If you're not doing something that people will remark on, then it's going to be hard to generate word of mouth.

We've done price elasticity studies, and the answer is always that we should raise prices. We don't do that, because we believe -- and we have to take this as an article of faith -- that by keeping our prices very, very low, we earn trust with customers over time, and that that actually does maximize free cash flow over the long term.

I went to Princeton specifically to study physics.

People forget already how much utility they get out of the Internet -- how much utility they get out of e-mail, how much utility they get out of even simple things like brochureware online.

Great industries are never made from single companies. There is room in space for a lot of winners.

I have won this lottery. It's a gigantic lottery, and it's called Amazon.com. And I'm using my lottery winnings to push us a little further into space.

If your customer base is aging with you, then eventually you are going to become obsolete or irrelevant. You need to be constantly figuring out who are your new customers and what are you doing to stay forever young.

If it's not your style to stretch and go the extra mile to make sure our customer experience is great, you're going to have an allergic reaction to this company. You probably won't stay. If you do try and stay, but can't adapt to the culture then it will reject you like a virus from a healthy immune system.

If there's one reason we have done better than of our peers in the Internet space over the last six years, it is because we have focused like a laser on customer experience.

But there's still so much you can do with technology to improve the customer experience. And that's the sense in which I believe it's still Day One, and that it's early in the day. If anything, the rate of change is accelerating.

Above all else, align with customers. Win when they win. Win only when they win.

Seek instant gratification -- or the elusive promise of it -- and chances are you'll find a crowd there ahead of you.

One thing that I find very unmotivating is the kind of Plan B argument: when Earth gets destroyed, you want to be somewhere else. That doesn't work for me. We have sent robotic probes now to every place in the solar system, and this is the best one.

We have the resources to build room for a trillion humans in this solar system, and when we have a trillion humans, we'll have a thousand Einsteins and a thousand Mozarts. It will be a way more interesting place to live.

Amazon.com strives to be the e-commerce destination where consumers can find and discover anything they want to buy online.

No matter what your mission is, have some notion in your head. Forget the model, whether it's government or nonprofit or profit. Ask yourself the more important question: Is my mission improving the world? Are you sure about it? Seek to disconfirm that all the time. And if you can, change your mission.

The strategic objective of New Shepard is to practice, and a lot of the subcomponents of New Shepard actually get directly reused on the second stage of New Glenn.

The best customer service is if the customer doesn't need to call you, doesn't need to talk to you. It just works.

The Moon Village concept has a nice property in that it basically just says, 'Look, everybody builds their own lunar outpost, but let's do it close to each other.' That way... you can go over to the European Union lunar outpost and say, 'I'm out of eggs. What have you got?'

Every new thing creates two new questions and two new opportunities.