【2008年-贝佐斯致股东的信(中文版)】：长期发展策略可以与顾客至上的理念相得益彰.pdf-资料库

1997- 2008 “ ” “Working backwards” “ ” “skills-forward” ” “ X” “ “ X ” ” “ “ ” Kindle “ ” 60 《⻉佐斯东的信⾄》列之我们的东在经济动荡之际，我们所秉的基本法未变。谦谨慎，关注⻓远价值，顾客⾄上。关注⻓远价值，不仅够促使我们提升现的⼒，并励我们尝试鲜事物。它使我们从失败中现创，它使我们挣束缚，去索未知领域。仅仅满⾜于短期内的成，或出短期内的诺，被超越。⽽，⻓期发策略则可顾客⾄上的理相得益彰。如果我们够好的了顾客，并信种是价值，并且是⻓期的，那么我们的⼀贯法是，多年的耐⼼索，直⾄找到⽅。可从顾客出发的向⼯作法（）技导向法（）形成鲜明对⽐。技导向法使⽤现技术和⼒来驾驭机。技导向论者称：我们擅⻓、我们什么？是⼀种⽤并且⼀定度上奏的业式。但是，如果司于，会丧失研发创的动⼒。终，现的技成为昨⽇⻩。从顾客出发的向⼯作法，往往要我们必须索技并加练，⽽不在乎迈出第⼀步时的那种不尴。是我们采⽤顾客为出发点的向⼯作法的⼀个好的例。四年多，我们构想了⼀个远景：在秒内向顾客提供何⼀本曾经出的、何语⾔的图书。我们

Kindle Kindle 1500 Kindle Kindle Kindle2 Kindle2 ” 2 23 Kindle 25 60 26% “LOVE Customer Experience Pillars Amazon Prime 8 12 2007 28 当初的设想是，顾客可要终端设备其所提供的服务紧密结合的⽤户体验。亚⻢逊从未设计或⽣产硬件设备，但我们不会因现存技术的局性，⽽变初的设想，我们请了的硬件⼯并开始学习的技，我们要借在未来为读者提供更好服务。⼈欣的是，的销售超出我们为乐观的预期。⾃⽉⽇开始，我们开始推出。具备了第⼀代的⼀性，但⽐⼀代更、更，更晰、更⻓的电寿命，并储存本图书。可从超万种受欢的图书、杂志、报纸中⾃由择。⽆线传输是免费的，可在不到秒的时间得想要的图书。我们已到成千上万顾客关于的馈邮件，其中的邮件中使⽤了（热爱）个词。⽤户体验为核⼼（）在我们的售业务⽅⾯，我们坚信，顾客看重的是惠的价格，富的产品择，便捷的物，⽽着时间的推移⽽发稳定。我们⽆法想，在未来⼗年，顾客不再受到价、择、度的影响。正是基于对⻓期功的认识，使我们信⼼并不加⼤客户体验⽅⾯的⻓期投⼊。我们现在所付出的投资必在未来得到厚的回报。我们的价格⽬标在于赢得顾客的信，⽽不是仅仅寻短期利益的⼤。我们基于⼀⻆度的定价作为⻓期利润的佳，并其作为我们的⼯作信。我们可在单个品上利，但我们始终相信，基于费者对亚⻢逊的⻓期信，我们卖出更多的品。因，我们在个产品线⾏价策略。出于同样的原因，我们继续投资于我们的免费货服务项⽬，包括服务。顾客们息的⼴泛，并且在购买时⼗明，⾄会考虑包括费在内的总成本。在去个⽉中，世界各的顾客借助我们所提供的免费货服务共节省超亿元。我们正⽮志不执着于增加品种，包括在现别内提供更富的择，同时继续添加的别。⾃年来，我们已增个的品别。⾥不得不提⼀项不带

- Endless.com 2007 79 2007 FBA Shipping 2005 Amazon Prime 3.99 1 Fulfillment by Amazon FBA FBA Amazon Prime Super Saver 2008 FBA Fulfillment by Amazon 300 Prudent Spending “ ” “muda” waste AWS 给我惊讶的业务鞋店（），项业务⾃年推出后，⼀直猛增⻓。捷可的对顾客⽽⾔⼗重要。我们在年推出。顾客每年只⽀付元够得两天的⽆制免费货服务，可⽀付元得天的升级服务。我们在年开始向第三⽅卖提供外包物服务（）。借助，卖其库存置在我们的物营⽹络中，由我们代客户对产品进⾏拣、包装、并给终顾客。品同样⽤于和服务，购买品同购买亚⻢逊⾃⼰的库存品享同服务。由，不仅提⾼了顾客体验，⽽且推动了卖的销售。仅年第四度，我们使⽤的卖售出了超万品，现了费者和卖的双赢。谨慎⽀出（）我们择了顾客体验为先，因⽽⼀个的成本结构对我们⽽⾔⾮常重要。对东们的好息是，我们看到多⽅⾯况的机会。我们到寻找（我们每个⼈都在寻找），后我们找到了被⽇本制称之为或的东⻄。我认为它⼈难置信的活⼒。的⼒在于：多年可变固定的⽣产率，更，更⾼，更活的资本⽀出。我们⾸要的业绩⽬标仍是⼤度掘⻓期⾃由现⾦，并借得较⾼的投资回报。我们在亚⻢逊⽹络服务（）、第三⽅销售⼯具、字体、中国市场、品别⽅⾯⼤⼒投资。之所样，是因为我们相信种规的投资意义，并⽆为我们带来厚回报。在世界各，创、勤劳的亚⻢逊⼈⼀直秉顾客⾄上理。我为为亚⻢逊团队的⼀员⽽⾃。我要谢东们对亚⻢逊的⽀⿎励，谢你们和我们⼀携⼿⾏。

1997 Day 1 · (Jeff Bezos) CEO To our shareowners: In this turbulent global economy, our fundamental approach remains the same. Stay heads down, focused on the long term and obsessed over customers. Long-term thinking levers our existing abilities and lets us do new things we couldn’t otherwise contemplate. It supports the failure and iteration required for invention, and it frees us to pioneer in unexplored spaces. Seek instant gratification – or the elusive promise of it – and chances are you’ll find a crowd there ahead of you. Long-term orientation interacts well with customer obsession. If we can identify a customer need and if we can further develop conviction that that need is meaningful and durable, our approach permits us to work patiently for multiple years to deliver a solution. “Working backwards” from customer needs can be contrasted with a “skills-forward” approach where existing skills and competencies are used to drive business opportunities. The skills-forward approach says, “We are really good at X. What else can we do with X?” That’s a useful and rewarding business approach. However, if used exclusively, the company employing it will never be driven to develop fresh skills. Eventually the existing skills will become outmoded. Working backwards from customer needs often demands that we acquire new competencies and exercise new muscles, never mind how uncomfortable and awkward- feeling those first steps might be. Kindle is a good example of our fundamental approach. More than four years ago, we began with a long-term vision: every book, ever printed, in any language, all available in less than 60 seconds. The customer experience we envisioned didn’t allow for any hard lines of demarcation between Kindle the device and Kindle the service – the two had to blend together ⼀如往附上年东的信。我们的经营理不变不初⼼，每天都是的点（）。即使在满变⾰的天，我们希并相信，那我们始终关注的恒久不变的事物让我们的明天更好。夫⻉佐斯亚⻢逊创始⼈英⽂版：

seamlessly. Amazon had never designed or built a hardware device, but rather than change the vision to accommodate our then-existing skills, we hired a number of talented (and missionary!) hardware engineers and got started learning a new institutional skill, one that we needed to better serve readers in the future. We’re grateful and excited that Kindle sales have exceeded our most optimistic expectations. On February 23, we began shipping Kindle 2. If you haven’t seen it, Kindle 2 is everything customers loved about the original Kindle, only thinner, faster, with a crisper display, and longer battery life, and capable of holding 1,500 books. You can choose from more than 250,000 of the most popular books, magazines, and newspapers. Wireless delivery is free, and you’ll have your book in less than 60 seconds. We’ve received thousands of feedback emails from customers about Kindle, and – remarkably – 26% of them contain the word “love.” Customer Experience Pillars In our retail business, we have strong conviction that customers value low prices, vast selection, and fast, convenient delivery and that these needs will remain stable over time. It is difficult for us to imagine that ten years from now, customers will want higher prices, less selection, or slower delivery. Our belief in the durability of these pillars is what gives us the confidence required to invest in strengthening them. We know that the energy we put in now will continue to pay dividends well into the future. Our pricing objective is to earn customer trust, not to optimize short-term profit dollars. We take it as an article of faith that pricing in this manner is the best way to grow our aggregate profit dollars over the long term. We may make less per item, but by consistently earning trust we will sell many more items. Therefore, we offer low prices across our entire product range. For the same reason, we continue to invest in our free shipping programs, including Amazon Prime. Customers are well-informed and smart, and they evaluate the total cost, including delivery charges, when making their purchasing decisions. In the last 12 months, customers worldwide have saved more than $800 million by taking advantage of our free shipping offers. We’re relentlessly focused on adding selection, both by increasing selection inside existing categories and by adding new categories. We’ve added 28 new categories since 2007. One business that is rapidly growing and continues to surprise me is our shoe store, Endless.com, which we launched in 2007.

Fast, reliable delivery is important to customers. In 2005, we launched Amazon Prime. For $79 per year,1 Prime members get unlimited express two-day shipping for free and upgrades to one-day delivery for just $3.99. In 2007, we launched Fulfillment by Amazon, a new service for third-party sellers. With FBA, sellers warehouse their inventory in our global fulfillment network, and we pick, pack, and ship to the end customer on the sellers’ behalf. FBA items are eligible for Amazon Prime and Super Saver Shipping – just as if the items were Amazon- owned inventory. As a result, FBA both improves the customer experience and drives seller sales. In the fourth quarter of 2008, we shipped more than 3 million units on behalf of sellers who use Fulfillment by Amazon, a win-win for customers and sellers. Prudent Spending The customer-experience path we’ve chosen requires us to have an efficient cost structure. The good news for shareowners is that we see much opportunity for improvement in that regard. Everywhere we look (and we all look), we find what experienced Japanese manufacturers would call “muda” or waste.2 I find this incredibly energizing. I see it as potential – years and years of variable and fixed productivity gains and more efficient, higher velocity, more flexible capital expenditures. Our primary financial goal remains maximizing long-term free cash flow and doing so with high rates of return on invested capital. We are investing heartily in Amazon Web Services, in tools for third-party sellers, in digital media, in China, and in new product categories. And we make these investments with the belief that they can be of meaningful scale and can clear our high bar for returns. Around the world, amazing, inventive, and hard-working Amazonians are putting customers first. I take great pride in being part of this team. We thank you, our owners, for your support, for your encouragement, and for joining us on our continuing adventure. As always, I attach our 1997 letter to shareowners. Even as the rate of change accelerates, we hope and believe our focus on what stays the same should serve us well.

Jeffrey P. Bezos Founder and Chief Executive Officer Amazon.com, Inc. April 2009 附：⻉佐斯致股东的信 1 9 9 7 ： T o o u r s h a r e h o l d e r s : A m a z o n . c o m p a s s e d m a n y m i l e s t o n e s i n 1 9 9 7 : b y y e a r - e n d , w e h a d s e r v e d m o r e t h a n 1 . 5 m i l l i o n c u s t o m e r s , y i e l d i n g 8 3 8 % r e v e n u e g r o w t h t o $ 1 4 7 . 8 m i l l i o n , a n d e x t e n d e d o u r m a r k e t l e a d e r s h i p d e s p i t e a g g r e s s i v e c o m p e t i t i v e e n t r y . B u t t h i s i s D a y 1 f o r t h e I n t e r n e t a n d , i f w e e x e c u t e w e l l , f o r A m a z o n . c o m . T o d a y , o n l i n e c o m m e r c e s a v e s c u s t o m e r s m o n e y a n d p r e c i o u s t i m e . T o m o r r o w , t h r o u g h p e r s o n a l i z a t i o n , o n l i n e c o m m e r c e w i l l a c c e l e r a t e t h e v e r y p r o c e s s o f d i s c o v e r y . A m a z o n . c o m u s e s t h e I n t e r n e t t o c r e a t e r e a l v a l u e f o r i t s c u s t o m e r s a n d , b y d o i n g s o , h o p e s t o c r e a t e a n e n d u r i n g f r a n c h i s e , e v e n i n e s t a b l i s h e d a n d l a r g e m a r k e t s . W e h a v e a w i n d o w o f o p p o r t u n i t y a s l a r g e r p l a y e r s m a r s h a l t h e r e s o u r c e s t o p u r s u e t h e o n l i n e o p p o r t u n i t y a n d a s c u s t o m e r s , n e w t o p u r c h a s i n g o n l i n e , a r e r e c e p t i v e t o f o r m i n g n e w r e l a t i o n s h i p s . T h e c o m p e t i t i v e l a n d s c a p e h a s c o n t i n u e d t o e v o l v e a t a f a s t p a c e . M a n y l a r g e p l a y e r s h a v e m o v e d o n l i n e w i t h c r e d i b l e o f f e r i n g s a n d h a v e d e v o t e d s u b s t a n t i a l e n e r g y a n d r e s o u r c e s t o b u i l d i n g a w a r e n e s s , t r a f f i c , a n d s a l e s . O u r g o a l i s t o m o v e q u i c k l y t o s o l i d i f y a n d e x t e n d o u r c u r r e n t p o s i t i o n w h i l e w e b e g i n t o p u r s u e t h e o n l i n e c o m m e r c e o p p o r t u n i t i e s i n o t h e r a r e a s . W e s e e s u b s t a n t i a l o p p o r t u n i t y i n t h e l a r g e m a r k e t s w e a r e t a r g e t i n g . T h i s s t r a t e g y i s n o t w i t h o u t r i s k : i t r e q u i r e s s e r i o u s i n v e s t m e n t a n d c r i s p e x e c u t i o n a g a i n s t e s t a b l i s h e d f r a n c h i s e l e a d e r s . I t ' s A l l A b o u t t h e L o n g T e r m

W e b e l i e v e t h a t a f u n d a m e n t a l m e a s u r e o f o u r s u c c e s s w i l l b e t h e s h a r e h o l d e r v a l u e w e c r e a t e o v e r t h e l o n g t e r m . T h i s v a l u e w i l l b e a d i r e c t r e s u l t o f o u r a b i l i t y t o e x t e n d a n d s o l i d i f y o u r c u r r e n t m a r k e t l e a d e r s h i p p o s i t i o n . T h e s t r o n g e r o u r m a r k e t l e a d e r s h i p , t h e m o r e p o w e r f u l o u r e c o n o m i c m o d e l . M a r k e t l e a d e r s h i p c a n t r a n s l a t e d i r e c t l y t o h i g h e r r e v e n u e , h i g h e r p r o f i t a b i l i t y , g r e a t e r c a p i t a l v e l o c i t y , a n d c o r r e s p o n d i n g l y s t r o n g e r r e t u r n s o n i n v e s t e d c a p i t a l . O u r d e c i s i o n s h a v e c o n s i s t e n t l y r e f l e c t e d t h i s f o c u s . W e f i r s t m e a s u r e o u r s e l v e s i n t e r m s o f t h e m e t r i c s m o s t i n d i c a t i v e o f o u r m a r k e t l e a d e r s h i p : c u s t o m e r a n d r e v e n u e g r o w t h , t h e d e g r e e t o w h i c h o u r c u s t o m e r s c o n t i n u e t o p u r c h a s e f r o m u s o n a r e p e a t b a s i s , a n d t h e s t r e n g t h o f o u r b r a n d . W e h a v e i n v e s t e d a n d w i l l c o n t i n u e t o i n v e s t a g g r e s s i v e l y t o e x p a n d a n d l e v e r a g e o u r c u s t o m e r b a s e , b r a n d , a n d i n f r a s t r u c t u r e a s w e m o v e t o e s t a b l i s h a n e n d u r i n g f r a n c h i s e . B e c a u s e o f o u r e m p h a s i s o n t h e l o n g t e r m , w e m a y m a k e d e c i s i o n s a n d w e i g h t r a d e o f f s d i f f e r e n t l y t h a n s o m e c o m p a n i e s . A c c o r d i n g l y , w e w a n t t o s h a r e w i t h y o u o u r f u n d a m e n t a l m a n a g e m e n t a n d d e c i s i o n - m a k i n g a p p r o a c h s o t h a t y o u , o u r s h a r e h o l d e r s , m a y c o n f i r m t h a t i t i s c o n s i s t e n t w i t h y o u r i n v e s t m e n t p h i l o s o p h y : W e w i l l c o n t i n u e t o f o c u s r e l e n t l e s s l y o n o u r c u s t o m e r s . W e w i l l c o n t i n u e t o m a k e i n v e s t m e n t d e c i s i o n s i n l i g h t o f l o n g - t e r m m a r k e t l e a d e r s h i p c o n s i d e r a t i o n s r a t h e r t h a n s h o r t - t e r m p r o f i t a b i l i t y c o n s i d e r a t i o n s o r s h o r t - t e r m W a l l S t r e e t r e a c t i o n s . W e w i l l c o n t i n u e t o m e a s u r e o u r p r o g r a m s a n d t h e e f f e c t i v e n e s s o f o u r i n v e s t m e n t s a n a l y t i c a l l y , t o j e t t i s o n t h o s e t h a t d o n o t p r o v i d e a c c e p t a b l e r e t u r n s , a n d t o s t e p u p o u r i n v e s t m e n t i n t h o s e t h a t w o r k b e s t . W e w i l l c o n t i n u e t o l e a r n f r o m b o t h o u r s u c c e s s e s a n d o u r f a i l u r e s . W e w i l l m a k e b o l d r a t h e r t h a n t i m i d i n v e s t m e n t d e c i s i o n s w h e r e w e s e e a s u f f i c i e n t p r o b a b i l i t y o f g a i n i n g m a r k e t l e a d e r s h i p a d v a n t a g e s . S o m e o f t h e s e i n v e s t m e n t s w i l l p a y o f f , o t h e r s w i l l n o t , a n d w e w i l l h a v e l e a r n e d a n o t h e r v a l u a b l e l e s s o n i n e i t h e r c a s e .

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【2008年-贝佐斯致股东的信(中文版)】：长期发展策略可以与顾客至上的理念相得益彰.pdf

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