A Quote by Jeff Bezos

Obsess about customers, not competitors. — © Jeff Bezos
Obsess about customers, not competitors.
I have a strongly held belief that one of the reasons that Amazon has been successful is because we do not obsess over competitors. Instead we obsess over customers.
We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.
Communicate. Listen to your customers, associates and competitors.
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.
Starting my own business was kind of a wakeup call in a number of different ways. I had to meet a payroll every week, and we had to satisfy customers, and we had competitors that we had to compete with in order to have those customers come into our stores, and we had to compete with other employers for our employees.
A lot of the philosophies of the businesses are just 'we're interested in getting customers now and if we're losing money with each customer now that's okay because we have this huge hoard of venture capital that we can subsidise the operation with and once we have the required number of tens of millions of customers and we drive our competitors out of business, then we can start to raise prices and become a proper business.'
We respect all of our competitors, and when I talk about our competitors, all of our competitors for entertainment time and leisure time.
You'll learn more in a day talking to customers than a week of brainstorming, a month of watching competitors, or a year of market research.
Apple does a very good job of not letting its competitors know what it is working on, and Apple does a very good job of not confusing customers by causing them to anticipate what the next new thing is going to be and then causing those customers not to buy the products that are on the shelves now.
Sometimes there are customers who get in difficulty because of situations that are out of their control. These are customers with genuine needs, and the role of the bank is to accommodate these customers, and there is a real need to reschedule the loans of these customers.
You've got to keep reinventing. You'll have new competitors. You'll have new customers all around you.
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.
It's harder than ever to build an enduring company. As soon as a product strikes a nerve with customers, competitors emerge globally because the costs to start are so low.
To obsess too virulently is to walk alone in anxiety. But to obsess too little is to wall oneself off from one's own creativity.
We watch our competitors, learn from them, see the things that they were doing for customers and copy those things as much as we can.
Poor firms ignore their competitors; average firms copy their competitors; winning firms lead their competitors.
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