贝索斯致股东信(2013)

qimoe 发布于 2 个月前

致我们的股东:

我为亚马逊员工们在过去的一年为用户所做到的一切而感到无比骄傲。全球的亚马逊人都把我们的产品和服务打磨到了一个远远超出预期的标准,甚至从长远来看重新定义了“标准”,用户都因为此而为我们尖叫。我想带你浏览一些我们各种各样的业务,从Prime到Amazon Smile再到Mayday。目的是想给你看看亚马逊都在干些啥,以及做这些事情多么令人激动。能有这么广的业务线多亏了一群有天赋的同事在各自的位置上每天都做出正确的决策,并不断的想把事儿越做越好。

OK,旅程开始了!

Prime

用户爱死Prime了。仅在十二月的第三周就有超过100万用户加入了Prime会员,而现在我们在全球已经有超过1000万Prime会员啦!平均来看,每个用户购买的数量和品类比之前更多了。甚至对我们内部而言,我们都忘了九年前Prime只是一个未经证实的新点子——任何你想要的东西两日内免邮送达,每年只需付一个固定的费用。在当时我们有大概100万Prime商品,而今年已经到达了2000万件,并且我们还在往里增加。我们还通过给Prime各种加菜让它变得物超所值,比如Kindle Owners‘ Lending Library、Prime Instant Video等等。这还不是全部,我们还有好多新点子加入Prime,让它变得更好!

读者和作者

我们在替读者朋友们大力投入。全新的、高分辨率、高对比度的Kindle Paperwhite一经问世就收割一片好评。我们把非常好的书评网站Goodreads(英文世界的豆瓣读书)引入了Kindle,在Kindle引入了FreeTime,还在印度墨西哥和澳大利亚开展了Kindle业务。为了让旅行者更加舒适,FAA批准了在飞机起降时也可以使用电子设备。我们的公共政策团队和其他友商花了四年时间和FAA沟通这件事情,还在一家测试飞机上装了150个开机的Kindle,当然安全完全没问题!

与CreateSpace,Kindle Singles和Kindle Direct Publishing一起加入的新服务包括Kindle Worlds,文学杂志Day One,八个新的Amazon Publishing烙印以及在英国和德国推出的Amazon Publishing(译者注:此句机翻,句子太迷我没看懂)。数以千计的作者已经使用这些服务圆了自己的作家梦。好多人为此给我们投来感谢信说我们让他们能有钱给孩子交学费、交医疗费用甚至买房子。这些故事给了我们继续为读者和作者创新的力量。

Prime Instant Video

Prime Instant Video(PIV)在全方位都在快速发展,包括新用户数量、重复使用率、以及视频总数等等。这些输出端的数据表明我们走在正确的道路上,做出了正确的输入。两个输入端的关键量就是视频数量的增长和视频的吸引程度的增加。在我们2011年推出PIV业务的时候有5000个作品,现在已经有超过40000电影和剧集了——所有这一切都囊括在了Prime会员之内。PIV还有很多在电视台放映过之后的好剧的独家版权,包括Downtown Abbey, Under the Dome, The Americans(译者注:中文名《美国谍梦》,非常喜欢!), Justified, Grimm, Orphan Black, Suits,以及针对孩子的SpongeBob, Dora the explorer, and Blue’s Clues. 除此之外,我们的Amazon Studios 团队还花重金开发了自建内容,包括Garry Trudeau的Alpha House,由John Goodman领衔主演,在去年开始,并迅速成为全美最火爆的剧集。我们最近开拍了六个原创剧集,包括Michael Connelly的Bosch,Chris Carter的The After, Roman Coppola的The X-Files和Jason Schwartzman的Mozart in the Jungle,以及Jill Soloway的美丽的Transparent。我们很喜欢这种方法,并且复制到了英国和德国的亚马逊。这两个国家用户的疯狂程度远超我们的想象!

Fire TV

仅在过去的一周,经过两年的努力,我们硬件团队推出了Fire TV。Fire TV不仅是用来看Amazon视频内容的最好工具,它也支持别家的内容,比如Netflix, Hulu Plus, VEVO, WatchESPN等等。Fire TV在这个本来轻硬件的行业显得像一个性能怪兽,它既快又流畅。并且我们的ASAP技术能够预测你想要看的内容然后提前加载,所以你在切换下一集的时候完全不需要等待。我们团队还放了一个小麦克风在遥控器里,这样你可以通过语音来输入你想要看的内容,而不是对这一个搜索框一个一个字母输入。技术团队真厉害,语音输入还真挺好用!

在PIV之外,Fire TV还可以让你直接看超过20万部电影和剧集,包括最新上线的Gravity, 12 Years a Slave, Dallas Buyers Club, Frozen等等。作为一个Bonus,Fire TV还能让你能够玩便宜的高清游戏。我们希望你能试试,如果你试了,可以告诉我们你的看法,我们的团队始终希望听到你的反馈。

Amazon Game Studios

“22世纪初,地球正遭受外星生物Ne‘ahtu的威胁。外星人使用一个电脑病毒侵入了地球的能源系统,完全突破了地球的防线。在他们实施进攻之前,天才科学家Amy Ramanujan消灭了病毒并拯救了地球。现在Ne’ahtu正在回去搬救兵,准备对地球发动总攻。Ramanujan博士需要你的帮助。”

这就是我们第一个Fire TV自建游戏Sev Zero的开头,它由Amazon Game Studios开发。这个游戏集成了塔防和射击游戏模式,并提供双人合作模式,一个负责地面一个负责空中。我敢保证你会玩的很爽!当你看到在一个流媒体设备上可以以这么低的价格玩到这种水平的游戏的时候,你会感到惊讶的。Sev Zero只是一个开始,我们还在设计针对我们的Fire平板和电视的更多好玩又好看的游戏。

Amazon Appstore

Amazon应用商店现在服务近两百个国家的用户,共上架超过20万个应用和游戏,比去年翻了两番。我们引入了Amazon Coins的机制,这使得你在购买应用和应用内充值的时候最高能打9折。我们针对游戏的Whispersync技术让你能够在设备间无缝衔接游戏进度。开发者可以通过Mobile Associates程序在他们的游戏中植入亚马逊商品的广告,在用户购买之后分成广告费。我们推出了Appstore Developer Select服务,这是在Kindle Fire和Amazon移动广告网上推广App和游戏一个营销项目。我们还开通了分析和AB测试的服务,这样我们的开发者能更好追踪用户的使用,方便他们改进自己的产品,无论是在IOS、Android还是Fire OS平台上。这一年我们还引入了HTML5 网页应用开发者,他们也可以在Kindle Fire上通过Amazon Appstore 发布他们的app了

Spoken Word Audio

对于全球最大的有声书销售者和生产者Audible来说,2013年是里程碑的一年。Audible让你眼睛占着的时候也能“读”书。数百万用户在Audible下载了数亿有声书和其他形式的有声产品。Audible用户在2013年下载了近6亿分钟时长的内容。多亏了Audible工作室,人们听着

Winglet, Colin Firth, Anne Hathaway和很多其他明星的声音去上班。2013大热的是Jake Gyllenhaal对The Great Gatsby的精彩演绎,一年卖出了10万份。Whispersync for Voice服务让用户可以在听书和Kindle电子书阅读进度无缝衔接。华尔街日报把Whispersync for Voice功能称为Amazon读书的新的杀手应用。如果你还没试过,我建议你试试,这将让你的阅读时间大量提升。

Fresh Grocery(生鲜)

在西雅图试验了5年之后(没人会说我们缺乏耐心),我们把Amazon Fresh扩张到了洛杉矶和旧金山。Prime Fresh用户可以享受当天一早送达的新鲜水果蔬菜和其他50万种小商品,从玩具到电子产品到居家用品。我们还在跟我们最喜欢的本地商家谈合作(包括贝弗利希尔奶酪铺,派克广场鱼市场,旧金山红酒公司等等),让他们能够提供类似的送货上门的服务。我们会不断打磨Amazon Fresh的服务,将这个惊人的体验带到更多的城市。

Amazon Web Services

AWS已经是个8年的老项目了,团队的创新速度还是有增无减,在2010年我们新推出了61项重大的服务。在2011年是82个。在2012年是159个。2013年呢?280!我们在地理上也在扩张,现在已经有10个地区支持AWS,包括美国东岸、西岸有两处、欧洲、新加坡、东京、悉尼、巴西、中国和a government-only region called GovCloud(译者注:不会翻译)我们现在覆盖了26个区域,有51个节点来传输内容。(译者注:这一句也吃不准)。我们的开发团队和用户直接对话,按照他们的需求提供他们希望的服务。我们不断遍历,一旦一个功能好了,我们就立刻向所有人推出。这样的方式更快,以用户为核心,并且很有效,这让我们能在过去八年降价了40倍。我们的团队还在快速发展。

Employee Empowerment

我们尝试不仅仅在外部创新,也要在企业内部找到更好的做事方法,尤其是那些能让我们变得更高效并且让全世界几千亚马逊员工获益的方法。

Career Choice 是一个学习项目,我们替员工报销95%的费用来帮助他们学习一切东西,无论是否和工作有关,比如飞行器机械学或者护理学。目的是创造更多可能性。我们知道对于我们在物流中心的一些员工,可能亚马逊就是他们的职业选择,也可能亚马逊只是他们未来职业的跳板,而那些职业要求他们具备特定领域的技术。如果需要合适的训练,我们希望能够在这个方面帮助到他们。

第二个项目是Pay to Quit,这是一个Zappos的员工想出来的一个项目,Amazon的物流中心已经在尝试了。Pay to Quit很简单,每一年我们都给员工发一笔遣散费。第一年是2000美金,然后每年加1000直到5000。这个

offer的标题是“请不要接受这个offer”,我们希望他们不接受,我们希望他们留下来。那我们为什么要这么搞?我们的目的是让他们能停下来思考一下自己真正想要的是什么。从长期来看,如果一个员工呆在一家他们不想呆的公司,对他和公司健康。

第三个内部创新是我们的Virtual Contact Center。这是一个几年前的点子,一直给我们带来惊人的成果。这个项目为亚马逊员工提供远程为Amazon和Kindle的用户提供服务的机会。这种灵活性对很多想在家办公或者因为种种原因不得不在家办工的人来说非常好。我们的Virtual Contact Center是我们发展最快的“中心”,现在已经在十几个州都运行了。我们希望能在2014年翻倍它的覆盖。

Veteran Hiring老兵招聘

我们寻找那些可以创新、具有格局思维(Think Big)、以用户为中心的领袖人物。这像极了征兵入伍的标准,我们觉得他们的经历对我们快速变化的工作环境是无价的。我们是Joining Forces和100000 Jobs Mission的成员,这是两个促进这些退伍公职人员和家庭成员就业的国家项目。我们的Military Talent团队在去年参与了超过50场这样的招聘会。在13年我们招了超过1900退伍老兵,在他们加入之后会经过一个培训,每个人都会有自己的导师,帮助他们快速适应亚马逊的工作环境。这些项目让我们被各种组织评为最佳的企业主,我们会继续在这个项目里投入。

Fulfillment Innovation

19年以前,我每天傍晚开着我的Chevy Blazer到邮局寄包裹。当时我就想啊,要是我们能有辆叉车就好了!这已经是我的终极梦想了。而现在我们有了96个物流中心,他们已经是第七代设计了。我们的运营团队聪明又能干。通过我们的改善项目(Kaizan Program),员工组成小组来工作以提高效率降低错误率和浪费。我们的地球改善工程师们让我们能够节约能源、回收利用以及达成其他的绿色目标。在2013年,超过4700员工参加了1100个改善项目。

精密的软件系统是我们FC(Fulfillment Centers)的关键。今年我们进行了280项软件系统升级。我们的目标是在这些中心继续改进我们的设计、布局、技术和运作模式,确保我们每一个新的设施都比上一个好。我请你一起来看看,我们的物流中心对六岁以上的人开放观光。你可以在www.amazon.com/fctours上找到相关信息。反正我每次参观都会被惊艳到,希望你也一样。

Urban Campus

在2013年,我们在西雅图的新总部增加了42万平方公尺,并且在原先四个街区几百万平方公尺的地皮开始新的施工。我们如果把总部放到郊区确实能省钱,但呆在城市对我们来说很重要。在城市办工更环保,我们的员工可以更加方便利用公共交通,而不是开车。我们注资在城市建设专门的自行车道来方便无碳上下班。很多员工可以住在附近,走路上下班。虽然我还没发证明,但是我相信在城市里的办公地点能让员工更有活力、能吸引更多人才、并且对城市和员工的健康都是双赢的。

Fast Delivery

在和美国邮政的合作下,我们开始在一些城市尝试周日送货的服务。周日送货对消费者来说是一个福音,我们打算2014年在更多的城市推广。我们在英国建立了自己的“最后一英里”运送网络,因为其他的快递公司没有办法承担我们峰值时期的运送量。在中国和印度这样快递还不够发达的地方(译者注:???开玩笑吗???),你可以看到很多骑手骑自行车运货。还有更多的创新在路上,Prime Air团队已经在测试第五代和第六代无人机了,而且我们第七和第八代正在研发。

Experiments and More Experiments

我们有自己的实验平台,叫做“Weblab”,我们使用这个平台来评估我们网站和产品的改善。在2013年,我们在全球有1976个Weblabs,2012年是1092个,2011年是546个。一个最近的好功能是“问问买过这件商品的人”。这个点子是从多年前我们的评论功能延伸出来的。在一个商品页面上,顾客可以问任何与这个产品有关的问题,比如“这个产品能和我的电视/音响/电脑适配吗?”、“容易装吗?”、“续航多久?”等等。我们收到这些问题之后会打包发送给买过这些商品的用户。就如同大家喜欢写评论一样,用户也很乐于帮助其他用户。目前这项功能已经产生了数百万问题和回答。

Apparel and Shoes

Amazon Fashion正在爆炸式增长。很多大牌都意识到他们可以在Amazon上接触到高品位的用户。用户也很享受这么多的选择、免费退货、高清照片和视频来全方位展示他们想要购买的商品在模特身上是什么样的。我们在Brooklyn开了4万平方公尺的照相工作室,在过去的28天里每天大约拍10413张照片。为了庆祝开张,我们邀请各大设计院校的同学开展了设计大赛,评委有xxx等知名设计师(译者注:校名和人名省略)

Frustration-Free Packaging

我们开展了和打包线透明胶带这些玩意的大战。我们的动机产生于5年前,起因就是不希望你在拆玩具和新电子产品的时候搞的血肉模糊。现在我们已经在超过20万商品上实现了“轻松拆快递”,除此之外这还能有利于节约资源和保护环境。我们在Frustration-Free Packaging 项目里有超过2000家制造商,包括Fisher-Price, Mattel, Unilever, Belkin, Victorinox Swiss Army, Logitech等等。我们已经在超过175个国家运出了“轻松拆快递”的商品。我们还替用户节约了总计3300万镑的额外包装重量。这就是一个我们埋头为用户着想的典型项目,尽管最初只在19件商品上实现,通过我们不懈的努力,现在有几十万种商品都用上了我们的无障碍包装。

Fulfillment by Amazon

使用FBA服务的商家去年增加了65%。在现在这么大的规模还能有如此增长其实是很反常的。FBA在很多层面都很特殊,这种让两边都高兴的服务不常见。有了FBA,卖家可以把它们的商品存放在亚马逊的物流中心,我们来负责挑选、包装和运输它们给用户。卖家可以享受我们全球的物流网络,轻松触达百万用户,还不是随便什么用户,而是我们至尊的Prime会员。FBA的商品都支持两日送达。用户可以从这些选择中获益,从而从Prime中收获更多好处。并且,毫无疑问,卖家也卖了更多。在一个2013年的调查中我们发现超过3/4的受访FBA商家单位销售增加了20%以上。这就是双赢。

(译者注:以下省略两则为FBA打call的卖家采访,大意是我啥也没干就卖了这么多,各种方便啊贴心啊推荐啊)

Login and Pay with Amazon

我们在这几年逐渐让用户可以在其他网站上以亚马逊账户来登陆和购买,比如Kickstarter,SmugMug和Gogo Inflight。这样他们可以使用保存在亚马逊的地址和银行卡信息。今年我们还要扩展这个业务,这样用户就没必要记住那么多账号密码了。这不单方便了用户,也是卖家的钞票收割机。Cymax Stores是一个卖家具的,他们在连通了账户之后销量暴增,现在有20%的订单都来自于亚马逊账户,转化率在前3个月达到3.15%。这不是孤例,我们的很多合作伙伴都享受到了红利,团队也很受鼓舞。你应该能在2014看到更多的网站支持亚马逊账户登陆。

Amazon Smile

在2013年我们开展了Amazon Smile,一个让用户能够在每次购物的时候轻松为他们支持的慈善机构捐款。亚马逊会把你支付的一部分钱捐给你选择的慈善机构当你在smile.amazon.com上购物时,你会看到和亚马逊官网一样的商品、一样的价格、一样的选项、一样的Prime权益,甚至购物车都是同步的。除了最大的国家级慈善机构,你还能捐给你制定的学校、儿童医院等等。我们提供了大约100万个慈善机构,希望你能找到自己喜欢的。

The Mayday Button

“不仅Kindle设备很赞,Mayday功能简直牛逼坏了!Kindle团队真的走的太远了!”

“刚刚在hdx上试了mayday键,15秒的反应时间……亚马逊又做到了!我真服了!”

在亚马逊,没有什么能比“重新定义标准”更让我们感到兴奋——为用户打造他们喜欢的服务并刷新他们对标准的认知。Mayday重新定义了“设备上技术支持”。只需点击Mayday按钮,一个亚马逊技术人员就会立刻在你的Fire HDX上出现,可以引导你完成你想要完成的操作,必要的时候甚至可以直接帮你完成。Mayday服务365天24*7在线,而且我们平均反馈时间低于15秒。我们在最忙的一天还打破了记录——圣诞节,我们做到了9秒!

有好多“求救信号”很搞笑。我们的技术团队接收到了35次求婚的;475个用户要求和Amy对话,这是我们的Mayday卡通形象;109个请求让我们帮忙点pizza——据这样的不完全统计,Pizza Hut比Domino’s更受欢迎;还有44个请求是让我们唱生日快乐歌……我们的技术人员被要求唱歌648次,还有3个客户让我们帮忙讲睡前故事……很棒啊,不是吗?

我希望以上的内容让你了解我们的机会和动机有多广泛,你们也能看到我们的创新精神。我必须再重申一遍,这只是一个子集,我漏掉了很多和上述例子一样有潜力、重要又有趣的项目。

我们广大又创新的团队和耐心、开创、用户至上的精神是我们最大的资产,全公司上下每一天都在为用户做着大大小小的创新。这种去中心化的创新模式,而不是自上而下的创新,是我们变得强壮的唯一方法。这很有趣也富有挑战,我们必须得活在未来!

创新就意味着失败,你没得选。我们相信越早失败越好,这样可以不断重来直到成功。当我们做成的时候,这些失败都微不足道,尤其是在我们集中了用户的痛点的时候,我们能把这些失败变成更大的成功。但是创新远不是说说那么简单,常常搞得乱七八糟,我们还会面临很多的挫败的。

我通过怀念Joy Covey来结尾。Joy曾是Amazon的CFO(译者注:她在2013年去世,这一段是为纪念她写的,此处省略不译,愿逝者安息。)

幸运能成为团队的一员。附了信。不忘初心,Day1

Jeffrey P. Bezos

(Vinchent翻译)


英文原文

To our shareowners:

I’m so proud of what all the teams here at Amazon have accomplished on behalf of customers this past year. Amazonians around the world are polishing products and services to a degree that is beyond what’s expected or required, taking the long view, reinventing normal, and getting customers to say “Wow.”

I’d like to take you on a tour that samples a small subset of our various initiatives, ranging from Prime to Amazon Smile to Mayday. The goal is to give you a sense for how much is going on across Amazon and how exciting it is to work on these programs. This broad array of initiatives is only possible because a large team of talented people at every level are exercising their good judgment every day and always asking, how do we make this better?

Ok, let’s get started on the tour.

Prime

Customers love Prime. More than one million customers joined Prime in the third week of December alone, and there are now tens of millions of Prime members worldwide. On a per customer basis, Prime members are ordering more items, across more categories, than ever before. Even internally, it’s easy for us to forget that Prime was a new, unproven (some even said foolhardy) concept when we launched it nine years ago: all-you can-eat, two-day shipping for a flat annual fee. At that time, we had one million eligible Prime products. This year, we passed 20 million eligible products, and we continue to add more. We’ve made Prime better in other ways too, adding new digital benefits – including the Kindle Owners’ Lending Library and Prime Instant Video. And we’re not done. We have many ideas for how to make Prime even better.

Readers & Authors

We’re investing heavily on behalf of readers. The all-new, high-resolution, high-contrast Kindle Paperwhite launched to rave reviews. We integrated the very impressive Goodreads into Kindle, introduced FreeTime for Kindle, and launched Kindle in India, Mexico, and Australia. Bringing joy to air travelers, the FAA approved the use of electronic devices during takeoff and landing. Our public policy team, with the help of many allies, worked patiently for four years on this, at one point loading a test plane with 150 active Kindles. Yes, it all worked fine!

Joining CreateSpace, Kindle Singles, and Kindle Direct Publishing, is the new service Kindle Worlds, the literary journal Day One, eight new Amazon Publishing imprints, and the launch of Amazon Publishing in the UK and Germany. Thousands of authors are already using these services to build fulfilling writing careers. Many write and tell us how we have helped them send their children to college, pay off medical bills, or purchase a home. We are missionaries for reading and these stories inspire and encourage us to keep inventing on behalf of writers and readers.

Prime Instant Video

Prime Instant Video is experiencing tremendous growth across all metrics – including new customers, repeat usage, and total number of streams. These are output metrics and they suggest we are on a good path, focusing on the right inputs. Two of the key inputs are the growth of selection and the desirability of that selection. Since we launched PIV in 2011 with 5,000 titles, we’ve grown selection to more than 40,000 movies and TV episodes – all included in your Prime membership. PIV has exclusives on hundreds of sought after TV seasons including Downton Abbey, the ratings blockbuster Under the Dome, The Americans, Justified, Grimm, Orphan Black, Suits, and kids programs such as SpongeBob SquarePants, Dora the Explorer, and Blue’s Clues. In addition, our Amazon Studios team continues to invest heavily in original content. Garry Trudeau’s Alpha House, starring John Goodman, debuted last year and quickly became the most-watched show on Amazon. We

recently greenlit six more originals, including Bosch, by Michael Connelly, The After, from Chris Carter of The X-Files, Mozart in the Jungle, from Roman Coppola and Jason Schwartzman, and Jill Soloway’s beautiful Transparent, which some have called the best pilot in years. We like our approach and are replicating it with our recent rollout of PIV in both the UK and Germany. The early customer response in those countries has been terrific, surpassing our expectations.

Fire TV

Just this past week, after two years of hard work, our hardware team launched Fire TV. Not only is Fire TV the best way to watch Amazon’s video offerings, it also embraces non-Amazon content services like Netflix, Hulu Plus, VEVO, WatchESPN, and many more. Fire TV has big hardware specs in a category that’s previously been hardware-light. It shows. Fire TV is fast and fluid. And our ASAP technology predicts what you might want to watch and pre-buffers it, so shows start instantly. Our team also put a small microphone in the remote control. Hold down the mic button on the remote, and you can speak your search term rather than type it into an alphabet grid. The team has done a terrific job – the voice search actually works.

In addition to Prime Instant Video, Fire TV gives you instant access to over 200,000 movies and TV episodes available a la carte, including new releases like Gravity, 12 Years a Slave, Dallas Buyers Club, Frozen, and more. As a bonus, Fire TV also lets you play high-quality, inexpensive games on your living room TV. We hope you try it out. If you do, let us know what you think. The team would love to hear your feedback.

Amazon Game Studios

It’s early in the twenty-second century and Earth is threatened by an alien species, the Ne’ahtu. The aliens infected Earth’s energy grid with a computer virus to disable the planet’s defenses. Before they could strike, computer science prodigy Amy Ramanujan neutralized the alien virus

and saved the planet. Now, the Ne’ahtu are back and Dr. Ramanujan must prevent them from launching an all-out invasion on Earth. She needs your help.

That’s how Sev Zero, the first Fire TV exclusive from Amazon Game Studios, begins. The team combined tower defense with shooter gameplay and created a co-op mode where one player leads on the ground with their gamepad controller while a second player provides air support from a tablet. I can assure you that there are some intense moments when you’ll appreciate a well-timed air-strike. When you see it, you may be surprised that this level of game play is possible on an inexpensive streaming media device. Sev Zero is only the first of a collection of innovative and graphically beautiful games we’re building from the ground up for Fire tablets and Fire TV.

Amazon Appstore

The Amazon Appstore now serves customers in almost 200 countries. Selection has grown to include over 200,000 apps and games from top developers around the globe – nearly tripling in size over the past year. We introduced Amazon Coins, a virtual currency that saves customers up to 10% on app and in-app purchases. Our Whispersync for Games technology lets you start a game on one device and continue it on another without losing your progress. Developers can use the Mobile Associates program to offer millions of physical products from Amazon inside their apps, and earn referral fees when customers buy those items. We introduced Appstore Developer Select, a marketing program that promotes new apps and games on Kindle Fire tablets and on Amazon’s Mobile Ad Network. We created Analytics and A/B Testing services – free services that empower developers to track user engagement and optimize their apps for iOS, Android, and Fire OS. Also this year, we embraced HTML5 web app developers. They too can now offer their apps on Kindle Fire and through the Amazon Appstore.

Spoken Word Audio

2013 was a landmark year for Audible, the world’s largest seller and producer of audiobooks. Audible makes it possible for you to read when your eyes are busy. Millions of customers download hundreds of millions of audiobooks and other spoken-word programming from Audible. Audible customers downloaded close to 600 million listening hours in 2013. Thanks to Audible Studios, people drive to work listening to Kate Winslet, Colin Firth, Anne Hathaway, and many other stars. One big hit in 2013 was Jake Gyllenhaal’s performance of

The Great Gatsby, which has already sold 100,000 copies. Whispersync for Voice allows customers to switch seamlessly back and forth between reading a book on their Kindle and listening to the corresponding Audible book on their smart phone. The Wall Street Journal called Whispersync for Voice “Amazon’s new killer app for books.” If you haven’t already, I recommend you give it a try – it’s fun and expands the amount of time you have available to read.

Fresh Grocery

After trialing the service for five years in Seattle (no one accuses us of a lack of patience), we expanded Amazon Fresh to Los Angeles and San Francisco. Prime Fresh members pay $299 a year and receive same-day and early morning delivery not only on fresh grocery items but also on over 500,000 other items ranging from toys to electronics to household goods. We’re also partnering with favorite local merchants (the Cheese Store of Beverly Hills, Pike Place Fish Market, San Francisco Wine Trading Company, and many more) to provide the same convenient home delivery on a great selection of prepared foods and specialty items. We’ll continue our methodical approach – measuring and refining Amazon Fresh – with the goal of bringing this incredible service to more cities over time.

Amazon Web Services

AWS is eight years old, and the team’s pace of innovation is actually accelerating. In 2010, we launched 61 significant services and features. In 2011, that number was 82. In 2012, it was 159. In 2013: 280. We’re also expanding our geographic footprint. We now have 10 AWS regions around the world, including the East Coast of the U.S., two on the West Coast, Europe, Singapore, Tokyo, Sydney, Brazil, China, and a government-only region called GovCloud. We have 26 availability zones across regions and 51 edge locations for our content distribution network. The development teams work directly with customers and are empowered to design, build, and launch based on what they learn. We iterate continuously, and when a feature or enhancement is ready, we push it out and make it instantly available to all. This approach is fast, customer-centric, and efficient – it’s allowed us to reduce prices more than 40 times in the past 8 years – and the teams have no plans to slow down.

Employee Empowerment

We challenge ourselves to not only invent outward facing features, but also to find better ways to do things internally – things that will both make us more effective and benefit our thousands of employees around the world.

Career Choice is a program where we pre-pay 95% of tuition for our employees to take courses for in demand fields, such as airplane mechanic or nursing, regardless of whether the skills are relevant to a career at Amazon. The goal is to enable choice. We know that for some of our fulfillment center employees, Amazon will be a career. For others, Amazon might be a stepping stone on the way to a job somewhere else – a job that may require new skills. If the right training can make the difference, we want to help.

The second program is called Pay to Quit. It was invented by the clever people at Zappos, and the Amazon fulfillment centers have been iterating on it. Pay to Quit is pretty simple. Once a year, we offer to pay our associates to quit. The first year the offer is made, it’s for $2,000. Then it goes up one thousand dollars a year until it reaches $5,000. The headline on the offer is “Please Don’t Take This Offer.” We hope they don’t take the offer; we want them to stay. Why do we make this offer? The goal is to encourage folks to take a moment and think about what they really want. In the long-run, an employee staying somewhere they don’t want to be isn’t healthy for the employee or the company.

A third inward innovation is our Virtual Contact Center. It’s an idea we started a few years back and have continued to grow with terrific results. Under this program, employees provide customer service support for Amazon and Kindle customers while working from home. This flexibility is ideal for many employees who, perhaps because they have young children or for another reason, either cannot or prefer not to work outside the home. Our Virtual Contact Center is our fastest growing “site” in the U.S., operating in more than ten states today. This growth will continue as we hope to double our state footprint in 2014.

Veteran Hiring

We seek leaders who can invent, think big, have a bias for action, and deliver results on behalf of customers. These principles look familiar to men and women who’ve served our country in the armed forces, and we find that their experience leading people is invaluable in our fast-paced work environment. We’re a member of Joining Forces and the 100,000 Jobs Mission – two national efforts that encourage businesses to offer service members and their families career opportunities and support. Our Military Talent team attended more than 50 recruiting events last year to help veterans find job opportunities at Amazon. In 2013, we hired more than 1,900 veterans. And once veterans join our team, we offer several programs that help them transition more easily into the civilian workforce and that connect them with our internal network of veterans for mentoring and support. These programs have earned us recognition as a top employer by G.I. Jobs Magazine, U.S. Veterans Magazine, and Military Spouse Magazine, and we’ll continue to invest in military veteran hiring as we grow.

Fulfillment Innovation

Nineteen years ago, I drove the Amazon packages to the post office every evening in the back of my Chevy Blazer. My vision extended so far that I dreamed we might one day get a forklift. Fast-forward to today and we have 96 fulfillment centers and are on our 7th generation of fulfillment center design. Our operations team is extraordinary – methodical and ingenious. Through our Kaizen program, named for the Japanese term “change for the better,” employees work in small teams to streamline processes and reduce defects and waste. Our Earth Kaizens set energy reduction, recycling, and other green goals. In 2013, more than 4,700 associates participated in 1,100 Kaizens.

Sophisticated software is key in our FCs. This year, we rolled out 280 major software improvements across the FC network. Our goal is to continue to iterate and improve on the design, layout, technology, and operations in these buildings, ensuring that each new facility we build is better than the last. I invite you to come see one for yourself. We offer fulfillment center tours open to the public, ages six and above. You can find info on the available tours at www.amazon.com/fctours. I’m always amazed when I visit one of our FCs, and I hope you’ll arrange a tour. I think you’ll be impressed.

Urban Campus

In 2013, we added 420,000 square feet of new headquarters space in Seattle and broke ground on what will become four city blocks and several million square feet of new construction. It is a fact that we could have saved money by instead building in the suburbs, but for us, it was important to stay in the city. Urban campuses are much greener. Our employees are able to take advantage of existing communities and public transit infrastructure, with less dependence on cars. We’re investing in dedicated bike lanes to provide safe, pollution free, easy access to our offices. Many of our employees can live nearby, skip the commute altogether, and walk to work. Though I can’t prove it, I also believe an urban headquarters will help keep Amazon vibrant, attract the right talent, and be great for the health and wellbeing of our employees and the city of Seattle.

Fast Delivery

In partnership with the United States Postal Service, we’ve begun for the first time to offer Sunday delivery to select cities. Sunday delivery is a win for Amazon customers, and we plan to roll it out to a large portion of the U.S. population throughout 2014. We’ve created our own fast, last-mile delivery networks in the UK where commercial carriers couldn’t support our peak volumes. In India and China, where delivery infrastructure isn’t yet mature, you can see Amazon bike couriers delivering packages throughout the major cities. And there is more invention to come. The Prime Air team is already flight testing our 5th and 6th generation aerial vehicles, and we are in the design phase on generations 7 and 8.

Experiments and More Experiments

We have our own internal experimentation platform called “Weblab” that we use to evaluate improvements to our websites and products. In 2013, we ran 1,976 Weblabs worldwide, up from 1,092 in 2012, and 546 in 2011. One recent success is our new feature called “Ask an owner”. It was many years ago that we pioneered the

idea of online customer reviews – customers sharing their opinion on a product to help other customers make an informed purchase decision. “Ask” is in that same tradition. From a product page, customers can ask any question related to the product. Is the product compatible with my TV/Stereo/PC? Is it easy to assemble? How long does the battery last? We then route these questions to owners of the product. As is the case with reviews, customers are happy to share their knowledge to directly help other customers. Millions of questions have already been asked and answered.

Apparel and Shoes

Amazon Fashion is booming. Premium brands are recognizing that they can use Amazon to reach fashion conscious, high-demo customers, and customers are enjoying the selection, free returns, detailed photos, and video clips that let them see how clothes move and drape as the models walk and turn. We opened a new 40,000 square foot photo studio in Brooklyn and now shoot an average of 10,413 photos every day in the studio’s 28 bays. To celebrate the opening, we hosted a design contest with students from Pratt, Parsons, School of Visual Arts, and the Fashion Institute of Technology that was judged by a panel of industry leaders including Steven Kolb, Eva Chen, Derek Lam, Tracy Reese, and Steven Alan. Kudos to Parsons who took home the top prize.

Frustration-Free Packaging

Our battle against annoying wire ties and plastic clamshells rages on. An initiative that began five years ago with a simple idea that you shouldn’t have to risk bodily injury opening your new electronics or toys, has now grown to over 200,000 products, all available in easy-to-open, recyclable packaging designed to alleviate “wrap rage” and help the planet by reducing packaging waste. We have over 2,000 manufacturers in our Frustration Free Packaging program, including Fisher-Price, Mattel, Unilever, Belkin, Victorinox Swiss Army, Logitech, and many more. We’ve now shipped many millions of Frustration-Free items to 175 countries. We are also reducing waste for customers – eliminating 33 million pounds of excess packaging to date. This program is a perfect example of a missionary team staying heads-down focused on serving customers. Through hard work and perseverance, an idea that started with only 19 products is now available on hundreds of thousands and benefiting millions of customers.

Fulfillment by Amazon

The number of sellers using Fulfillment by Amazon grew more than 65% last year. Growth like that at such large scale is unusual. FBA is unique in many ways. It’s not often you get to delight two customer sets with one program. With FBA, sellers can store their products in our fulfillment centers, and we pick, pack, ship, and provide customer service for these products. Sellers benefit from one of the most advanced fulfillment networks in the world, easily scaling their businesses to reach millions of customers. And not just any customers – Prime members. FBA products can be eligible for Prime free two-day shipping. Customers benefit from this additional selection – they get even more value out of their Prime membership. And, unsurprisingly, sellers see increased sales when they join FBA. In a 2013 survey, nearly three out of four FBA respondents reported that their unit sales increased on Amazon.com more than 20% after joining FBA. It’s a win-win.

“FBA is the best employee I have ever had. … One morning I woke up and realized FBA had shipped 50 units. As soon as I realized I could sell products while I sleep, it was a no-brainer.” – Thanny Schuck, Action Sports LLC

“Starting out as an unknown brand, it was difficult to find retailers willing to stock our goods. No such barriers existed at Amazon. The beauty of Amazon is that someone can say, ‘I want to start a business,’ and they can go on Amazon and really start a business. You don’t have to get a lease on a building or even have any employees at first. You can just do it on your own. And that’s what I did.” – Wendell Morris, YogaRat

Login and Pay with Amazon

For several years we’ve enabled Amazon customers to pay on other sites, such as Kickstarter, SmugMug, and Gogo Inflight, using the credit cards and shipping addresses already stored in their Amazon account. This

year, we expanded that capability so customers can also sign in using their Amazon account credentials, saving them the annoyance of needing to remember yet another account name and password. It’s convenient for the customer and a business builder for the merchant. Cymax Stores, the online furniture retailer, has seen tremendous success with Login and Pay. It now accounts for 20% of their orders, tripling their new account registrations, and increasing purchase conversion 3.15% in the first three months. This example isn’t unusual. We are seeing results like these with many partners, and the team is excited and encouraged. You should look for more in 2014.

Amazon Smile

In 2013 we launched Amazon Smile – a simple way for customers to support their favorite charitable organizations every time they shop. When you shop at smile.amazon.com, Amazon donates a portion of the purchase price to the charity of your choice. You’ll find the same selection, prices, shipping options, and Prime eligibility on smile.amazon.com as you do on Amazon.com – you’ll even find your same shopping cart and wish lists. In addition to the large, national charities you would expect, you can also designate your local children’s hospital, your school’s PTA, or practically any other cause you might like. There are almost a million charities to choose from. I hope you’ll find your favorite on the list.

The Mayday Button

“Not only is the device awesome but the Mayday feature is absolutely FANTASTIC!!!!! The Kindle team has hit it out of the park with this one.”

“Just tried the mayday button on my hdx. 15 second response time…amazon has done it again. Thoroughly impressed.”

Nothing gives us more pleasure at Amazon than “reinventing normal” – creating inventions that customers love and resetting their expectations for what normal should be. Mayday reimagines and revolutionizes the idea of on-device tech support. Tap the Mayday button, and an Amazon expert will appear on your Fire HDX and can co-pilot you through any feature by drawing on your screen, walking you through how to do something yourself, or doing it for you – whatever works best. Mayday is available 24x7, 365 days a year, and our response time goal is 15 seconds or less. We beat that goal – with an average response time of only 9 seconds on our busiest day, Christmas.

A few of the Maydays have been amusing. Mayday Tech Advisors have received 35 marriage proposals from customers. 475 customers have asked to talk to Amy, our Mayday television personality. 109 Maydays have been customers asking for assistance with ordering a pizza. By a slim margin, Pizza Hut wins customer preference over Domino’s. There are 44 instances where the Mayday Tech Advisor has sung Happy Birthday to the customer. Mayday Tech Advisors have been serenaded by customers 648 times. And 3 customers have asked for a bedtime story. Pretty cool.

I hope that gives you some sense of the scope of our opportunity and initiatives, as well the inventive spirit and push for exceptional quality with which they’re undertaken. I should underscore again that this is a subset. There are many programs I’ve omitted in this letter that are just as promising, consequential, and interesting as those I’ve highlighted.

We have the good fortune of a large, inventive team and a patient, pioneering, customer-obsessed culture – great innovations, large and small, are happening everyday on behalf of customers, and at all levels throughout the company. This decentralized distribution of invention throughout the company – not limited to the company’s senior leaders – is the only way to get robust, high-throughput innovation. What we’re doing is challenging and fun – we get to work in the future.

Failure comes part and parcel with invention. It’s not optional. We understand that and believe in failing early and iterating until we get it right. When this process works, it means our failures are relatively small in size

(most experiments can start small), and when we hit on something that is really working for customers, we double-down on it with hopes to turn it into an even bigger success. However, it’s not always as clean as that. Inventing is messy, and over time, it’s certain that we’ll fail at some big bets too.

I’d like to close by remembering Joy Covey. Joy was Amazon’s CFO in the early days, and she left an indelible mark on the company. Joy was brilliant, intense, and so fun. She smiled a lot and her eyes were always wide, missing nothing. She was substance over optics. She was a long-term thinker. She had a deep keel. Joy was

bold. She had a profound impact on all of us on the senior team and on the company’s entire culture. Part of her will always be here, making sure we watch the details, see the world around us, and all have fun.

I feel super lucky to be a part of the Amazon team. 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 2014