乔布斯去世以后，贝索斯成为科技公司CEO的带头老大。他的管理体会涉及方方面面，从读书到怎样处理压力。但更多的还是关于商业管理。
1.要有稳定的策略。
不管是卖口红，座椅还是电子书阅读器，数据存储器，这些都只是整个计划中的一部分，这其中始终保持不变的是提供更广阔的选择空间，低价快捷和可信赖的配送服务。
2.客户就是上帝
以前，贝索斯出席公司会议时，顺便还带了一把椅子，目的是让助理们要时时刻刻想着顾客才是最重要的与会人员。当然，现在已经有专业人员来做这件事情，美其名曰“Customer Experince Bar Raisers”。现在只要这些人皱一皱眉头，那些副总们就要抖一抖。
3.我们可以忍受长时间的误解
亚马逊的许多扩展计划在实行之初都被看做是赔钱的项目。这种猜想有时会让亚马逊的股价下跌，并且招致分析师们的不屑。但是如果这个新奇的创意在贝索斯看来是可行的，尽管可能会在5-7年才能看到回报，那也是可以的。
4.世界上只有两种公司，前者是想尽一切办法抬高价格，后者是专注于提供低价商品，我们选择做后者
许多零售商都在大肆宣传要压低成本，将省下来的钱用来回馈消费者。但是很少有商家像亚马逊这样言出必行，亚马逊将“节俭”作为公司价值文化八条之一。这样的朴素理念获得回报就是：900亿美元的股市价值以及35%的收入增长。
5.瞄准顾客需求
对于亚马逊来讲，确定新项目的标准比如Kindle平板电脑和电子书阅读器，都是由顾客的需求决定的，而不是亚马逊工程师的兴趣决定的。如果顾客已经不再需要这种东西，那么就会立刻解散相关部门，不管这个部门曾经多么强大。
6.我们注重友好的团队合作和专注，但是如果遇到危急情况我们选择专注
在亚马逊，数字才是最大的老大，尤其是这种测试顾客对不同主题和网站设计的反应。贝索斯讲这种测试称之为“度量文化”每周都要有几十个这样的测试，根本没有时间来说些安慰的话或者是在形式上倾注精力。
7.如果你想创新，就必须愿意经受失败
亚马逊早期曾经雇用过许多编辑俩写书评和乐评，但是后来决定用顾客的观点来代替这些评论。计划失败了。贝索斯将这种失败看作是生活的一部分，只要亚马逊可以从中学到有用的东西就可以。
8.过去，你用30%的时间创建一个服务，另外的70%为它宣传。现在这种趋势你逆转了
人们很难想象，像亚马逊这样的大零售商，其广告预算却惊人的少。贝索斯相信在数字时代，口头推荐变得更为重要，因此，他选择不断的改进流程，而这才是吸引顾客的所在。比如：亚马逊吸塑包装，这样很容易打开玩具等货物。
9.每个人都必须能够在客服中心工作
在被各种tweets和博客包围的时代，投诉会造成不可收拾的结果。贝索斯要求几千名亚马逊经理人，当然也包括他自己，每年要接受两次客服中心培训。其成效是：对顾客更谦逊，也更有同理心。
10.今天只是互联网的第一天。我们要学的东西还很多
此说法首先出现在1997年贝索斯致亚马逊股东的公开信中。时至今天，他的观点仍未改变。亚马逊新总部的两个最大的建筑就是Day 1 North和Day 1 South。贝索斯认为，互联网仍谈是一个未知的世界，还有许多有待开发的东西，随时都有可能出现新的惊喜。
With the passing of Steve Jobs, Jeff Bezos is now tech’s leading philosopher-CEO. His advice ranges from what to read to how to deal with stress Mostly, though, Bezos sticks to business.
1. “Base your strategy on things that won’t change.”
Selling lipstick, tractor seats, e-book readers and data storage is all part of one big plan with three big constants: offer wider selection, lower prices and fast, reliable delivery.
2.“Obsess over customers.”
Early on Bezos brought an empty chair into meetings so lieutenants would be forced to think about the crucial participant who wasn’t in the room: the customer. Now that surrogate’s role is played by specially trained employees, dubbed “Customer Experience Bar Raisers.” When they frown, vice presidents tremble.
3. “We are willing to be misunderstood for long periods of time.”
Many of Amazon’s expansions look like money-losing distractions at first. That sometimes sends the company’s stock price skidding and evokes analysts’ scorn. Bezos shrugs. If the new initiatives make strategic sense to him, a five-to-seven-year financial payoff is okay.
4. “There are two kinds of companies: those that try to charge more and those that work to charge less. We will be the second.”
Lots of retailers talk about holding down costs and passing the savings to the consumer. Few do so as intently as Amazon, where “frugality” is one of eight official company values. The reward for putting up with cheap office furniture: a $90 billion stock market valuation and 35% revenue growth.
5. “Determine what your customers need, and work backwards.”
Specs for Amazon’s big new projects such as its Kindle tablets and e-book readers have been defined by customers’ desires rather than engineers’ tastes. If customers don’t want something it’s gone, even if that means breaking apart a once powerful department.
6. “Our culture is friendly and intense, but if push comes to shove we’ll settle for intense.”
Data reigns supreme at Amazon, particularly head-to-head tests of customers’ reactions to different features or site designs. Bezos calls it “a culture of metrics.” With dozens of these gladiator-style showdowns under way each week, there isn’t much time for soothing words or elaborate rituals of social cohesion.
7. “If you want to be inventive, you have to be willing to fail.”
Early on the company hired a lot of editors to write book and music reviews—and then decided to use customers’ critiques instead. A foray into auctions flopped. Bezos regards such stumbles as a part of life, as long as Amazon can learn something useful.
8. “In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.”
Amazon’s ad budgets are surprisingly small for a retailer of its size. Bezos believes old-fashioned word-of-mouth has become even more important in the digital age—so he prefers low-key process improvements that are meant to get happy customers buzzing. One favorite: Amazon’s war on clamshell packaging, so toys and other shipments will be easier to open.
9. “Everyone has to be able to work in a call center.”
Complaints can be devastating in the age of viral tweets and blogs. Bezos asks thousands of Amazon managers, including himself, to attend two days of call-center training each year. The payoff: humility and empathy for the customer.
10. “This is Day 1 for the Internet. We still have so much to learn.”
Bezos first made that observation in 1997, in his initial letter to Amazon’s shareholders. He hasn’t budged from it. At Amazon’s new headquarters two of the largest buildings are Day 1 North and Day 1 South. In interviews Bezos still talks about the Internet as an uncharted world, imperfectly understood and yielding new surprises all the time.
