy Share Image
“The first week after the official launch, they took $12,000 in orders and shipped $846 worth of books, according to Eric Dillon, one of… — Brad Stone Copy Share Image
“Look, you should wake up worried, terrified every morning,” he told his employees. “But don’t be worried about our competitors because they ` re… — Brad Stone Copy Share Image
“Amazon may be the most beguiling company that ever existed, and it is just getting started. It is both missionary and mercenary, and throughout… — Brad Stone Copy Share Image
We see Google experimenting in so many places outside of its core search and advertising business, whether that's bringing broadband Internet to the world… — Brad Stone Copy Share Image
“The production philosophy pioneered by Toyota calls for a focus on those activities that create value for the customer and the systematic eradication of… — Brad Stone Copy Share Image
“Apple’s founder reportedly fired employees in the elevator and screamed at underperforming executives. Perhaps there is something endemic in the fast-paced technology business that… — Brad Stone Copy Share Image
“Just as Clayton Christensen had predicted in The Innovator’s Dilemma, technological innovation caused wrenching pain to the company and the broader industry” — Brad Stone Copy Share Image
“Eric Benson took about two weeks to construct a preliminary version that grouped together customers who had similar purchasing histories and then found books… — Brad Stone Copy Share Image
