We are our choices. Build yourself a great story.
Jeff BezosRead
There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.
Interpretation
A successful business can grow by either leveraging existing skills or adapting to customer needs.
In his quote, Jeff Bezos highlights two fundamental strategies for business growth: building on one's own strengths and skills or pivoting to meet the evolving demands of customers. He emphasizes the importance of understanding what customers truly need and being willing to learn and adapt in order to provide those solutions, exemplified by the Kindle's development based on customer feedback.
In practice
In a business seminar discussing strategies for growth.
We are our choices. Build yourself a great story.
Work hard, have fun and make history.
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.
But there's so much kludge, so much terrible stuff, we are at the 1908 Hurley washing machine stage with the Internet. That's where we are. We don't get our hair caught in it, but that's the level of primitiveness of where we are. We're in 1908.
Because, you know, resilience - if you think of it in terms of the Gold Rush, then you'd be pretty depressed right now because the last nugget of gold would be gone. But the good thing is, with innovation, there isn't a last nugget. Every new thing creates two new questions and two new opportunities.
When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices.
The idea that business is strictly a numbers affair has always struck me as preposterous. For one thing, I've never been particularly good at numbers, but I think I've done a reasonable job with feelings. And I'm convinced that it is feelings - and feelings alone - that account for the success of the Virgin brand in all of its myriad forms.
I may be a businessman in that I set up and run companies for profit, but when I try to plan ahead and dream up new products and new companies, I'm an idealist.
Marketing is the way your people answer the phone, the typesetting on your bills and your return policy.
When I read about young designers selling 51 percent of their company to someone else, I cringe. I want to say, 'Don't do it - call me first.'
If customer ignorance is a profit centre for you, you're in trouble.
When you are in business for a long time, you go through good times and bad times. When you go through bad times, you learn to control costs, satisfy customers better, satisfy employees better and become more transparent. Therefore, you build character in the company.
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