如果
2014年：贝索斯致股东信《投资那些具有无限上升空间的创意》
2014年：贝索斯致股东信《投资那些具有无限上升空间的创意》
2015年：贝索斯致股东信《全世界对失败最宽容的公司》
2016年：贝索斯致股东信《每天都要像创业的第一天那样》
2016年：贝索斯致股东信《每天都要像创业的第一天那样》
2018年，贝索斯致股东信
2018年，贝索斯致股东信
This is a group with many gifts. I'm sure one of your gifts is the gift of a smart and capable brain. I'm confident that's the case because admission is competitive and if there weren't some signs that you're clever， the dean of admission wouldn't have let you in.
What I want to talk to you about today is the difference between gifts and choices. Cleverness is a gift， kindness is a choice. Gifts are easy -- they're given after all. Choices can be hard. You can seduce yourself with your gifts if you're not careful， and if you do， it'll probably be to the detriment of your choices.
If you're not stubborn， you'll give up on experiments too soon. And if you're not flexible， you'll pound your head against the wall and you won't see a different solution to a problem you're trying to solve.
All businesses need to be young forever. If your customer base ages with you， you're Woolworth's.
I think if you're an entrepreneur, the most important thing is to focus on your customers, your product, your team, and not on your competition.
If you're going to innovate, you have to be willing to fail. If you're going to try new things, then you have to be willing to accept that you might fail.
We recently greenlit a particular Amazon Studios original. I told the team my view: debatable whether it would be interesting enough, complicated to produce, business terms aren't that good, we have lots of other opportunities. They had a completely different opinion and wanted to go ahead. I wrote back right away with 'I disagree and commit and hope it becomes the most watched thing we've ever made.' Consider how much slower this decision cycle would have been if the team had actually had to convince me rather than simply get my commitment.
If you're long-term oriented, customer interests and shareholder interests are aligned.