And I do like group invention. I think there's really nothing more fun than sitting at a whiteboard with a group of smart people and spitballing and coming up with new ideas and objections to those ideas, and then solutions to the objections and going back and forth.

I very frequently get the question: 'What's going to change in the next 10 years?' And that is a very interesting question; it's a very common one.

"I almost never get the question: 'What's not going to change in the next 10 years?' And I submit to you that that second question is actually the more important of the two — because you can build a business strategy around the things that are stable in time…

"In our retail business, we know that customers want low prices, and I know that's going to be true 10 years from now. They want fast delivery; they want vast selection. It's impossible to imagine a future 10 years from now where a customer comes up and says, 'Jeff I love Amazon; I just wish the prices were a little higher,' [or] 'I love Amazon; I just wish you'd deliver a little more slowly.' Impossible.

"And so the effort we put into those things, spinning those things up, we know the energy we put into it today will still be paying off dividends for our customers 10 years from now. When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it."

Customers are always wonderfully dissatisfied, even when they report being happy and business is great. Even when they don’t yet know it, customers want something better, and a constant desire to delight customers drives us to invent on their behalf.

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When it comes to space, I see it as my job to build infrastructure the hard way — I'm using my resources to put in place heavy-lifting infrastructure so the next generation of people can have a dynamic, entrepreneurial explosion into space. … I want thousands of entrepreneurs doing amazing things in space, and to do that we need to dramatically lower the cost of access to space.

In 1999, Barron’s headlined a story about our impending demise “Amazon.bomb.” My annual letter for 2000 started with a one-word sentence: “Ouch.” Our stock price peaked at $116, and then after the bubble burst our stock went down to $6

If you have a really good idea, stick to it, but be flexible on how you get there. Be stubborn on your vision but flexible on the details... People who are right a lot change their mind... They have the same data set that they had at the beginning, but they wake up, and they re-analyze things all the time, and they come to a new conclusion, and then they change their mind.