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September 27, 2013 05:31 pm GMT
I drive a rental car through the rich gray green of overwatered, undersunned Seattle suburbs that border a city rising like a prize at the end of the road. The trees are the color of dried oregano, the air dense and wet. I’m going into Amazon country to meet Jeff Bezos, the king of this lush land (these days the old king, Bill Gates, is resting comfortably by the water saving the world). It’s my first time here – I’ve been covering Amazon products for years and our household could probably be re-papered in Amazon-branded cardboard boxes – and I’m excited to make the man’s acquaintance. I’m led into a room by an assistant and there he is, impeccably dressed in close-fitting jeans, a dark button down, and wingtips that looked like they came out of the closet of Rick Deckard, Blade Runner. In preparation I asked around to see what folks had experienced while interviewing him. One reporter noted that he rarely wore belts. This time he was wearing a belt. “They were kind enough save a few surprises that I can share,” he says, offering me a seat in a sunny, well-appointed meeting room with a whiteboard and a television. He’s really excited. It’s rare for him sit down with media like this. Usually he launches on stage and this is a unique opportunity to hear the man who shipped a million (plus) books. “A third leg of our strategy and vision is going to reveal itself,” he says. I was ready. He got up to scribble on the board like a professor in a catch-up session. He outlined the three legs of Amazon’s success – the keys to the kingdom in blue dry-erase ink. “We sell premium products at non-premium prices. We make money when people use our devices, not when they buy them. I see people with five-year-old kindle ereaders and I don’t have to be discouraged by that. They don’t have to be on the upgrade treadmill,” he says. “The third one, which is new, is the intersection of customer delight and deep integration throughout the entire stack. One of the hardest and coolest things that you might do occurs right here. When I talk about the entire stack I’m thinking about hardware at the bottom, the OS, the key apps, cloud, and even services on top of that.” That’s when the new products came
Original Link: http://feedproxy.google.com/~r/Techcrunch/~3/v5iEsM3das0/
Jeff Bezos, Switchboard Operator
I drive a rental car through the rich gray green of overwatered, undersunned Seattle suburbs that border a city rising like a prize at the end of the road. The trees are the color of dried oregano, the air dense and wet. I’m going into Amazon country to meet Jeff Bezos, the king of this lush land (these days the old king, Bill Gates, is resting comfortably by the water saving the world). It’s my first time here – I’ve been covering Amazon products for years and our household could probably be re-papered in Amazon-branded cardboard boxes – and I’m excited to make the man’s acquaintance. I’m led into a room by an assistant and there he is, impeccably dressed in close-fitting jeans, a dark button down, and wingtips that looked like they came out of the closet of Rick Deckard, Blade Runner. In preparation I asked around to see what folks had experienced while interviewing him. One reporter noted that he rarely wore belts. This time he was wearing a belt. “They were kind enough save a few surprises that I can share,” he says, offering me a seat in a sunny, well-appointed meeting room with a whiteboard and a television. He’s really excited. It’s rare for him sit down with media like this. Usually he launches on stage and this is a unique opportunity to hear the man who shipped a million (plus) books. “A third leg of our strategy and vision is going to reveal itself,” he says. I was ready. He got up to scribble on the board like a professor in a catch-up session. He outlined the three legs of Amazon’s success – the keys to the kingdom in blue dry-erase ink. “We sell premium products at non-premium prices. We make money when people use our devices, not when they buy them. I see people with five-year-old kindle ereaders and I don’t have to be discouraged by that. They don’t have to be on the upgrade treadmill,” he says. “The third one, which is new, is the intersection of customer delight and deep integration throughout the entire stack. One of the hardest and coolest things that you might do occurs right here. When I talk about the entire stack I’m thinking about hardware at the bottom, the OS, the key apps, cloud, and even services on top of that.” That’s when the new products cameOriginal Link: http://feedproxy.google.com/~r/Techcrunch/~3/v5iEsM3das0/
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