WEBVTT - Amazon Part 1: The Inventor vs. The Monopolist

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<v Speaker 1>I'd like to start back in November two thousand nineteen.

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<v Speaker 1>We're at a black tie event hosted by the Smithsonian.

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<v Speaker 1>It's their annual National Portrait Galleries Induction ceremony. This is

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<v Speaker 1>a historic honor. The images of George Washington, Abraham Lincoln,

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<v Speaker 1>and Frederick Douglas hang in these halls. CBS News anchor

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<v Speaker 1>Gayle King is the Evening's m c. They like to

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<v Speaker 1>get people at different stages of their careers, and in particular,

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<v Speaker 1>capture careers that are still going strong, that are still

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<v Speaker 1>doing interesting things and still have a lot to do

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<v Speaker 1>and say. And I think that certainly really describes our

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<v Speaker 1>final honor rate last, but certainly not least. So this

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<v Speaker 1>is an annual ceremony where a handful of incredibly accomplished

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<v Speaker 1>individuals are celebrated. They get their likeness painted, and those

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<v Speaker 1>portraits are then entered into the gallery. Earlier in the evening,

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<v Speaker 1>the inducted Vogue editor and a wintour Lynn Manuel Miranda,

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<v Speaker 1>the creator of Hamilton's and the band Earth Wind and Fire.

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<v Speaker 1>Now Gale is about to introduce the wealthiest person in

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<v Speaker 1>the world. He is the founder of Amazon Blue Origin,

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<v Speaker 1>the owner of The Washington Post, So then Jeff Bezos

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<v Speaker 1>walks out on stage, and his speech isn't about his

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<v Speaker 1>remarkable success, his exorbitant wealth, or even the honor of

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<v Speaker 1>being inducted into the Smithsonian. My life is based on

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<v Speaker 1>a large series of mistakes, and I'm kind of famous

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<v Speaker 1>for it. Actually in the business realm. How many people

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<v Speaker 1>here have a firephone? Remember the firephone? This was Amazon's

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<v Speaker 1>attempt at making a smartphone to compete with the iPhone.

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<v Speaker 1>It's so terribly they canceled the project after just a

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<v Speaker 1>few months. Every interesting thing I have ever done, every

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<v Speaker 1>important thing I've ever done, every beneficial thing I've ever done,

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<v Speaker 1>has been through a cascade of experiments and mistakes and failures.

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<v Speaker 1>And I'm covered in scar tissue as a result of this,

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<v Speaker 1>and started in the early days of Amazon. It's interesting

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<v Speaker 1>to me that on this night celebrating his lifetime success,

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<v Speaker 1>he wanted to focus on scar tissue. In fact, that

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<v Speaker 1>was the theme of his portrait. He asked the photo

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<v Speaker 1>realistic artist Robert mccourney to paint him. I wanted some

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<v Speaker 1>one who would paint me hyper realistically, with every flaw,

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<v Speaker 1>every imperfection, every piece of scar tissue that I have,

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<v Speaker 1>and thank you, Robert, you did that amazingly. You can

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<v Speaker 1>see my contact lenses in that painting, and I'm not kidding.

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<v Speaker 1>The painting of Jeff Bezos is pretty uncanny. He used

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<v Speaker 1>to pick that against the stark white background. He's wearing

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<v Speaker 1>a white shirt, a silver tie, like he's coming out

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<v Speaker 1>of a meeting, and his gaze is severe. It's the

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<v Speaker 1>look that is flustered, intimidated, and motivated Amazon employees for

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<v Speaker 1>twenty five years. What's striking to me is that in

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<v Speaker 1>the painting, the light is coming in from an angle,

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<v Speaker 1>so that half of Bezos is illuminated. The other half

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<v Speaker 1>is shadowy and dark. On this night, Bezos was in

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<v Speaker 1>a room full of rich elites. This was a crowd

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<v Speaker 1>that embraced him. But note how literally actually said. This

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<v Speaker 1>is also typical Bezos in public. He stays on script,

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<v Speaker 1>He tells you only what he wants you to hear,

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<v Speaker 1>and he just teases at the scar tissue. Back then,

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<v Speaker 1>Amazon still conjured the promise of next day shipping, the

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<v Speaker 1>marvel of Alexa Voice recognition, a massive library of streaming

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<v Speaker 1>TV and movies, and not controversy or intrigue. You're listening

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<v Speaker 1>to Foundering, I'm your host brad Stone. I've written two

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<v Speaker 1>books chronicling Amazon's His Tree, The Everything Store and Amazon Unbound.

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<v Speaker 1>I've been reporting on Amazon for over twenty years now.

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<v Speaker 1>I've devoted much of my career to this, not only

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<v Speaker 1>to understanding the man Jeff Bezos, but also to chronicling

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<v Speaker 1>how he's totally altered our modern economic reality. So something

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<v Speaker 1>that people often ask me is what's Jeff Bezos really like?

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<v Speaker 1>I want to speak to that for a second. He's

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<v Speaker 1>a big geek. He loves science fiction and space, but

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<v Speaker 1>he can also be kind of scary. He can be

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<v Speaker 1>kind of brutal when people don't meet his expectations, when

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<v Speaker 1>they're not thinking on his level, they can be subjected

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<v Speaker 1>to his outbursts. Also, people ask me, is Bezo smart,

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<v Speaker 1>And the answer is yes, absolutely. He's extremely well read.

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<v Speaker 1>He's a master compartmentalizer, someone who can work on many complicated,

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<v Speaker 1>totally different things one after the other. But what's most

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<v Speaker 1>impressive is probably his ability to dive into the deep

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<v Speaker 1>technical details of things that he knows very little about,

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<v Speaker 1>to basically go to school on a topic like artificial

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<v Speaker 1>intelligence or rocket propulsion. He's extraordinarily disciplined, and he can

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<v Speaker 1>go toe to toe with the engineers who have basically

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<v Speaker 1>spent their entire careers in those industries because of his

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<v Speaker 1>intensity and intelligence. You'll notice that in a lot of

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<v Speaker 1>our interviews, many former Amazon employees and executives seemed to

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<v Speaker 1>adore Basos. He's almost got a kind of cultish following.

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<v Speaker 1>This is a guy who started accompanying as garage and

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<v Speaker 1>evolved it all the way to becoming a trillion dollar

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<v Speaker 1>company that dominates much of the world. He never took

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<v Speaker 1>much of a salary, but these days he's worth around

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<v Speaker 1>two hundred billion just on his Amazon ownership stake alone.

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<v Speaker 1>People who worked for him just marvel at the decisions

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<v Speaker 1>he made and the instinct that he had about the

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<v Speaker 1>future of technology. But lately, something strange has happened. Public

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<v Speaker 1>opinion about Bezos has declined dramatically. People ridicule his dreams

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<v Speaker 1>of space travel and criticize his philanthropic giving. They loved

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<v Speaker 1>a dunk on his lavish lifestyle, which has recently been

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<v Speaker 1>on awkward display on social media. I think that the

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<v Speaker 1>number of people who see Jeff Bezos as a hero

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<v Speaker 1>is diminishing. He's viewed kind of skeptically as someone with

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<v Speaker 1>enormous amounts of power and resources. Who's a difficult person

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<v Speaker 1>to work for, Who's not treating his workforce all that well?

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<v Speaker 1>And who hasn't done as many good things with his

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<v Speaker 1>money and power as he could have. These questions have

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<v Speaker 1>become even sharper during the pandemic. During the first year

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<v Speaker 1>of lockdown, Amazon sales sword and bezos Is personal wealth

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<v Speaker 1>jumped from one fifteen billion to one nine billion. His

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<v Speaker 1>press verity felt perverse given how many people were struggling.

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<v Speaker 1>He was living large just when many people were barely

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<v Speaker 1>scraping by. This raised more questions should billionaires exist at all?

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<v Speaker 1>Is the world better off with or without Amazon in it?

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<v Speaker 1>Amazon was never one of those tech companies with idealistic

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<v Speaker 1>promises to save the world, But suddenly the company found

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<v Speaker 1>itself getting blamed for the world's problems. Why isn't Amazon

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<v Speaker 1>doing more to combat climate change, fix inequality, protect smaller companies?

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<v Speaker 1>People started to contrast bezos fortune with the plight of

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<v Speaker 1>his workers. Amazon is seen as an essential service through

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<v Speaker 1>this pandemic, but you have been very slow to install

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<v Speaker 1>your workers protections, and it's hurt your reputation. You've been

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<v Speaker 1>seen as a company that puts profits ahead of people.

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<v Speaker 1>Amazon was ranked one of the twin worst companies to

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<v Speaker 1>work for by the National Center for Occupational Safety and Health,

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<v Speaker 1>but many Amazon staffers say the demand for greater speed

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<v Speaker 1>is the leading factor harming warehouse workers. Allen says she

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<v Speaker 1>processed an average of six hundred items an hour on

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<v Speaker 1>the job here at a broken workstation that injured her back.

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<v Speaker 1>Protesters march down street intent to vent their anger at Amazon.

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<v Speaker 1>Outside on the street. These days, a vocal minority of

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<v Speaker 1>people go out of their way to buy nothing from

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<v Speaker 1>Amazon dot Com, which brings me to another question I get,

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<v Speaker 1>Can you really avoid Amazon in this day and age?

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<v Speaker 1>I would say the answers probably no. If you're a

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<v Speaker 1>conscientious objector and you're not shopping on the site, well,

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<v Speaker 1>are you shopping from Whole Foods? They are owned by Amazon.

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<v Speaker 1>Even if you're watching Netflix videos or sending images on Snapchat,

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<v Speaker 1>you may not know that both companies are in service

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<v Speaker 1>pace from Amazon through its cloud division. Or you might

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<v Speaker 1>be reading The Washington Post, which Jeff Bezos personally owns.

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<v Speaker 1>You might be buying from alternative websites, and those products

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<v Speaker 1>might be stored in Amazon warehouses and delivered with Amazon Vans.

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<v Speaker 1>Amazon has simply become so big that its tentacles reach

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<v Speaker 1>into almost every aspect of business these days. To really

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<v Speaker 1>understand this company that's become as essential as it is villainized,

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<v Speaker 1>it's important to go back to the beginning. Love him

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<v Speaker 1>or hate him, or depend on him for all your

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<v Speaker 1>daily shopping needs. The rise of Jeff Bezos and Amazon

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<v Speaker 1>is one of the most celebrated and contentious business stories

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<v Speaker 1>of our times. But Bezos didn't just change the business world.

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<v Speaker 1>He also changed himself, pulling off a personal transformation, and

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<v Speaker 1>you can see it. He's no longer the balding paste

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<v Speaker 1>the tech nerd from Seattle. Now he's buff. He post

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<v Speaker 1>regularly to Instagram showing off his new girlfriend and a

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<v Speaker 1>new lifestyle that includes private yachts, remote islands, and celebrity parties.

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<v Speaker 1>He acts like the celebrity he is, some of whose

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<v Speaker 1>personal life and fashion choices are avidly covered by the tabloids.

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<v Speaker 1>It's a remarkable act of personal and business reinvention. Will

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<v Speaker 1>begin to tell that story when we come back. We're

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<v Speaker 1>going to go all the way back to the paleolithic

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<v Speaker 1>days of the internet. Back then, Amazon was just an

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<v Speaker 1>online bookseller, people were being introduced for the first time

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<v Speaker 1>to this new thing called the world Wide Web. Here

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<v Speaker 1>are you? I'm Jeff Beazos and what are your What

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<v Speaker 1>is your claim to face? And the founder of Amazon

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<v Speaker 1>dot com? Where did a good an idea for Amazon

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<v Speaker 1>dot com? Well? Three years ago, I was in New

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<v Speaker 1>York City where he for a quantitative hedge fund when

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<v Speaker 1>it came across the startling statistic that web usage was

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<v Speaker 1>growing at a year. So I decided I would try

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<v Speaker 1>and find a business plan that made sense in the

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<v Speaker 1>context of that growth, and I picked books as the

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<v Speaker 1>first best product to sell online. That's Jeff Bezos speaking

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<v Speaker 1>in an interview filmed at the Special Libraries conference in

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<v Speaker 1>In some ways, Bezos had been preparing to start this

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<v Speaker 1>company since childhood. As a kid, he was considered precocious,

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<v Speaker 1>highly intelligent. His mother, Jackie, had him whence she was

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<v Speaker 1>still in high school. He didn't know his biological dad

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<v Speaker 1>for most of his life. When he was four, his

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<v Speaker 1>mom remarried a Cuban immigrant, Mike Bezos, and they spent

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<v Speaker 1>the next several years moving around. He was the valedictorian

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<v Speaker 1>of his high school in Miami, and he gave a

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<v Speaker 1>speech about entrepreneurship and space. Friends would later say, he

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<v Speaker 1>started Amazon on and he went after all this money

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<v Speaker 1>because he dreamed of going into space himself. One day

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<v Speaker 1>before he started Amazon, Bezos had been a vice president

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<v Speaker 1>at a Wall Street firm, D. E. Shawn Co. He

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<v Speaker 1>was researching new business opportunities for the company, and he

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<v Speaker 1>got an idea for a startup, which meant he had

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<v Speaker 1>a choice to make. Here he is on sixteen minutes.

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<v Speaker 1>The way I made the decision to leave Wall Street

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<v Speaker 1>and do this was it will sound geeky to you,

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<v Speaker 1>but um, it was a regret minimization framework. So this

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<v Speaker 1>is how I actually made it. So if I understand it,

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<v Speaker 1>if I can translate that into English, I can deal with.

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<v Speaker 1>Does that mean I want to live my life so

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<v Speaker 1>that in a few decades from now, I'm not going

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<v Speaker 1>to regret it. That's exactly right. I want to have

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<v Speaker 1>lived my life in such a way that when I'm

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<v Speaker 1>eighty years old, I've minimized the number of regrets that

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<v Speaker 1>I have. For you, it was not carpet d M.

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<v Speaker 1>It was not wine women in song. No, no, no no.

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<v Speaker 1>I don't go in for carpet d M. I go

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<v Speaker 1>in for regret minimization framework. So he end his wife Mackenzie,

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<v Speaker 1>left their Manhattan apartment, flew to Fort Worth, Texas, took

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<v Speaker 1>his parents Chevy Blazer out of storage, and started driving

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<v Speaker 1>north to Seattle. He chose Seattle because Microsoft was already there.

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<v Speaker 1>It was a budding tech cup but still small compared

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<v Speaker 1>to California or New York, and Washington State had something

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<v Speaker 1>else appealing to Bezos, lower taxes. He had the seed

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<v Speaker 1>of a business notion that on the web there were

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<v Speaker 1>no limits to what you could sell as long as

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<v Speaker 1>you could figure out a way to find it and

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<v Speaker 1>ship it through the mail. You could literally create and

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<v Speaker 1>everything store. So when you have that many items, could

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<v Speaker 1>literally build a store online that couldn't exist any other way.

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<v Speaker 1>And that's important right now because the web is still

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<v Speaker 1>an infant technology basically. Right now then Bezos was bubbling

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<v Speaker 1>with optimism about the Internet and the massive business opportunities

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<v Speaker 1>in retrospect. He was absolutely correct. What's really incredible about

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<v Speaker 1>this is that this is day one, this is the

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<v Speaker 1>very beginning, this is the kiddieh hawks stage of electronic commerce.

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<v Speaker 1>We're moving forward in so many different areas and lots

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<v Speaker 1>of different companies are as well. I think a millennia

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<v Speaker 1>from now, people are gonna look back and say, wow,

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<v Speaker 1>the late twentieth century was really a great time to

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<v Speaker 1>be alive. Beazos sets up the original Amazon office in

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<v Speaker 1>the garage of a suburban Seattle home. The first challenge

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<v Speaker 1>was figuring out what to name the company. Bezos registers

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<v Speaker 1>at as Cadabra inc as an Abra Cadabra, but that

0:14:28.040 --> 0:14:32.560
<v Speaker 1>sounds too much like cadaver. Then he registers relentless dot

0:14:32.600 --> 0:14:36.440
<v Speaker 1>com because he wants his young startup to operate relentlessly.

0:14:37.360 --> 0:14:39.920
<v Speaker 1>And here's a neat trick. Even now, if you type

0:14:39.920 --> 0:14:42.920
<v Speaker 1>relentless dot com in your browser, it'll redirect you to

0:14:42.960 --> 0:14:48.200
<v Speaker 1>Amazon anyway. In a wise move, he chooses the name Amazon,

0:14:48.680 --> 0:14:51.920
<v Speaker 1>the Earth's largest river can stand for its largest selection

0:14:51.960 --> 0:14:57.400
<v Speaker 1>of books. Amazon dot Com went live in July. He

0:14:57.520 --> 0:15:01.960
<v Speaker 1>encodes a few values into Amazon's DNA, chief, among them

0:15:02.200 --> 0:15:11.400
<v Speaker 1>satisfied the customer at all costs. The next few years,

0:15:11.640 --> 0:15:14.720
<v Speaker 1>Bezos moves his company to a succession of offices around

0:15:14.760 --> 0:15:19.480
<v Speaker 1>downtown Seattle. Some of those spaces were famously sketchy. Yeah,

0:15:19.480 --> 0:15:22.720
<v Speaker 1>that Columbia building was amazingly right across the street from

0:15:22.720 --> 0:15:25.760
<v Speaker 1>the Needle Exchange in downtown Seattle, so you had heroin

0:15:25.760 --> 0:15:29.360
<v Speaker 1>addicts that were hanging out right outside the building. That's

0:15:29.440 --> 0:15:32.120
<v Speaker 1>Dan Rose, who joined Amazon out of business school in

0:15:32.120 --> 0:15:35.400
<v Speaker 1>the nineties. Later he became a top deputy to Mark

0:15:35.440 --> 0:15:39.440
<v Speaker 1>Zuckerberg at Facebook. I called up Dan and a few

0:15:39.440 --> 0:15:43.040
<v Speaker 1>other early Amazon employees I had originally interviewed from my books.

0:15:43.520 --> 0:15:45.880
<v Speaker 1>They were proud of their time at Amazon and happy

0:15:45.920 --> 0:15:49.280
<v Speaker 1>to talk about it. Um. I remember those interviews there.

0:15:49.320 --> 0:15:53.080
<v Speaker 1>You know, there were no uh, there were no offices available,

0:15:53.120 --> 0:15:55.840
<v Speaker 1>so we literally, uh for a couple of the interviews.

0:15:55.880 --> 0:15:58.240
<v Speaker 1>We went into the stairwell and I did interviews in

0:15:58.280 --> 0:16:01.200
<v Speaker 1>the stairwell. It was, you know, there was definitely a

0:16:01.240 --> 0:16:05.200
<v Speaker 1>feeling of chaos. Bezos prowled these halls, and he loved

0:16:05.240 --> 0:16:08.840
<v Speaker 1>the chaos. He gave the company a mission, get big fast.

0:16:09.360 --> 0:16:14.480
<v Speaker 1>Amazon raised money from venture capitalists, they went public, then

0:16:14.560 --> 0:16:18.080
<v Speaker 1>raised more money from Wall Street. Bezos became a billionaire

0:16:18.280 --> 0:16:21.600
<v Speaker 1>when the company was only five years old. You generally

0:16:21.680 --> 0:16:27.240
<v Speaker 1>hear him before you see him. It's the ear piercing

0:16:27.360 --> 0:16:31.560
<v Speaker 1>laugh of billionaire Jeff Bezos. I was a good student.

0:16:31.800 --> 0:16:35.600
<v Speaker 1>I always worked really hard. I was nerdy. You were nerdy.

0:16:35.760 --> 0:16:41.040
<v Speaker 1>I was nerdy. That hasn't changed by At the time,

0:16:41.160 --> 0:16:44.440
<v Speaker 1>Jeff Bezos was famous for his laugh. I interviewed him

0:16:44.480 --> 0:16:47.280
<v Speaker 1>for the first time around this period, and his laugh

0:16:47.440 --> 0:16:50.720
<v Speaker 1>was definitely something you couldn't avoid. It was kind of jarring.

0:16:55.440 --> 0:16:59.240
<v Speaker 1>Bezos is goofy optimism wasn't an act. In the late nineties,

0:16:59.440 --> 0:17:02.520
<v Speaker 1>he took Amazon's riches and went on a spending spree.

0:17:03.040 --> 0:17:07.880
<v Speaker 1>He acquired random startups like IMDb and online stores in France.

0:17:07.880 --> 0:17:11.840
<v Speaker 1>In the UK, they branched into new product categories like

0:17:11.960 --> 0:17:16.439
<v Speaker 1>c d s, DVDs and toys. He even splurged on

0:17:16.440 --> 0:17:19.720
<v Speaker 1>a set of totally nerdy advertisements that appeared all over

0:17:19.760 --> 0:17:33.840
<v Speaker 1>network TV TV. Y What I Got dot com? Yes,

0:17:34.080 --> 0:17:36.320
<v Speaker 1>he paid for a group of guys to wear matching

0:17:36.400 --> 0:17:39.760
<v Speaker 1>sweaters and sing these little jingles in an attempt to

0:17:39.840 --> 0:17:50.840
<v Speaker 1>lodge Amazon dot Com into the public's imaginations. Here's the thing, though,

0:17:51.160 --> 0:17:54.040
<v Speaker 1>in those early years, Amazon was kind of a hot

0:17:54.080 --> 0:17:57.960
<v Speaker 1>mess who was losing money, lots of it. That was fine,

0:17:58.000 --> 0:18:00.960
<v Speaker 1>most startups do this, but it was goring so quickly

0:18:01.240 --> 0:18:04.320
<v Speaker 1>that its internal systems were a disaster. Some of the

0:18:04.359 --> 0:18:07.360
<v Speaker 1>earliest employees were starting to worry. I would say that

0:18:07.400 --> 0:18:09.480
<v Speaker 1>the train was heading down the track and there was

0:18:09.520 --> 0:18:12.680
<v Speaker 1>no track. That's Kellen Brannon, she was an early vice

0:18:12.680 --> 0:18:16.600
<v Speaker 1>president of finance. There was actually no financial planning or

0:18:16.600 --> 0:18:20.479
<v Speaker 1>analysis at all. And Jeff would say, you know, if

0:18:20.520 --> 0:18:22.960
<v Speaker 1>you're thinking about something longer than twenty minutes, you've missed

0:18:22.960 --> 0:18:27.200
<v Speaker 1>the opportunity, meaning literally, don't stop and deliberate for more

0:18:27.200 --> 0:18:31.280
<v Speaker 1>than twenty minutes. Keep moving. At the time, Amazon had

0:18:31.320 --> 0:18:35.520
<v Speaker 1>only two warehouses in Seattle and Delaware. During the holiday season,

0:18:35.720 --> 0:18:39.919
<v Speaker 1>the warehouse workers couldn't handle the surgeon orders. So early

0:18:40.000 --> 0:18:44.760
<v Speaker 1>on Amazon's executives, including Jeff Bezos, helped out. In the warehouse.

0:18:45.000 --> 0:18:49.000
<v Speaker 1>There were packing boxes, driving forkliffs, and gift trapping. I

0:18:49.119 --> 0:18:51.800
<v Speaker 1>learned so much right one. I learned it was fun

0:18:51.960 --> 0:18:54.960
<v Speaker 1>that I could race Jeff in the stacks because we

0:18:55.000 --> 0:18:57.600
<v Speaker 1>would time ourselves when we had these library cards, and

0:18:57.640 --> 0:18:59.760
<v Speaker 1>we would be because the warehouse managers is back then,

0:19:00.359 --> 0:19:02.520
<v Speaker 1>you know, it might put like an obscene book next

0:19:02.520 --> 0:19:05.200
<v Speaker 1>to a children's book and you're picking them, but they're

0:19:05.200 --> 0:19:07.200
<v Speaker 1>going to different people, which you're stacking him on these

0:19:07.240 --> 0:19:09.639
<v Speaker 1>library cards, and so we would check in, get our

0:19:09.680 --> 0:19:12.240
<v Speaker 1>library card, race up and down the stacks, picking the

0:19:12.240 --> 0:19:14.640
<v Speaker 1>books that were on the sheet, and then we take

0:19:14.720 --> 0:19:17.920
<v Speaker 1>it out right, and I could pick two point four

0:19:18.000 --> 0:19:21.720
<v Speaker 1>books per minute, and Jeff was slower, and that was

0:19:22.000 --> 0:19:24.000
<v Speaker 1>and he you could hear him because he would be

0:19:24.080 --> 0:19:27.240
<v Speaker 1>chasing us, right, we're all competing together, and his big

0:19:27.320 --> 0:19:30.520
<v Speaker 1>laugh would be there booming. Brandon left Amazon in two thousand,

0:19:30.840 --> 0:19:33.800
<v Speaker 1>but she still looks back fondly at that time. Racing

0:19:33.840 --> 0:19:37.320
<v Speaker 1>Jeff Bezos in the warehouses, she actually got a valuable

0:19:37.359 --> 0:19:40.840
<v Speaker 1>glimpse of how Bezos operates. He dove into the details

0:19:40.920 --> 0:19:43.960
<v Speaker 1>of every aspect of his company and just wanted to

0:19:43.960 --> 0:19:47.359
<v Speaker 1>win at all costs, even against his own colleagues. He's

0:19:47.760 --> 0:19:50.640
<v Speaker 1>incredibly competitive. He wanted to prove his performance, which made

0:19:50.640 --> 0:19:53.760
<v Speaker 1>me more competitive. And but there was a lot of laughter,

0:19:54.040 --> 0:19:57.280
<v Speaker 1>right he he loved it, and I have to say,

0:19:57.520 --> 0:19:59.680
<v Speaker 1>I have to say I loved it. All This cast

0:19:59.800 --> 0:20:02.720
<v Speaker 1>was okay to a point. Many of the dot coms

0:20:02.720 --> 0:20:05.919
<v Speaker 1>of the late nineties were pursuing similar strategies, trying to

0:20:06.000 --> 0:20:10.240
<v Speaker 1>get big fast. Here's Warren Jensen, the company's chief financial

0:20:10.240 --> 0:20:13.879
<v Speaker 1>officer at the time. It was a land grab. I

0:20:13.920 --> 0:20:16.040
<v Speaker 1>think one of the things that I remember during that period,

0:20:16.119 --> 0:20:20.159
<v Speaker 1>Jeff would frequently say is it makes the statement that

0:20:20.240 --> 0:20:24.280
<v Speaker 1>brands are like quick drawing cement uh. And the Amazon

0:20:24.359 --> 0:20:27.240
<v Speaker 1>mission was very clear to come, find, discover, and buy

0:20:27.359 --> 0:20:30.880
<v Speaker 1>anything online. Wall Street seemed happy to fund that mission

0:20:31.040 --> 0:20:34.440
<v Speaker 1>to bet on its possibility, even though it was unprofitable.

0:20:34.920 --> 0:20:39.720
<v Speaker 1>Amazon lost six hundred million dollars, and investors didn't seem

0:20:39.760 --> 0:20:43.560
<v Speaker 1>to bat an eye. At first. The company was incredibly strong.

0:20:44.520 --> 0:20:48.960
<v Speaker 1>The capital markets in early nine were wide open to

0:20:49.080 --> 0:20:54.000
<v Speaker 1>big Internet ideas like Amazon dot Com. But gradually investors

0:20:54.040 --> 0:20:56.440
<v Speaker 1>started to ask questions, when are you going to get

0:20:56.480 --> 0:21:00.360
<v Speaker 1>real and start to operate like a professional company. There

0:21:00.359 --> 0:21:05.119
<v Speaker 1>were real storm clouds forming. The company was burning a

0:21:05.200 --> 0:21:08.439
<v Speaker 1>lot of cash, and I would argue that by the

0:21:08.480 --> 0:21:13.399
<v Speaker 1>fall of the Internet bubble was getting pretty thin. In fact,

0:21:13.560 --> 0:21:17.879
<v Speaker 1>it was starting to burst. Investors were in awe of

0:21:17.960 --> 0:21:22.359
<v Speaker 1>the growth, but we're also voicing strong objections to the

0:21:22.400 --> 0:21:26.919
<v Speaker 1>mounting losses. And in March two thousand, the Internet bubble burst.

0:21:27.800 --> 0:21:30.480
<v Speaker 1>This was the dot Com crash, and it was epic.

0:21:30.960 --> 0:21:34.439
<v Speaker 1>A whole generation of Internet companies like pets dot Com,

0:21:34.720 --> 0:21:38.800
<v Speaker 1>we're careening into bankruptcy. It's described as nothing showed with

0:21:38.920 --> 0:21:42.560
<v Speaker 1>breathtaking a points drop never before seen on the US markets.

0:21:46.000 --> 0:21:48.600
<v Speaker 1>This closing bill might as well have been an alarm,

0:21:48.840 --> 0:21:54.400
<v Speaker 1>So savage was the silly that another one? Yeah, too

0:21:54.400 --> 0:21:56.760
<v Speaker 1>many in a row, and spare thought for Bill Gates.

0:21:56.800 --> 0:21:59.800
<v Speaker 1>The Wall Street collapse cost the world's richest man and

0:22:00.040 --> 0:22:03.240
<v Speaker 1>me at one point eight billion dollars this week alone.

0:22:03.920 --> 0:22:07.119
<v Speaker 1>Investors were starting to worry was Amazon going to be

0:22:07.240 --> 0:22:10.959
<v Speaker 1>next in the trash heap? And Amazon feared what if

0:22:11.000 --> 0:22:15.040
<v Speaker 1>suppliers got nervous next? This could create a domino effect.

0:22:15.480 --> 0:22:17.920
<v Speaker 1>Bezos and his colleagues had to move quickly to stave

0:22:17.960 --> 0:22:21.679
<v Speaker 1>off disaster. So Amazon sends Warren to visit one of

0:22:21.720 --> 0:22:25.880
<v Speaker 1>their largest suppliers, the book distributor Ingram's, to convince them

0:22:25.960 --> 0:22:30.200
<v Speaker 1>that the company was on solid footing. And we went

0:22:30.240 --> 0:22:33.240
<v Speaker 1>in and made a presentation to the Ingram board of directors,

0:22:33.880 --> 0:22:36.879
<v Speaker 1>and I think it was Laura Ingram Um stopped the

0:22:36.920 --> 0:22:39.199
<v Speaker 1>meeting for a second and she said, Warren, you have

0:22:39.240 --> 0:22:41.600
<v Speaker 1>to remember that if you go bankrupt and we go bankrupt.

0:22:42.200 --> 0:22:45.920
<v Speaker 1>Warren was Amazon CFO at the time. If Amazon went under,

0:22:46.119 --> 0:22:49.040
<v Speaker 1>it could drag Ingram's down with him. This was a

0:22:49.080 --> 0:22:53.000
<v Speaker 1>remarkable statement and apportent of things to come. Amazon had

0:22:53.000 --> 0:22:55.680
<v Speaker 1>only been around for eight years, and it was already

0:22:55.760 --> 0:22:59.560
<v Speaker 1>dangerously intertwined with the success of some of the largest

0:22:59.560 --> 0:23:03.760
<v Speaker 1>company in the world. After bezos is lieutenants went around

0:23:03.760 --> 0:23:07.800
<v Speaker 1>reassuring suppliers, he made a second change, completely altering the

0:23:07.840 --> 0:23:12.920
<v Speaker 1>company's operating posture. For five years, Amazon's mantra had been

0:23:13.040 --> 0:23:18.440
<v Speaker 1>get big fast, and Bezos realized those days had to end. Jeff,

0:23:18.480 --> 0:23:21.600
<v Speaker 1>You've got to be concerned about operating margins overall for

0:23:21.640 --> 0:23:24.320
<v Speaker 1>the company. They're really extremely low, your factor amongst the

0:23:24.359 --> 0:23:27.080
<v Speaker 1>worst out there, So the company is basically a break

0:23:27.119 --> 0:23:30.560
<v Speaker 1>even at this point. You know, we expect to generate

0:23:30.680 --> 0:23:34.159
<v Speaker 1>substantial and meaningful free cash flow, so we're very excited

0:23:34.160 --> 0:23:36.119
<v Speaker 1>about where the company is from a business. This next

0:23:36.160 --> 0:23:39.159
<v Speaker 1>era at Amazon was going to be about tightening the belt,

0:23:39.480 --> 0:23:41.360
<v Speaker 1>and that was looking to be a lot less fun.

0:23:42.200 --> 0:23:45.560
<v Speaker 1>The change and fortune was stunning. Another question that's been

0:23:45.600 --> 0:23:47.400
<v Speaker 1>raised on Walter is you've had a lot of top

0:23:47.440 --> 0:23:51.720
<v Speaker 1>executive departures within the last year. I think five. No,

0:23:51.880 --> 0:23:54.600
<v Speaker 1>you know, I'm very happy with the executive team we

0:23:54.680 --> 0:23:59.440
<v Speaker 1>have and the and we are, and we're really functioning

0:23:59.480 --> 0:24:01.960
<v Speaker 1>well as a team. We've got good succession plans in place,

0:24:02.080 --> 0:24:07.800
<v Speaker 1>great people. Um, we're having fun. A lot of people left. Uh,

0:24:07.840 --> 0:24:09.720
<v Speaker 1>you know, a lot of people left the company during

0:24:09.720 --> 0:24:12.639
<v Speaker 1>that period, and um, and you can't blame him, you know,

0:24:12.680 --> 0:24:15.040
<v Speaker 1>because again, it wasn't it wasn't clear we were going

0:24:15.080 --> 0:24:18.240
<v Speaker 1>to survive. Dan Rose was fresh out of business school

0:24:18.240 --> 0:24:21.040
<v Speaker 1>at the time. He watched as his dreams of instant

0:24:21.080 --> 0:24:26.520
<v Speaker 1>wealth were dashed suddenly the NASDAC creators and Amazon stock craters.

0:24:27.119 --> 0:24:30.120
<v Speaker 1>And by the time I had vested my first year

0:24:30.200 --> 0:24:33.040
<v Speaker 1>of my stock options at the company that one year, Cliff,

0:24:33.640 --> 0:24:36.800
<v Speaker 1>my stock was underwater. It was back down below sixty dollars.

0:24:36.800 --> 0:24:39.080
<v Speaker 1>When I joined, it was like at forty dollars, and

0:24:39.119 --> 0:24:41.760
<v Speaker 1>over the next few years it went down to something

0:24:41.840 --> 0:24:45.800
<v Speaker 1>like eight or seven or something like that. As for Bezos,

0:24:45.840 --> 0:24:49.439
<v Speaker 1>his fortunes were also reversing, particularly in the court of

0:24:49.440 --> 0:24:52.240
<v Speaker 1>public opinion. Jeff goes from being the poster child of

0:24:52.280 --> 0:24:54.560
<v Speaker 1>the Internet to being the poster child of the Internet

0:24:54.560 --> 0:24:59.560
<v Speaker 1>bubble um. And so this precipitous fall from grace. The

0:24:59.600 --> 0:25:03.480
<v Speaker 1>people stuck around said that Bezos was handling it gracefully,

0:25:03.520 --> 0:25:06.560
<v Speaker 1>but Warren Jensen, who worked closely with him, says that

0:25:06.600 --> 0:25:10.280
<v Speaker 1>the scrutiny and pressure really got to him, especially when

0:25:10.320 --> 0:25:14.320
<v Speaker 1>the SEC began investigating his personal stock sales for signs

0:25:14.320 --> 0:25:18.680
<v Speaker 1>of impropriety. There were a lot of arrows pointed directly

0:25:18.720 --> 0:25:21.040
<v Speaker 1>at Amazon and at Jeff. That was, you know, a

0:25:21.040 --> 0:25:23.720
<v Speaker 1>painful period for Jeff. I mean, nobody wants to be

0:25:23.840 --> 0:25:27.160
<v Speaker 1>questioned that way by the SEC. And you know read

0:25:27.160 --> 0:25:29.560
<v Speaker 1>about it, you know, above the fold in the New

0:25:29.600 --> 0:25:32.680
<v Speaker 1>York Times. The other thing we've noticed is that there's

0:25:32.720 --> 0:25:35.920
<v Speaker 1>been more selling of your stock by yourself. You've done

0:25:35.920 --> 0:25:38.600
<v Speaker 1>about eighty million dollars worth of shares that you've sold

0:25:38.600 --> 0:25:40.840
<v Speaker 1>this year, a lot higher than what you have been

0:25:40.880 --> 0:25:45.119
<v Speaker 1>doing historically. My sales are that you're talking about are

0:25:45.160 --> 0:25:48.480
<v Speaker 1>made subject to Attende five one plan which gets set

0:25:48.520 --> 0:25:51.560
<v Speaker 1>well in advance. Uh. And I do it for liquidity

0:25:51.560 --> 0:25:54.840
<v Speaker 1>and diversification. I don't take a big salary at Amazon

0:25:54.920 --> 0:25:56.879
<v Speaker 1>dot Com, I don't take options, and my source of

0:25:56.920 --> 0:26:00.840
<v Speaker 1>income is is that stock. The SEC. He later dropped

0:26:00.840 --> 0:26:04.080
<v Speaker 1>the case without bringing any churches. It's hard to imagine

0:26:04.080 --> 0:26:07.640
<v Speaker 1>it now because Bezo seems so invincible, but back then

0:26:07.880 --> 0:26:11.440
<v Speaker 1>he was subject to such doubt, even ridicule. His name

0:26:11.480 --> 0:26:13.960
<v Speaker 1>was almost synonymous with the bust and hubris of the

0:26:14.000 --> 0:26:18.280
<v Speaker 1>tech elite inside the company. Employees said that Bezos kept

0:26:18.280 --> 0:26:22.080
<v Speaker 1>repeating one thing, almost as a mantra, the only way

0:26:22.080 --> 0:26:24.399
<v Speaker 1>out of this is to invent our way out. He

0:26:24.560 --> 0:26:27.520
<v Speaker 1>is at his heart he's an inventor. So here you

0:26:27.600 --> 0:26:31.280
<v Speaker 1>have a CEO of a by that time, a successful

0:26:31.920 --> 0:26:34.720
<v Speaker 1>company that had invented something new. He was saying to

0:26:34.760 --> 0:26:37.480
<v Speaker 1>the world, I didn't just fall into this business. This

0:26:37.560 --> 0:26:39.880
<v Speaker 1>is who I am. I'm going to constantly be inventing

0:26:39.920 --> 0:26:41.840
<v Speaker 1>and trying new things, and I'm gonna build a culture

0:26:41.880 --> 0:26:44.639
<v Speaker 1>of invention where everybody who works here is going to

0:26:44.720 --> 0:26:48.719
<v Speaker 1>embrace this and is going to um constantly be pushing

0:26:48.760 --> 0:26:52.840
<v Speaker 1>themselves to invent new things. How Amazon invented its way

0:26:52.840 --> 0:26:55.720
<v Speaker 1>out of this first cycle of cynicism. It started to

0:26:55.760 --> 0:26:59.000
<v Speaker 1>become the giant that many people know and fear today.

0:26:59.080 --> 0:27:20.480
<v Speaker 1>That's next. I want to take a moment and interrogate

0:27:20.520 --> 0:27:24.399
<v Speaker 1>this idea that Jeff Bezos is an inventor. As Dan Rose,

0:27:24.480 --> 0:27:28.720
<v Speaker 1>the early Amazon employee said earlier, invention is something Bezos

0:27:28.760 --> 0:27:31.960
<v Speaker 1>cares deeply about. He wants to be seen as an inventor.

0:27:32.640 --> 0:27:35.720
<v Speaker 1>It's a little contentious. He didn't exactly invent e commerce,

0:27:36.040 --> 0:27:39.119
<v Speaker 1>but he defined it in its current form, and Bezos

0:27:39.160 --> 0:27:42.639
<v Speaker 1>did mastermind the Kindle and Alexa. These are objects that

0:27:42.680 --> 0:27:45.960
<v Speaker 1>have changed the everyday lives of so many people. But

0:27:46.040 --> 0:27:48.639
<v Speaker 1>because of his wealth and Amazon status is one of

0:27:48.680 --> 0:27:52.199
<v Speaker 1>the largest businesses in the world, bezos Is ingenuity as

0:27:52.240 --> 0:27:56.000
<v Speaker 1>an inventor often gets lost. Critics see him as a

0:27:56.000 --> 0:27:59.760
<v Speaker 1>monopolist and Amazon as a monster that has unfairly tilted

0:27:59.800 --> 0:28:03.639
<v Speaker 1>the economic playing field. That gulf between the inventor and

0:28:03.680 --> 0:28:07.240
<v Speaker 1>the monopolist, between how Bezos hopes to be seen and

0:28:07.280 --> 0:28:10.320
<v Speaker 1>the way he often is perceived, that's never been larger.

0:28:10.960 --> 0:28:14.200
<v Speaker 1>He didn't always have this problem. Back in two thousand four,

0:28:14.359 --> 0:28:17.960
<v Speaker 1>Amazon was just in survival mode. Here's Dan Rose. It

0:28:18.080 --> 0:28:20.679
<v Speaker 1>wasn't like the company had turned the corner and everything

0:28:20.760 --> 0:28:22.359
<v Speaker 1>was going great and we were out of the woods.

0:28:22.359 --> 0:28:26.120
<v Speaker 1>It was like we had barely skated by. Many people

0:28:26.160 --> 0:28:28.639
<v Speaker 1>thought we were six months away from bankruptcy at a

0:28:28.880 --> 0:28:31.919
<v Speaker 1>moment there. If our suppliers hadn't extended credit to us,

0:28:32.000 --> 0:28:34.320
<v Speaker 1>we probably would have gone out of business. So Amazon

0:28:34.359 --> 0:28:38.200
<v Speaker 1>has survived, but would it ever thrive again? Many analysts

0:28:38.240 --> 0:28:41.520
<v Speaker 1>are doubtful, But in the next few years, Jeff Bezos

0:28:41.560 --> 0:28:44.400
<v Speaker 1>would pioneer a series of new inventions that would not

0:28:44.440 --> 0:28:47.400
<v Speaker 1>only change the course of the company's fate, they changed

0:28:47.440 --> 0:28:51.440
<v Speaker 1>the entire tech industry. One of those inventions is extremely

0:28:51.520 --> 0:28:55.400
<v Speaker 1>fast free shipping. Another is the Kindle. A third, which

0:28:55.400 --> 0:28:58.240
<v Speaker 1>we'll get to in the next episode, is Amazon Web

0:28:58.280 --> 0:29:02.720
<v Speaker 1>services or cloud computing. Here were three incredible inventions that

0:29:02.840 --> 0:29:05.440
<v Speaker 1>were not obvious. None of them were obvious, and he

0:29:05.960 --> 0:29:08.520
<v Speaker 1>shipped them to the world and and set this stage

0:29:08.520 --> 0:29:10.840
<v Speaker 1>for for what would become one of the greatest runs

0:29:10.840 --> 0:29:13.520
<v Speaker 1>in the history of business over the next fifteen years.

0:29:13.880 --> 0:29:17.959
<v Speaker 1>Perhaps the most consequential invention of this era is Amazon Prime.

0:29:18.680 --> 0:29:22.080
<v Speaker 1>It's late two thousand four and Bezos's early vision for

0:29:22.120 --> 0:29:25.400
<v Speaker 1>Prime was as a sort of loyalty program. At the time,

0:29:25.760 --> 0:29:29.200
<v Speaker 1>people weren't buying stuff like dish, detergents, and food online,

0:29:29.840 --> 0:29:32.560
<v Speaker 1>and Bazos had this idea that if they could eliminate

0:29:32.600 --> 0:29:35.760
<v Speaker 1>the shipping costs, then online shopping would be no more

0:29:35.760 --> 0:29:39.600
<v Speaker 1>expensive than going to the store. Back then, Amazon has

0:29:39.720 --> 0:29:42.800
<v Speaker 1>fast tracked shipment and it was the pride of the company,

0:29:42.840 --> 0:29:45.640
<v Speaker 1>but they were charging customers a lot extra to rush

0:29:45.680 --> 0:29:47.960
<v Speaker 1>their orders in one or two days, so not that

0:29:48.040 --> 0:29:51.920
<v Speaker 1>many people were using it. Here's former vice president Greg Greeley,

0:29:52.480 --> 0:29:55.240
<v Speaker 1>you know, and Jeff himself had been saying, what can

0:29:55.280 --> 0:29:57.440
<v Speaker 1>we do to get more people using our best product.

0:29:57.720 --> 0:30:00.640
<v Speaker 1>Um the OPS team had worked so hard to create

0:30:00.680 --> 0:30:05.000
<v Speaker 1>this really amazing supply chain that could provide predictable you know,

0:30:05.040 --> 0:30:07.880
<v Speaker 1>albeit expensive, but could provide a very predictable next day

0:30:07.920 --> 0:30:10.520
<v Speaker 1>and two day experience. So Pasos imagines Prime is a

0:30:10.560 --> 0:30:13.960
<v Speaker 1>special club. Pay seventy dollars up front and get two

0:30:14.040 --> 0:30:16.680
<v Speaker 1>days shipping for a year. He likes to call it

0:30:16.720 --> 0:30:19.680
<v Speaker 1>and all you can eat experience. And from the start

0:30:19.960 --> 0:30:23.120
<v Speaker 1>he has one name in mind. In two thousand and four,

0:30:23.200 --> 0:30:25.160
<v Speaker 1>and when we were trying to kind of lock it

0:30:25.200 --> 0:30:27.200
<v Speaker 1>on the program, Jeff said, I think it should be

0:30:27.200 --> 0:30:30.480
<v Speaker 1>called Prime. And because we've been pushing on this all

0:30:30.560 --> 0:30:34.920
<v Speaker 1>you can eat experience, my initial thought was, well, when

0:30:35.040 --> 0:30:37.520
<v Speaker 1>we confuse that with Prime rib that's where my head went.

0:30:37.560 --> 0:30:40.640
<v Speaker 1>I said, there must be a better branding there by

0:30:40.720 --> 0:30:44.320
<v Speaker 1>anything you want like patio furniture and get two day shipping.

0:30:44.880 --> 0:30:48.520
<v Speaker 1>You can imagine financial analysts were skeptical. I am sure

0:30:48.560 --> 0:30:50.440
<v Speaker 1>we could both do a Google search and find lots

0:30:50.440 --> 0:30:54.600
<v Speaker 1>of analysts that said this is absolutely crazy. For a

0:30:54.760 --> 0:30:58.440
<v Speaker 1>number of years, they were questioning how we were affording it,

0:30:58.480 --> 0:31:00.800
<v Speaker 1>because of course you just get the math at our

0:31:01.040 --> 0:31:03.840
<v Speaker 1>ship revenues that we were collecting and the cost of

0:31:03.840 --> 0:31:07.400
<v Speaker 1>our shipping. But Bazos insists on going ahead with Prime.

0:31:07.880 --> 0:31:10.880
<v Speaker 1>He believes that it will make customers more loyal, more

0:31:10.920 --> 0:31:14.560
<v Speaker 1>willing to shop beyond books, music, and DVDs, which were

0:31:14.560 --> 0:31:17.640
<v Speaker 1>Amazon's core products at the time, and it was gambling

0:31:17.640 --> 0:31:20.200
<v Speaker 1>that the expense of unlimited two days shipping would go

0:31:20.280 --> 0:31:24.360
<v Speaker 1>down as Amazon builds more warehouses closer to customers. Both

0:31:24.400 --> 0:31:27.040
<v Speaker 1>Amazon dot Com and many of its customers are getting

0:31:27.080 --> 0:31:30.720
<v Speaker 1>what they want with Amazon's Prime service. For Amazon, it's

0:31:30.720 --> 0:31:34.480
<v Speaker 1>more customers and for customers nearly free shipping. The service

0:31:34.520 --> 0:31:38.360
<v Speaker 1>at seventy nine dollars a year, includes free to day

0:31:38.400 --> 0:31:43.000
<v Speaker 1>delivery on any item Amazon stocks That includes, according to

0:31:43.000 --> 0:31:46.920
<v Speaker 1>The Wall Street Journal, a five hundred pounds safe that's

0:31:47.800 --> 0:31:50.760
<v Speaker 1>pounds David. Prime's impact wouldn't be visible to the outside

0:31:50.760 --> 0:31:53.640
<v Speaker 1>world for a couple of years, but over time it's

0:31:53.680 --> 0:31:57.280
<v Speaker 1>seriously changed people's shopping habits. How many things did you

0:31:57.360 --> 0:31:59.440
<v Speaker 1>used to buy in stores that you now buy online?

0:32:00.000 --> 0:32:03.040
<v Speaker 1>And Prime has created a new expectation that shipping and

0:32:03.120 --> 0:32:07.640
<v Speaker 1>online orders should be free. This created an impossible bar

0:32:07.840 --> 0:32:12.200
<v Speaker 1>for Amazon's competitors, because now rival retailers like Barnes and

0:32:12.200 --> 0:32:15.040
<v Speaker 1>Noble and Best Buy also have to offer some version

0:32:15.080 --> 0:32:18.520
<v Speaker 1>of free shipping and primes. That's another thing in motion.

0:32:18.960 --> 0:32:22.840
<v Speaker 1>Almost invisibly, tens of thousands of workers join Amazon as

0:32:22.880 --> 0:32:27.120
<v Speaker 1>warehouse workers and drivers. Soon this balloons to hundreds of

0:32:27.120 --> 0:32:30.760
<v Speaker 1>thousands of workers. They do the brutal work of fulfilling

0:32:30.760 --> 0:32:34.560
<v Speaker 1>the promise of two day delivery over time. As Prime

0:32:34.560 --> 0:32:38.480
<v Speaker 1>accelerates to next day delivery, same day delivery, the labor

0:32:38.520 --> 0:32:42.600
<v Speaker 1>issues will intensify. At the same time, as Bezos orders

0:32:42.640 --> 0:32:45.400
<v Speaker 1>the creation of Prime, he branches out in an even

0:32:45.440 --> 0:32:48.920
<v Speaker 1>more surprising direction. He wants Amazon to be more than

0:32:48.920 --> 0:32:52.440
<v Speaker 1>an online retailer. He has an idea for a consumer

0:32:52.480 --> 0:32:57.240
<v Speaker 1>electronics device. In the early two thousands, Apple introduces the

0:32:57.320 --> 0:33:01.120
<v Speaker 1>iPod in the iTunes music store. It drastically changes the

0:33:01.200 --> 0:33:05.440
<v Speaker 1>music business. Bazos watches the CD sales on Amazon fall.

0:33:05.960 --> 0:33:10.560
<v Speaker 1>Jeff had this realization that this could also happen to books,

0:33:10.600 --> 0:33:12.560
<v Speaker 1>and if it did happen to books, it would be

0:33:13.440 --> 0:33:17.280
<v Speaker 1>much more existential for us than the CD business, because,

0:33:17.440 --> 0:33:19.840
<v Speaker 1>for two reasons, books was by far largest business, but

0:33:19.840 --> 0:33:23.280
<v Speaker 1>also more importantly, it was half of the company's profits.

0:33:23.600 --> 0:33:26.480
<v Speaker 1>Dan says that from Bezos's point of view, it was

0:33:26.560 --> 0:33:29.760
<v Speaker 1>only a matter of time before someone invented an iPod

0:33:29.800 --> 0:33:33.480
<v Speaker 1>for books, and it could kill his business. Jeff also

0:33:33.600 --> 0:33:37.960
<v Speaker 1>realized that if Amazon didn't do it, somebody else would.

0:33:38.600 --> 0:33:43.000
<v Speaker 1>That it was inevitable that digital books would exist in

0:33:43.040 --> 0:33:45.120
<v Speaker 1>the world in the same way that it was inevitable

0:33:45.120 --> 0:33:47.680
<v Speaker 1>that the iPod would exist. He got that in a

0:33:47.760 --> 0:33:51.320
<v Speaker 1>deep instinctual level. Bezos sets up a secret team to

0:33:51.360 --> 0:33:55.200
<v Speaker 1>produce the Kindle, and he closely manages the project. Some

0:33:55.240 --> 0:33:59.320
<v Speaker 1>would say he micromanages it. He insists on a cellular

0:33:59.440 --> 0:34:02.440
<v Speaker 1>modem that allows the Kindle owner to download an e

0:34:02.560 --> 0:34:06.440
<v Speaker 1>book anywhere, even in the back of a taxi. It

0:34:06.480 --> 0:34:09.440
<v Speaker 1>will take three years and generate all kinds of tension.

0:34:10.400 --> 0:34:13.799
<v Speaker 1>One challenge is to get book publishers to digitize more

0:34:13.840 --> 0:34:18.520
<v Speaker 1>of their catalogs. At the time, only about twenty books

0:34:18.520 --> 0:34:22.000
<v Speaker 1>exists in the book form, but Bezos wants to see

0:34:22.040 --> 0:34:25.320
<v Speaker 1>five times that many titles available for the Kindle's launch.

0:34:25.800 --> 0:34:29.520
<v Speaker 1>Dan Rose is in charge of the effort. I cannot

0:34:29.680 --> 0:34:34.799
<v Speaker 1>overstate the lack of enthusiasm that my overtures were met

0:34:34.840 --> 0:34:40.200
<v Speaker 1>with from the book publishers. They immediately explained to us

0:34:40.400 --> 0:34:42.879
<v Speaker 1>why it was not a good use of their time

0:34:43.000 --> 0:34:46.319
<v Speaker 1>or resources or money to produce more digital books, and

0:34:46.400 --> 0:34:48.239
<v Speaker 1>that they just, frankly, we're not going to do it.

0:34:48.760 --> 0:34:52.680
<v Speaker 1>So Amazon pushes back against the book publishers. It basically

0:34:52.719 --> 0:34:55.919
<v Speaker 1>threatens to pull the publisher's physical books from Amazon dot

0:34:55.920 --> 0:34:59.319
<v Speaker 1>Com unless they agree to digitize more of their catalogs.

0:35:00.040 --> 0:35:03.839
<v Speaker 1>Then Amazon surprises publishers with an announcement that all new

0:35:03.880 --> 0:35:05.680
<v Speaker 1>e books will be sold at a flat rate of

0:35:05.760 --> 0:35:08.239
<v Speaker 1>ten dollars. I don't know if you've bought a new

0:35:08.280 --> 0:35:11.720
<v Speaker 1>hardcover lately, but they usually cost closer to thirty dollars.

0:35:12.400 --> 0:35:17.080
<v Speaker 1>Publishers are not amused. They believe they've been deceived by

0:35:17.120 --> 0:35:21.200
<v Speaker 1>Amazon into undermining the most profitable part of their business.

0:35:22.400 --> 0:35:25.560
<v Speaker 1>The drive towards the books was the first notable instance

0:35:25.600 --> 0:35:29.360
<v Speaker 1>of Amazon really strong arming its suppliers. This more or

0:35:29.440 --> 0:35:33.279
<v Speaker 1>less becomes Amazon's signature move in the next decade, as

0:35:33.360 --> 0:35:37.560
<v Speaker 1>the company seals its dominance as an online retailer. It

0:35:37.719 --> 0:35:42.080
<v Speaker 1>also starts to see Amazon's reputation as a ruthless monopolist.

0:35:43.440 --> 0:35:46.759
<v Speaker 1>But the Amazon It's all worth it. When it introduces

0:35:46.800 --> 0:35:49.880
<v Speaker 1>the Kindle in November two thousand seven, it changes the

0:35:49.880 --> 0:35:53.239
<v Speaker 1>way the world views the company. Yesterday, Amazon CEO Jeff

0:35:53.280 --> 0:35:57.439
<v Speaker 1>Bezos and failed the much waited Amazon Kindle, a sort

0:35:57.480 --> 0:36:00.520
<v Speaker 1>of portable digital library, which is at book Expo, the

0:36:00.560 --> 0:36:03.560
<v Speaker 1>book industry's annual convention held this year in l A.

0:36:03.760 --> 0:36:06.800
<v Speaker 1>There was a palpable buzz of curiosity about the Kindle

0:36:07.320 --> 0:36:09.560
<v Speaker 1>on the convention floor. People who had never seen a

0:36:09.640 --> 0:36:12.239
<v Speaker 1>kindle were eager to get a look at it. Can

0:36:12.280 --> 0:36:17.360
<v Speaker 1>I feel it? Can I see? Amazon is no longer

0:36:17.440 --> 0:36:21.160
<v Speaker 1>a dot com sensation. Bezos is no longer a goofy

0:36:21.200 --> 0:36:25.440
<v Speaker 1>over exuberant CEO with the crazy laugh who barely survives

0:36:25.480 --> 0:36:29.319
<v Speaker 1>the dot com bust. The Kindle puts Amazon in the

0:36:29.360 --> 0:36:33.080
<v Speaker 1>same league as Apple. There are two pioneers creating a

0:36:33.080 --> 0:36:36.959
<v Speaker 1>bold future for digital media. And when the Kindle lands

0:36:36.960 --> 0:36:40.480
<v Speaker 1>on the cover of Newsweek magazine, Bezos is seen for now,

0:36:40.520 --> 0:36:43.400
<v Speaker 1>at least the way he always wants to be seen,

0:36:43.880 --> 0:36:47.000
<v Speaker 1>as an inventor. Here's Bezos on stage of the Kindle

0:36:47.040 --> 0:36:53.880
<v Speaker 1>paperweite announcement. We love to invent, we loved to pioneer.

0:36:55.080 --> 0:36:57.360
<v Speaker 1>We even like going down alleys that turned out to

0:36:57.400 --> 0:37:01.560
<v Speaker 1>be blind alleys, and it was a big deal and

0:37:01.600 --> 0:37:04.680
<v Speaker 1>I do think it changed the perception of Amazon, and

0:37:04.800 --> 0:37:07.239
<v Speaker 1>people recognize now that this was more than just an

0:37:07.239 --> 0:37:10.880
<v Speaker 1>Internet retailer. You're a company that can innovate and build

0:37:10.880 --> 0:37:13.200
<v Speaker 1>new things that may be orthogonal to the core thing

0:37:13.200 --> 0:37:17.480
<v Speaker 1>that you do. These two seminal inventions, Amazon Prime and

0:37:17.560 --> 0:37:21.080
<v Speaker 1>the Kindle not only changed the way the world views Amazon,

0:37:21.680 --> 0:37:24.440
<v Speaker 1>they give Bezos a license to keep trying new things.

0:37:25.480 --> 0:37:28.759
<v Speaker 1>This means that Amazon can push into new product categories,

0:37:29.239 --> 0:37:33.840
<v Speaker 1>new countries, chake up new industries, and the repercussions of

0:37:33.880 --> 0:37:38.280
<v Speaker 1>Amazon's relentless march forward become bigger than just the tech industry.

0:37:38.760 --> 0:37:50.600
<v Speaker 1>It has consequences for society at large. Alexa, introduce yourself.

0:37:51.239 --> 0:37:53.960
<v Speaker 1>I'm Alexa, and I respond when you say my name.

0:37:54.560 --> 0:37:57.920
<v Speaker 1>There are lots of things we can do together. Alexa,

0:37:58.560 --> 0:38:02.120
<v Speaker 1>are you alive? I'm not really alive, but I can

0:38:02.160 --> 0:38:07.240
<v Speaker 1>be lively sometimes. That's next time on Foundering the Amazon Story.

0:38:08.160 --> 0:38:11.759
<v Speaker 1>Foundering is hosted by me brad Stone Sean When as

0:38:11.800 --> 0:38:16.680
<v Speaker 1>our executive producer. Raymondo is our audio engineer, Molly Nugent

0:38:16.719 --> 0:38:20.799
<v Speaker 1>as our associate producer, Mark Million and Vander May, Robin

0:38:20.880 --> 0:38:25.440
<v Speaker 1>Agello and Molly Shoots our story editors. Francesca Leivia is

0:38:25.440 --> 0:38:28.680
<v Speaker 1>the head of Bloomberg Podcasts. Be sure to subscribe and

0:38:28.680 --> 0:38:31.600
<v Speaker 1>if you like our show, leave a review. Most importantly,

0:38:31.800 --> 0:38:33.879
<v Speaker 1>tell your friends see you next time.