A Quote by Andy Jassy

It's not a surprise to us that every large technology company is trying to build an offering like AWS' because it's such a good value proposition for customers. — © Andy Jassy
It's not a surprise to us that every large technology company is trying to build an offering like AWS' because it's such a good value proposition for customers.
The Value Proposition Canvas functions like a plug-in to the Business Model Canvas and zooms into the value proposition and customer segment to describe the interactions between customers and product more explicitly and in more detail.
Every company's greatest assets are its customers, because without customers there is no company.
As we thought about how to help portfolio companies grow and scale while simultaneously supporting corporate discovery and experimentation, it became clear that we would need to collaborate with a technology infrastructure provider like AWS to help us build a platform for experimentation.
AWS moves fast, listens to customers, and creates value on top of our already successful cloud-computing infrastructure. We're consistently thinking two to five years forward.
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.
We were hoping to build a small profitable company; and of course, what we've done is build a large, unprofitable company.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
The 'No.1 IT company' isn't by volume, it's in relation to business customers because those are my customers, not the consumer. Who do they view as their most important partner? That's my definition of the 'No.1 IT company.'
Our collaboration with Datapipe on a managed hybrid cloud solution for AWS removes many of the common barriers to cloud adoption. It offers customers the best of both worlds by providing Equinix's secure data center platform, including private access to AWS, along with Datapipe's expertise in designing and managing an optimal IT architecture for enterprises.
Embedded in every technology there is a powerful idea, sometimes two or three powerful ideas. Like language itself, a technology predisposes us to favor and value certain perspectives and accomplishments and to subordinate others. Every technology has a philosophy, which is given expression in how the technology makes people use their minds, in how it codifies the world, in which of our senses it amplifies, in which of our emotional and intellectual tendencies it disregards.
A lot of competitors of various Amazon businesses use AWS. We don't view that as a problem. We very consciously want any company, competitor or not, to use our infrastructure to build their business.
For every company that sees the value of their capital go up, there's another company that has been disrupted, and the value of their capital gets marked down because it's not going to compete in the same way.
If you ask who are the customers of education, the customers of education are the society at large, the employers who hire people, things like that. But ultimately I think the customers are the parents. Not even the students but the parents. The problem that we have in this country is that the customers went away. The customers stopped paying attention to their schools, for the most part.
Customer-centricity should be about delivering value for customers that will eventually create value for the company.
My work is more about trying to ask good questions and not trying to come up with big shows. Every fashion company is doing that, every car company is doing that.
The value that SoftBank saw in us was that we are a technology company in the mobile Internet space.
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