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Jeff Bezos was scared. In 1997, Barnes & Noble opened an online store. Amazon had 125 employees. B&N had 30,000. Amazon had $60 million in sales. B&N had $3 billion. Jeff Bezos: “It was so scary for us.” Obviously, he crushed them. How? He focused on this instead:

2,101,605 次观看 • 3 年前 •via X (Twitter)

10 条评论

Brandon Arvanaghi 🐱 的头像
Brandon Arvanaghi 🐱3 年前

If you enjoyed this, follow @arvanaghi for more insights from legendary founders.

Bryce Crawford 🐱 的头像
Bryce Crawford 🐱3 年前

@arvanaghi @JeffBezos Focus on the customer, not competitors

Chris Hladczuk 的头像
Chris Hladczuk3 年前

@arvanaghi @JeffBezos Let's eat some brick walls for breakfast 🧱

Brian Donegan 的头像
Brian Donegan3 年前

@arvanaghi @JeffBezos I mean id argue they mostly succeeded by undercutting their competitors and taking on a ton of risk and debt in doing so before they became profitable

Greg Hansch 的头像
Greg Hansch3 年前

@arvanaghi @JeffBezos Pay attention to competition but focus on what you can control which is how well you serve your clients, excellent wisdom here

Giuliano Giacaglia 的头像
Giuliano Giacaglia3 年前

@arvanaghi @JeffBezos Bezos is the 🐐

TurnipEater 的头像
TurnipEater3 年前

@arvanaghi @JeffBezos I and many others like the ritual of going to B&B or a cozy bookstore reading multiple first chapters and picking out a book Intead of soullessly clicking on item #63517 for a 3$ price difference and a busted front cover.

CJ Young on bluesky same handle 的头像
CJ Young on bluesky same handle3 年前

@arvanaghi @JeffBezos Why is Twitter now LinkedIn?

MNV Digital Marketing 的头像
MNV Digital Marketing3 年前

@arvanaghi @JeffBezos

VJ 的头像
VJ3 年前

@arvanaghi @JeffBezos He built an infrastructure that a lot of important people invested in without 20 years of returns for a reason. Amazon wasn’t going to fail. Too many important people counted on its success.

相关视频

Jeff Bezos explains the “releasing the work” framework he used to build Amazon In the early days of Amazon, Jeff Bezos had too many ideas. Then Jeff Wilke, a new Amazon executive at the time, told his boss, “Jeff, you have enough ideas to destroy Amazon.” “This was just a shocking idea for me,” Bezos recalls. “As a founder, I had the great luxury of always being able to hire my tutors. I would hire these experienced, senior executives . . . And I would listen to them and they would teach me.” When Bezos asked Wilke what he meant by this, Wilke responded, “You have to release the work at the right rate so that the organization can accept it.” Bezos reflects on this point: “Every time I released an idea, I was creating a backlog of work in process. And because it was just stacking up, it was adding no value. In fact, it was creating distraction . . . This sounds so obvious, but it was not obvious to me at the time. And this was a profound insight for me. So I started prioritizing the ideas better, keeping lists of them, and keeping ideas to myself until the organization was ready for the ideas.” He continues: “I also started figuring out how to build an organization that can be ready for more ideas. That’s about having the right senior team and leadership and giving those people the executive bandwidth so they could do more ideas per unit of time. And that is what we built. We built a company that’s very good at inventing and doing more than one thing at a time. And as the company gets bigger, you do want to be able to do more than one thing at a time. But that idea of ‘releasing the work’ was very profound for me. It made us operationally more effective while still being inventive.” Video source: Reuters (2025)

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