贝索斯致股东信(2009)

qimoe 发布于 2 个月前

致我们的股东:

2009年的财务数据表明我们15年专注于用户体验的提升是卓有成效的,这些包括不断增加的商品,运送的速度,低成本和低价等等。这份工作是由一帮聪明努力又一心一意为客户服务的员工们共同完成的。我们为我们的低价、为我们的库存水平以及我们商品的覆盖面之广感到无比自豪。我们知道还可以做的更好,这也正是我们一直努力的方向。

敲黑板,划2009年的重点:

* 净销售2009年增长了28%增至245.1亿,是十年前的15倍之多

* 自由现金流增长了114%,增至29.2亿

* 更多的人订购了Amazon Prime服务,尤其是海外用户。支持快速运送的商品增加了50%

* 我们在全球增加了21个新品类,包括在日本的汽车类,在法国的婴儿类,和在中国的服装类

* 今年鞋卖的也不错。在11月我们收购了Zappos,这是一家认真服务客户的线上服装鞋子平台。Zappos加入让我们原有的Endles、Javari、Amazon和Shopbop的组合变得更牛逼了

* 服装部分我们新增了牛仔店,提供了100种品牌,包括Joe‘s Jeans, Lucky Brand, 7 For All Mankind和李维斯。继续为用户体验的提升努力!

* 鞋子和服装类一共创建了超过12.1万个商品介绍页面和超过220万张图,这使得用户购买的体验更加鲜活。

* 全球各站点大约增加了700万条评论

* 第三方卖家的销售比重在2009年占30%。活跃的卖家账户增加了24%到了190万个。第三方卖家去年为超过100万种商品使用了“Fulfillment by Amazon”服务网络,这也意味着这些商品都参与了Amazon Prime和“超级省钱快递”服务

* Amazon Web Services(AWS)持续高速创新,推出了很多新服务和功能,包括亚马逊关系数据库服务(Amazon Relational Database Service), 虚拟私有云(Virtual Private Cloud), Elastic MapReduce, High-Memory EC2 Instances, Reserved and Spot Instances, Streaming for Amazon CloudFront, 和Versioning for Amazon S3服务等(译者注:具体服务内容过于专业,就不翻译了)。AWS的足迹还在遍布全球的过程中,我们进军了欧洲和北卡,计划2010年在亚太地区也搞起。AWS的不断创新和卓越的运营让我们在2009年赢得了非常多的客户,其中包括不少知名大企业。

* 美国的Kindle书店现在以及卖超过46万本书了,比去年增加了25万本。在110本纽时畅销书里我们有103本,我们还支持超过8900个博客和171个美国和世界顶级的报刊杂志订阅服务。Kindles被销往超过120个国家,并且现在已经支持6种不同语言。

新加入Amazon的高层领导常常为我们讨论公司当下财务状况和预期财务结果之少而感到惊讶。事实上,我们很重视财务状况,但我们相信只有用心在好好经营上才是长时间让财务状况不断变好的最有效方法。我们在秋季开始制定年目标,直到元月结束购物季。我们目标制定的时间很长、过程很有生机(spirited)而且是非常细致的。我们一直对用户体验有很高的要求,也一直有不断改进的危机感。

我们已经这样制定年度目标好几年了。对2010年来说,我们有452个具体的、落实到人、可交付和有交付日期的任务。这不仅仅是团队自己制定的目标,也是我们认为非常重要的目标。没有哪个目标是简单的,其中很多都需要创新。我们的高层管理团队会在一年内反复几次审核目标达成情况,并对它们进行增删改。

稍微研究一下这452个目标还挺有意思的:

* 452个目标中有360个会对用户体验有直接影响

* “收益”这个词被提到8次而“自由现金流”只被提及4次

* 在452个目标里,没有一个提到“净收入”,“毛利润”和“营运利润”

总体来看,这一组目标是对我们底层思维方式的反映。从用户出发,反向工作。倾听用户,但不只是倾听,而是站在他们的角度创造。我们不能保证能完成所有目标,过去几年我们都没做到,但是我可以保证我们将继续以用户为中心。我们坚信,长期来看,对用户好就是对股东好。

一如既往,我附了97年的信。我们初心不改,这依然是第一天(Day 1)

Jeffrey P. Bezos

(Vinchent翻译)


英文原文

To our shareowners:

The financial results for 2009 reflect the cumulative effect of 15 years of customer experience improvements: increasing selection, speeding delivery, reducing cost structure so we can afford to offer customers ever-lower prices, and many others. This work has been done by a large number of smart, relentless, customer-devoted people across all areas of the company. We are proud of our low prices, our reliable delivery, and our in-stock position on even obscure and hard-to-find items. We also know that we can still be much better, and we’re dedicated to improving further.

Some notable highlights from 2009:

• Net sales increased 28% year-over-year to $24.51 billion in 2009. This is 15 times higher than net sales 10 years ago when they were $1.64 billion in 1999.

• Free cash flow increased 114% year-over-year to $2.92 billion in 2009.

• More customers are taking advantage of Amazon Prime, with worldwide memberships up significantly over last year. The number of different items available for immediate shipment grew more than 50% in 2009.

• We added 21 new product categories around the world in 2009, including Automotive in Japan, Baby in France, and Shoes and Apparel in China.

• It was a busy year for our shoes business. In November we acquired Zappos, a leader in online apparel and footwear sales that strives to provide shoppers with the best possible service and selection. Zappos is a terrific addition to our Endless, Javari, Amazon, and Shopbop selection.

• The apparel team continued to enhance customer experience with the launch of our Denim Shop offering 100 brands, including Joe’s Jeans, Lucky Brand, 7 For All Mankind, and Levi’s.

• The shoes and apparel teams created over 121,000 product descriptions and uploaded over 2.2 million images to the website providing customers with a vivid shopping experience.

• Approximately 7 million customer reviews were added to websites worldwide.

• Sales of products by third party sellers on our websites represented 30% of unit sales in 2009. Active seller accounts increased 24% to 1.9 million for the year. Globally, sellers using Fulfillment By Amazon stowed more than one million unique items in our fulfillment center network, thereby making these items available for Free Super Saver Shipping and Amazon Prime.

• Amazon Web Services continued its rapid pace of innovation, launching many new services and features, including the Amazon Relational Database Service, Virtual Private Cloud, Elastic MapReduce, High-Memory EC2 Instances, Reserved and Spot Instances, Streaming for Amazon CloudFront, and Versioning for Amazon S3. AWS also continued to expand its global footprint to include additional services in the EU, a new Northern California Region and plans for a presence in the Asia-Pacific Region in 2010. The continued innovation and track record for operational performance helped AWS add more customers in 2009 than ever before, including many large enterprise customers.

• The U.S. Kindle Store now has more than 460,000 books, an increase from 250,000 last year, and includes 103 of the 110 New York Times Bestsellers, more than 8,900 blogs, and 171 top U.S. and International newspapers and magazines. We have shipped Kindles to more than 120 countries, and we now provide content in six different languages.

Senior leaders that are new to Amazon are often surprised by how little time we spend discussing actual financial results or debating projected financial outputs. To be clear, we take these financial outputs seriously, but we believe that focusing our energy on the controllable inputs to our business is the most effective way to maximize

financial outputs over time. Our annual goal setting process begins in the fall, and concludes early in the new year after we’ve completed our peak holiday quarter. Our goal setting sessions are lengthy, spirited, and detail oriented. We have a high bar for the experience our customers deserve and a sense of urgency to improve that experience.

We’ve been using this same annual process for many years. For 2010, we have 452 detailed goals with owners, deliverables, and targeted completion dates. These are not the only goals our teams set for themselves, but they are the ones we feel are most important to monitor. None of these goals are easy and many will not be achieved without invention. We review the status of each of these goals several times per year among our senior leadership

team and add, remove, and modify goals as we proceed.

A review of our current goals reveals some interesting statistics:

• 360 of the 452 goals will have a direct impact on customer experience.

• The word revenue is used eight times and free cash flow is used only four times.

• In the 452 goals, the terms net income, gross profit or margin, and operating profit are not used once.

Taken as a whole, the set of goals is indicative of our fundamental approach. Start with customers, and work backwards. Listen to customers, but don’t just listen to customers – also invent on their behalf. We can’t assure you that we’ll meet all of this year’s goals. We haven’t in past years. However, we can assure you that we’ll continue to obsess over customers. We have strong conviction that that approach – in the long term – is every bit as good for owners as it is for customers.

As always, I attach a copy of our original 1997 letter. Our approach remains the same, and it’s still Day 1.

Jeffrey P. Bezos

Founder and Chief Executive Officer

Amazon.com, Inc.

April 2010