I spend a little bit of time exploring why the companies that were doing smartphone ride-hailing before Uber, why they failed. — Brad Stone Copy Share Image
“Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s… — Brad Stone Copy Share Image
“Amazon isn’t happening to the book business,” he likes to say to authors and journalists. “The future is happening to the book… — Brad Stone Copy Share Image
“When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of… — Brad Stone Copy Share Image
“The membership fee is a onetime pain, but it’s reinforced every time customers walk in and see forty-seven-inch televisions that are two… — Brad Stone Copy Share Image
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
“Chesky was moving slowly, but at the same time, he was frustrated that his imagined success wasn’t arriving quickly enough. “Every day… — Brad Stone Copy Share Image
“By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The… — Brad Stone Copy Share Image
“As part of his ongoing quest for a better allocation of his own time, he decreed that he would no longer have… — Brad Stone Copy Share Image
With tough interpretation of taxi and zoning regulations, neither Uber nor Airbnb would have gotten started. By the time many cities recognized… — Brad Stone Copy Share Image
“In early 2002, as part of a new personal ritual, he took time after the holidays to think and read. (In this… — 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
