Jeff Bezos

You know, if you make a customer unhappy they won't tell five friends, they'll tell 5,000 friends. So, we are at a point now where we have all of the things we need to build an important and lasting company, and if we don't, it will be shame on us.

A brand for a company is like a reputation for a person. You earn reputation by trying to do hard things well.

If you have a business model that relies on customers being misinformed, you better start working on changing your business model.

Our premise is there are going to be a lot of winners. It's not winner take all. Other people do not have to lose for us to win.

Life's too short to hang out with people who aren't resourceful.

It is very difficult to get people to focus on the most important things when you're in boom times.

You want to look at what other companies are doing. It's very important not to be hermetically sealed. But you don't want to look at it as if, 'OK, we're going to copy that.' You want to look at it and say, 'That's very interesting. What can we be inspired to do as a result of that?' And then put your own unique twist on it.

Your margin is my opportunity.

Will you be clever at the expense of others, or will you be kind?

The special ops guys and the firefighters around the world have this great phrase. They say, 'Slow is smooth, and smooth is fast,' and that is true. Everything I've accomplished in my life has been because of that attitude.

Great industries are never made from single companies. There is room in space for a lot of winners.

If your payloads cost hundreds of millions of dollars, they actually cost more than the launch. It puts a lot of pressure on the launch vehicle not to change, to be very stable. Reliability becomes much more important than the cost. It's hard to get off of that equilibrium.

We fly to 106 kilometers. We've always had as our mission that we always wanted to fly above the Karman line because we didn't want there to be any asterisks next to your name about whether you're an astronaut or not.

We are stubborn on vision. We are flexible on details.

The thing about inventing is you have to be both stubborn and flexible. The hard part is figuring out when to be which.

I think one of the things people don't understand is we can build more shareholder value by lowering product prices than we can by trying to raise margins. It's a more patient approach, but we think it leads to a stronger, healthier company. It also serves customers much, much better.

Of course humans like to explore, and we should. There's nothing wrong with that. But it's more than that. It's essential for your children and your children's children.

My own view is that every company requires a long-term view.

We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better.

We have the resources to build room for a trillion humans in this solar system, and when we have a trillion humans, we'll have a thousand Einsteins and a thousand Mozarts. It will be a way more interesting place to live.

I've always been at the intersection of computers and whatever they can revolutionize.