評論
打印
After the Web site was launched, it was fine-tuned lby Bezos and his employees to include features such as one-click shopping and customer reviews. Investors were able to buy stock in Amazon.com beginning in 1997 when the company went public. Over the next few years Bezos expanded the company by launching Web sites in Canada, the United kingdom, Germany, France, and Japan.
網站運行后，貝佐斯和他的員工精心調整其功能，增加了一鍵購物和顧客評語。1997年公司公開上市，投資者可以購買其股票。在接下來的幾年內，貝佐斯擴大公司同站，在加拿大、英國、德國、法國和日本等地開展業務。
Management Style
管理模式
On the surface Bezos was easygoing with a sense of humor. On the other hand, employees and chroniclers found that he was adamant in his expectations of quick turnaround time on project completion and high productivity, as well as of innovativeness and intelligence. Consequently, Bezos was characterized as a relentless recruiter of talented, innovative individuals. Bezos and personnel According to Bezos, "People here like to invent, and as a result other people who like to invent are attracted here. And people who don't like to invent are uncomfortable here. So it's self reinforcing".
表面上，貝佐斯是一個隨和而幽默的人。然而，同事和撰寫者發現，他專注于項目的快速周轉與效率，同時執著于創新與才能的發現。因此，貝佐斯以不遺余力招聘有天分、創新能力強的員工而出名。貝佐斯和人事經理全面檢查未來員工大學成績和 SAT的分數。貝佐斯說：“這里的員工喜歡發明，因此其他喜歡發明的人也會被吸引到這里來。不喜歡發明的人呆在亞馬遜會不舒服。所以這是個自我加強的過程。”
To encourage new ideas, Bezos instituted the Just Do It program, wherein the winners were those who proceeded with projects that they felt would help the company without first asking their bosses' permission.
為鼓勵新思想，貝佐斯開展了“想到就做”這個項目——員工無需上級許可就可以直接實行對公司有利的想法并能獲得獎勵。
