Special interview with Founder Amazon on He has planned to succeed next



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UIn other places in the United States, Amazon has no cultural center. 45,000 employees and managers in Seattle, outside of 575,000 in the world, come from many parts of the city and the South Lake Union. Amazon, "Center", corresponds to where Jeff Bezos, the founder of the company and the CEO, is on the 1st day of the meeting. His name comes from regular persistent Bezos: that is, in most cases, we are still in the "one day" of the Internet – and, by increasing, Amazon launches only.

That will make it harder to tell the direct face, sales, profitability and the rise of the stock prices, eventually rising to 270% in three years and 103% in the last 12 months. Amazon is close to Apple to be the world's most valuable company, and Bezos, worth $ 160 billion, is the world's richest man.

However, Bezos speaks of Amazon as a just a plan for the Series. "All true goals, the size of the market is unpredictable," said Bezos, our gloves showing Popeye-opponent, heavyweight weight production that produced results of the 54-year-old results. The growth feature comes from "super-lucky": The retail market, Amazon is a real product, is a "trillions many", according to the Amazon Web Services market (AWS). "There are many different businesses in the market," adds this man, whose company will cost $ 210 billion a year. "But we have that."

September 30, 2018 for Forbes.

September 30, 2018 for Forbes.Forbes

If Jeff Bezos was a former businessman in the world, his "computerization" should be sober as a business leader. Yes, he is honest and intelligent, but Bezos' great strength in the last few years has been able to shape the Amazon business in some of those who came close to recycling. Repeat a large scale. Estimated: Forbes has become a new eight-year company, and we have recently worked with three management teachers to test them the most famous business leaders in the country. Article 4– Incorporating the reputation and public impact, the value creation and high value of investor executives assigned to Bezos's executive chief.

"What did Jeff Bezos did and what he is likely to do is probably the best I can see," Warren Buffett told me last year, after asking, furthermore, to name the most expensive business in the world. nearly eighteen years in the market. "Because he has taken two large factories and at the same time, and a kind of sanity contest, he practices the leader and revives it through the successful businesses."

Although Bezos and Buffett describe the retail and industry, Bezos really depends on many ways. First of all, thanks to AWS, a prominent company for the growth of profitability has finally hit billions and Bezos has the confidence of the market to fund it more and more. For the second time, the size of the Amazon needs a foothold in the battle field. Finally, retail and technological services, both of which are touched by any other business, are now positioned to move closer to any business than to get a higher value. It plays at least four markets – healthcare, entertainment, electronic devices and advertisements – which means that many of the companies that are not afraid of Amazon before. It is not the same that every one of these forty is triggered by the trillions that Bezos is called.

Anton Klusener

Although his former colleagues in the magazine welcomed and popularized "open space", Bezos has always seemed unrealistic and vibrant, prompting new initiatives on major costs Arrival and non-action would have to be laid to looga favorites. The overall appearance of Bezos has expanded, the public message and the interviews (although the title has Washington Post) have increased. Bezos refused to comment on Donald Trump, who took him and him Post but he clearly understands that he is targeting the back. When asked if he was the head of the advertising company, if he had taken lessons from facebook last year, his answer was amazing, political and unreliable. "No," said the debate on the company, which was stopped for a few seconds to slow down. Water & Resources about how to become an information company. "I never thought Amazon was like this," said the man who works as an information gathering company, before he goes back to his scroll. When suggested that it is at least a tool, Bezos quickly draws up: "One of the many tools."

However, he took it in the morning Forbes describing how easy and choosing where to expand, the future roadmap of Amazon comes out. Depending on the size of the Amazon, it moves both and simultaneously, in any direction depending on the damage. Even five years ago, Bezos seemed to be trying to sell everything to everyone, becoming part of retail stores and phrases. But this new modern art is currently the ultimate palette: any choice he chooses.

F

or an unwanted word, the keyword in Amazon is yes. Bezos explains, "We have to say that the CEO of the executive has to come up with a new idea and try to convince them, they should convince their teacher, their teacher, the teacher's teacher, and also" no; all the ideas. "That's why the simplest start is to slip down the dinosaurs: Even if 19 of the most dangerous cities say no, it takes 20s to respond yes to a disruption of business.

Andres Jauregui Photos: Alvintrusty, Atlantide Phototravel / Getty Images

Therefore, Bezos designated Amazon as "a lot of roads," especially "both sides": the dogs are often based on high-quality improvements if they are feasible. Hundreds of managers can think of a green idea that their employees can buy around the local area. "He knows and we know that you can not create or not try without a defeat," Jeff Wilke, long-time Bezos, administers customer services and retail activities. "We think we need to review the people, and I do not want to review them."

But about major ideas and estimates-a.k.a. "one-sided doors" -with changing the direction of the company, Bezos is proud to play "the head of the transaction officer." He was looking for three things. First, the original. "We have a different idea, and it can not be & # 39; me," he said. Second, weigh. "We are committed to a large scale business that we have built our time, and we can not afford to do anything else if it works, yet it is still small." And, finally, the R-RII-Silicon-worthy dime. "Even with a bigger weight, he must have a good reputation in the capital."

Photos: Keith Homan / Alamy, 20-Sano Fox / Newscom

Photos: Keith Homan / Alamy, 20-Sano Fox / NewscomAndres Jauregui

Finally, troika ideas, Bezos says, comes from one of two types. Or by reviewing the needs of our customers-as we have shown people to behave in a specific way, then we try to serve things. Or is already collected – we know how to do something valuable, so we see customers.

The last Amazon movement is made up of later. Basically, Bezos' player would be easier to become the world's digital digital document, the Etsy art and Zappos shoes (now with Amazon, naturally). But Bezos purchased the product, Bezos saw that he could use the device – from the management of glass mirror management – to move quickly: first of all music and DVDs, then games and electronics, and then everything can be sold at retail. He again turned the knowledge (successful) to Amazon, a site for independent sellers, who had previously competed – by stealing the inheritance as a buyer of money, including those from Sam Walton , Aaron Montgomery Ward and Sears Roebuck & Julius Rosenwald.

Andres Jauregui Pictures: Mel Melcon / Los Angeles Times / Getty Images, Spencer Platt / Getty Images, ZUMA Press / Alamy

This is where the story is finished. However, like the Western world's international security, Amazon is also dealing with technical and scientific problems, rather than seeing these skills as just as basic business, Bezos considered themselves as self-employed. Internal needs for development in the country have led Mechanical Turk, one of the world's first international transfer market. Building a powerful strategy that effectively led the service to the Amazon service, and how to spend money on any purchases made by Amazon Pay. Most importantly, like Amazon started building a huge capacity to store its data, Bezos realized that other businesses would want to store data there too. In 2017, AWS was $ 17.5 billion in revenue.

Even the meaning of customer-assembled products creates a lot of advantages and disadvantages. Take the Amazon Reader, Amazon is the first time it's uploaded, back in 2007. Wilke, from AlliedSignal, reminds him of his rejection of the committee. "I spoke with them and said," I do not agree, I think we missed our designing date, our productivity is very low, we're down, and we will deal with customers. We are a software company. & # 39;

Andres Jauregui Photos: Joff Lee / Getty Images, Daryl Solomon / Getty Images, ZUMA Press / Alamy

"Jeff said," Yes, I want to convince all of these things happening, and I still believe that the correct image of our company is really good at the construction of the device, so we need to start learning. "And so, Kindle is a product of Amazon, both because of the development of the device and because it comes back to the corporate roots of the books, but the company did not change the company, but other integration tools, such as modern equipment in the fire, followed, but Bezos also led eventually to the Amazon Echosmart, it is the real games.

"We have a lot of experience on hardware, but we got back these skills," said Bezos, laughing. "You have to be patient and not just to learn a skill, it may take time to get real flowers." In other words, if you learn the skills of Amazon now, you will have a good idea of ​​selling it as fast as possible.

Bezos is currently studying healthcare. It's the largest business in the United States -18% of the budget – and one of the poorest. Last year, Bezos, along with Buffett and JPMorgan Chase, JP Morgan Chase, Jamie Dimon, announced that these three companies are working hard to hire them, hiring the Director General Atul Gawande to lead the effort. non-profit providers who provide better care for the cost of their employees, with the idea of ​​creating a comparable way, as well. Not least: Three companies employ 1.2 million. Include people dependent, it looks like a pilot project for anyone living in Oregon or Connecticut.

Bezos is pleased with Amazon's plans here. "This is a nonprofit project, like you know, is very different," he added, even before the full questionnaire was asked. Buffett, his part, agreed, describing me a few months ago: "We have been given people after the announcement," We want to join. "And we said to them," You do not need to join, and whatever you have, buy from us. "The" if we find something "is the key. "As Columbus is leaving, we do not know where the tragic journey," added Buffett. "But we hope that there are some of the continents, and we do not have a map anywhere else."

But even if they leave the ground, Bezos succeeds, with Amazon building its skill around the fifth budget. Despite all the improvements made by Buffett and Dimon, "Still can still be in a nonprofit corporation," Bezos said, "each of the companies can pursue their efforts. " Bezos has already begun. In June, Amazon agreed to pay around $ 1 billion of PillPack, a start-up that offers daily prescriptions envelopes. It's all about Amazon's performance: performance, reputation and confidence. There is also a seat belt in the healthcare service.

Jeff Bezos, based in Seattle.

Jeff Bezos, based in Seattle.Michael Prince

Bezos also goes to school at the school. Amazon's last latest show shows the initial number: Amazon is set to exceed $ 8bn in revenue this year – about doubling the total. And why? Google can know what you are interested in buying, Facebook can be able to tell you what you want to buy, but Amazon knows what you really bought, or even if you have been showing purpose to buy.

This raises all types of issues. Bezos will greatly talk about the size of his client, but there are a few customers who want to hit many advertisements. Bezos said Amazon has been building its customers to ensure that the company does not pass the line and the customer, so, they will give him a benefit & doubt. "It is very valuable, and you will never do anything to jeopardize it," he said. "What does it allow you to expand your business?" If Bezos can go through that line, it's easier to show up on Facebook-Google advertising "duopoly" access to a third party.

W

If you are going to the Seattle building, the most exciting building in Amazon's new biosphere market is designed to serve as a company of a company-the foodstuff of the Day 1 Tower. Amazon $ 13 billion of all purchased food last year is just the second most popular cooking program in Amazon; The first one is Amazon Go, testing a 1,800-kilometer bulk that sells unpublished anti-war materials in January.

Go, the food store, it's probably the most Amazon in Amazon. Bezos always insisted on the intervention, here is his staff (and Seattle residents and tourists) to buy their lunch, from Amazon and also to provide company information to foster their skills. Going to important, Go shows what is possible in the different areas of Amazon's activities. Go to the knowledge of all purchases for large meals; from Amazon's algorithmic and modern optimization framework, formally AI, technology and nanotechnology, which combines to detect what is removed from the shelf (and the back) and the recipient; and Amazon Pay, without interruption

Amazon's Amazon store in Amazon's Seattle office.

Amazon's Amazon store in Amazon's Seattle office.David Ademas / ZUMA Press / Newscom

It deals with business transactions at all times, and the company registers records. Taking the chocolate chocolate outside of the boxes such as shopping trash, did not mark, nor did it happen. If health and advertising care is represented by a large fence at Amazon's actual reality, Go brings up what is possible when it is reduced when Amazon shares all the components.

The most important aspect of all is Prime. Its part, is a marketing tool, a way to encourage sales and create more frequent returns (around $ 10 billion in 2017) – they are the same as store stores such as Costco and BJ Wholesale . But as it grow, it has increased the amount of 100 million customers who have budget and privileges. They then create new borders and business lines. The truth explains why Amazon started to roll out Netflix and is expected to pay $ 5 billion in this year's program, including Maisel's great position. Only three years, "Day of the Day" – 36 hours of private forums, which participants spent billions more than 100 million commodities in July – a holiday full of riots only Black Friday and Cyber ​​Monday. Using the Route is like Amazon's access to external retail stores to pay extra for Amazon.

The Prime Minister also underlined the Amazon's pest control strategy. The Prime Minister is also required to increase flights, which will help to expand all types of farms Amazon is never eligible, such as food, the type of non-destructive device that is not suitable for the classic Amazon method. After years after being a shop owner, the company currently owns 16 permanent sites of Amazon Books in all 11 states. Amazon recently opened Go & # 39; it's second in Seattle. "They have something new," Bezos said. "That's what you see if you are concerned about our store strategy products."

Prime, short, has become the Amazon's central regulatory system, connecting any company-and giving Amazon the way to expand new markets as well as basic retail business freeware-and not really something unique. "It can not be a single business, because it is completely dependent on our customers," Bezos said.

Also, as viewed, Go, technical confidentiality will increase what has already appeared as different product lines, from clouds to retail. Take Echo successfully succeeded, which made Jeff Wilke 's on the Amazon – a device or software company? It is a useful tool that has been enhanced by the AI-driven program, resulting in the sale of retail stores in Amazon, leverages content Amazon and so on. "The most interesting thing about learning how to use machines because they are opposed to other technologies is how it looks," said Bezos. "There is no single business or government or something, really, and can not fix it."

Anton Klusener

Even the second HQ2 mobile phone call called "HQ2", which Amazon's users will continue to end by the end of the year, speaks on Amazon's appearance. (Forbes he honored Washington, D.C., where Bezos already owns a base of talents, resources and access to stakeholders; Bossaso also can be found in three states in one of the major cities in one of the major cities in good cooperation. When different groups need to work together, "What you want is the two groups with unusual games that make up the road map in the future." He added: "If you correctly adjust, people do not need to be in the same building or even in the same city, because you can work on a road map."

Do not mistake, the road map is a "whole thing" that operates Bezos, assigning daily business operations. The long-term idea was Aston's example, and the AWS Tax Schedule has the power to Bezos to continue the process of retaining retail stores almost zero and inefficient, as well as investment in remote areas. "I'm very little going to go today," said Bezos. "I work two or three years in the future, and most of my team members have the same."

"My friends congratulate me after coming out of the three-month revenues and say, 'Good job, quarter quarter & # 39; I will say & # 39; Thank you, but quarterback baked three years ago. "I work in a quarter of what will happen in 2021 now."

It is in the minds of many companies that are afraid of businesses. "We come up with ideas, here we can think of an idea, and we can fill in this speed of 100 pcs per minute," Bezos said. "If I have a week without an informal meeting, I am complaining about my office, like & # 39; Come on, guys, here it helps me. & # 39;" United States companies should be better off & Who will improve, but Jeff Bezos will do it for you.

Cover the picture of Michael Prince.

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UIn other places in the United States, Amazon has no cultural center. 45,000 employees and managers in Seattle, outside of 575,000 in the world, come from many parts of the city and the South Lake Union. Amazon, "Center", corresponds to where Jeff Bezos, the founder of the company and the CEO, is on the 1st day of the meeting. His name comes from regular persistent Bezos: that is, in most cases, we are still in the "one day" of the Internet – and, by increasing, Amazon launches only.

That will make it harder to tell the direct face, sales, profitability and the rise of the stock prices, eventually rising to 270% in three years and 103% in the last 12 months. Amazon is close to Apple to be the world's most valuable company, and Bezos, worth $ 160 billion, is the world's richest man.

However, Bezos speaks of Amazon as a just a plan for the Series. "All true goals, the size of the market is unpredictable," said Bezos, our gloves showing Popeye-opponent, heavyweight weight production that produced results of the 54-year-old results. The growth feature comes from "super-lucky": The retail market, Amazon is a real product, is a "trillions many", according to the Amazon Web Services market (AWS). "There are many different businesses in the market," adds this man, whose company will cost $ 210 billion a year. "But we have that."

September 30, 2018 for Forbes.

September 30, 2018 for Forbes.Forbes

If Jeff Bezos was a former businessman in the world, his "computerization" should be sober as a business leader. Yes, he is honest and intelligent, but Bezos' great strength in the last few years has been able to shape the Amazon business in some of those who came close to recycling. Repeat a large scale. Estimated: Forbes has become a new eight-year company, and we have recently worked with three management teachers to accelerate the decision of the most prominent business leaders in the country. Four quieter – including general image and impact, value creation and high value investor transfer to high ranking Bezos senior.

"What did Jeff Bezos did and what he is likely to do is probably the best I can see," Warren Buffett told me last year, after asking, furthermore, to name the most expensive business in the world. nearly eighteen years in the market. "Because he has taken two large factories and at the same time, and a kind of sanity contest, he practices the leader and revives it through the successful businesses."

Although Bezos and Buffett describe the retail and industry, Bezos really depends on many ways. First of all, thanks to AWS, a prominent company for the growth of profitability has finally hit billions and Bezos has the confidence of the market to fund it more and more. For the second time, the size of the Amazon needs a foothold in the battle field. Finally, retail and technological services, both of which are touched by any other business, are now positioned to move closer to any business than to get a higher value. It plays at least four markets – healthcare, entertainment, electronic devices and advertisements – which means that many of the companies that are not afraid of Amazon before. It is not the same that every one of these forty is triggered by the trillions that Bezos is called.

Anton Klusener

Although his former colleagues in the magazine welcomed and popularized "open space", Bezos has always seemed unrealistic and vibrant, prompting new initiatives on major costs Arrival and non-action would have to be laid to looga favorites. The overall appearance of Bezos has expanded, the public message and the interviews (although the title has Washington Post) have increased. Bezos refused to comment on Donald Trump, who took him and him Post but he clearly understands that he is targeting the back. When asked if he was the head of the advertising company, if he had taken lessons from facebook last year, his answer was amazing, political and unreliable. "No," said the debate on the company, which was stopped for a few seconds to slow down. Water & Resources about how to become an information company. "I never thought Amazon was like this," said the man who works as an information gathering company, before he goes back to his scroll. When suggested that it is at least a tool, Bezos quickly draws up: "One of the many tools."

However, he took it in the morning Forbes describing how easy and choosing where to expand, the future roadmap of Amazon comes out. Depending on the size of the Amazon, it moves both and simultaneously, in any direction depending on the damage. Even five years ago, Bezos seemed to be trying to sell everything to everyone, becoming part of retail stores and phrases. But this new modern art is currently the ultimate palette: any choice he chooses.

F

or an unwanted word, the keyword in Amazon is yes. Bezos explains, "We have to say that the CEO of the executive has to come up with a new idea and try to convince them, they should convince their teacher, their teacher, the teacher's teacher, and also" no; all the ideas. "That's why the simplest start is to slip down the dinosaurs: Even if 19 of the most dangerous cities say no, it takes 20s to respond yes to a disruption of business.

Andres Jauregui Photos: Alvintrusty, Atlantide Phototravel / Getty Images

Therefore, Bezos designated Amazon as "a lot of roads," especially "both sides": the dogs are often based on high-quality improvements if they are feasible. Hundreds of managers can think of a green idea that their employees can buy around the local area. "He knows and we know that you can not create or not try without a defeat," Jeff Wilke, long-time Bezos, administers customer services and retail activities. "We think we need to review the people, and I do not want to review them."

But about major ideas and estimates-a.k.a. "albaabyo hal dhinac ah" -doo bedelaya jihada shirkadda, Bezos wuxuu ku faanaa inuu ku ciyaaro "madaxa sarkaalka xawilaadda." Waxa uu raadinayay saddex waxyaalood. Marka hore, asalka. "Waa inaan leenahay fikrad kala duwan, mana noqon karto &#39;aniga", ayuu yiri. Labaad, miisaan. "Waxaan ku hibeynay ganacsiyo aad u ballaadhan oo aan waqtigeena dhistay, mana awoodno inaan awooddeenna ku dhigno waxyaabo haddii ay shaqeyso, weli wali way yar tahay." Iyo, ugu dambeynti, Riyaal-RII-Silicon-istaahilay. "Xitaa miisaan weyn, waa in uu leeyahay dib-u-celin wanaagsan oo caasimadda ah."

Sawirada: Keith Homan / Alamy, 20-Sano Fox / Newscom

Sawirada: Keith Homan / Alamy, 20-Sano Fox / NewscomAndres Jauregui

Ugu dambeyntii, fikradaha ku dhuftay troika, Bezos wuxuu leeyahay, wuxuu ka soo baxaa mid ka mid ah laba nooc. Ama adigoo dib u eegaya baahida macaamiisha-sida aan ku ogaanay dadka inay u dhaqmaan hab gaar ah, markaa aan isku daynaa inaan u adeegno alaab. Ama horay loo soo aruurin-waxaan ognahay sida loo sameeyo wax qiimo leh, markaa aynu aragno macaamiisha.

Dhaqdhaqaaqa Amazon ee ugu dambeeya wuxuu ka kooban yahay kan danbe. Asal ahaan, ciyaaryahan Bezos ayaa si sahlan u fiiqi lahaa inuu noqdo dukumiintiga digital-ka ah ee adduunka, habka farshaxanimada Etsy iyo kabo ahaan Zappos (oo hadda leh Amazon, dabiiciyan). Laakiin Bezos wuxuu iibsaday buugaagta iibinta, Bezos wuxuu arkay in uu isticmaali karo qalabkaas – laga bilaabo maaraynta maareynta muraayadaha muraayadaha – inuu u guuro si xowli ah: marka hore muusikada iyo DVDyada, ka dibna ciyaaraha iyo qalabka elektaroonikada, ka dibna wax kasta oo badan oo laga iibin karo tafaariiqda. Waxa kale oo uu mar kale u foorarsaday aqoontaas (oo si guul leh) u furay Amazon oo ah goob loogu talagalay iibiyeyaasha madaxbannaan, kuwaas oo horey u tartamayay – isaga oo xajinaya dhaxalka isaga oo ah iibsasho isbeddel ah, oo ka dhexjiray kuwa sida Sam Walton, Aaron Montgomery Ward iyo Sears Roebuck&#39;s Julius Rosenwald.

Andres Jauregui Sawirada: Mel Melcon / Los Angeles Times / Getty Images, Spencer Platt / Getty Images, ZUMA Press / Alamy

Tani waa meesha ay sheekadu dhammaatay. Hase yeeshe, sida Ammaanka Caalamiga ah ee Galbeedka ee Caalamka, Amazon ayaa sidoo kale xalinaya Dhibaatooyin farsamo iyo Saynis ah, oo halkii ay ka arki lahaayeen xirfadahaas oo kaliya sida kufilan ganacsiga asaasiga ah, Bezos waxay u arkeen inay yihiin ganacsiyo naftooda. Baahida gudaha ee loogu talagalay horumarinta hal-abuurka waxay keentay Mechanical Turk, oo ka mid ah suuqa ugu horreeya ee caalamiga ah ee suuqa kala iibsiga. Dhisida istiraatiijiyad wax ku ool ah oo si wax ku ool ah u horseeday adeegga Amazon ee adeegga, iyo sida loo isticmaalo sida loo qaato lacag iibsiyada kasta oo horseeday Amazon Pay. Ugu muhiimsan, sida Amazon bilaabay dhismaha karti aad u ballaaran si ay u keydiso xogta daruurkeeda, Bezos waxa uu ogaaday in ganacsiyada kale ay doonayaan inay ku kaydiyaan xogta halkaa sidoo kale. Sanadkii 2017, AWS waxay ahayd $ 17.5 bilyan oo dakhliga ah.

Xitaa macnaha macaamiisha-lakulmayo waxay abuuraan faa&#39;iidooyin ku saleysan xirfadaha. Qaado Akhristaha Cajiibka, Amazon waa markii ugu horeysay ee qalabka la geliyo, dib u noqoshada 2007. Wilke, oo ka yimid AlliedSignal, wuxuu xasuusinayaa in uu diidan yahay guddiga. "Waxaan la hadlay oo aan idhi," Ma aqbalayo, waxaan u maleynayaa in aan seegayno taariikhdeena soo-qaadista qorshaha, wax-soo-saarkeenu aad ayuu u hooseeyaa, waxanu hoos udhicineynaa, waanu macaamili doonaa macaamiisha. Waxaan nahay shirkad software ah. & # 39;

Andres Jauregui Sawirada: Joff Lee / Getty Images, Daryl Solomon / Getty Images, ZUMA Press / Alamy

"Jeff ayaa yiri," Haa, waxaan rabaa in aan ka dhaadhiciyo in dhammaan waxyaabahan ay dhacayaan, waxaanan weli aaminsanahay in aragtida saxda ah ee shirkadayadu ay tahay in ay dhab ahaantii ku fiicnaadaan dhismaha qalabka, sidaas darteed waxaan u baahanahay inaan bilowno barashada. " Oo saasay yeeleen. Kindle waa badeecad jaceyl ah oo Amazon ah, labadaba sababtoo ah horumarinta qalabka iyo sababtoo ah waxay dib ugu soo noqotaa xididdada shirkadda ee buugaagta. It didn&#39;t transform the company, though, and other hardware failures, like the disastrous Fire smartphone, followed. But Bezos&#39; decision also eventually led to the Amazon Echosmart speaker, a true game-changer.

"We have a lot of hardware experience today, but back then we didn&#39;t have those skills," says Bezos, laughing. "You have to be patient. It&#39;s not going to be just time to learn a skill. It might take time for the thing to really flower." In other words, if you study the skills Amazon is currently learning, you&#39;ll have a fair idea of what it will soon be selling.

And right now Bezos is learning about healthcare. It&#39;s America&#39;s biggest industry—18% of GDP—and one of its most inefficient. Last year, Bezos, along with Buffett and JPMorgan Chase CEO Jamie Dimon, announced that their three companies would pool their efforts, hiring high-profile CEO Atul Gawande to lead a nonprofit initiative to deliver better care at a lower cost for their own employees, with the idea of creating a scalable, clonable model. It&#39;s no small thing: Those three companies employ 1.2 million. Add in their dependents, and it&#39;s like running a pilot project for everyone in Oregon or Connecticut.

Bezos is adamant about Amazon&#39;s intentions here. "This is a nonprofit initiative, as you guys know. It&#39;s very different," he interjects, before even a full question can be asked about it. Buffett, for his part, concurs, having explained to me a few months ago: "We were deluged by people after the announcement who said, &#39;We want to join in.&#39; And we said, &#39;You don&#39;t have to join in. Steal everything we get, if we get anything.&#39; " The "if we get anything" is key. "Like Columbus leaving, we don&#39;t know where the hell we&#39;re going exactly," Buffett added. "But we hope there&#39;s another continent out there and we don&#39;t go off a shelf at some point."

But even if they do sail off the Earth, Bezos wins, as Amazon burnishes its skills accounting for around one fifth of the domestic economy. While any breakthroughs developed with Buffett and Dimon "would still be inside that nonprofit entity," Bezos says, "each of the companies can pursue their own initiatives." Bezos has already started. In June, Amazon agreed to pay almost $1 billion for PillPack, a startup that delivers pre-packaged daily prescription envelopes. It&#39;s everything that Amazon is good at: fulfillment, customization and dependability. And it&#39;s another toe in the healthcare pool.

Jeff Bezos at his Seattle headquarters.

Jeff Bezos at his Seattle headquarters.Michael Prince

Bezos is also going to school in advertising. Amazon&#39;s most recent quarterly performance revealed a startling number: Amazon is on pace to exceed $8 billion in advertising revenue this year—roughly double last year&#39;s total. And why not? Google might know what you&#39;re interested in buying, Facebook might be able to deduce what you&#39;d be inclined to buy, but Amazon knows what you&#39;ve actually bought, or even whether you showed intent to buy.

That raises all sorts of issues. Bezos talks exuberantly about his consumer obsession, but there are few customers who want to be targeted with more ads. Bezos says the trust that Amazon has built with its customers will ensure the company doesn&#39;t cross a line—and that customers, in turn, will give him the benefit of the doubt. "It&#39;s very valuable, and so you would never do anything to jeopardize it," he says. "It&#39;s what allows you to expand the business." If Bezos can walk that line, it&#39;s easy to envision the Facebook-Google advertising "duopoly" gaining a third major entrant.

W

hen you walk among the Seattle high-rises, the most interesting building in Amazon&#39;s neighborhood—with apologies to a stunning new biosphere designed to serve as something of a company commons—is a food store that pokes out from the bottom of Day 1 Tower. Amazon&#39;s $13 billion Whole Foods purchase last year is only the second-most-interesting grocery initiative at Amazon; the first is Amazon Go, an 1,800-square-foot experiment in frictionless brick-and-mortar purchases that opened in January.

Go, a food store, might be the most Amazonian thing at Amazon. Bezos has always stressed frugality, and here are his employees (and a few Seattle residents and tourists) shopping for their lunches, buying them from Amazon and in doing so also providing the company reams of data to hone its skills. More important, Go demonstrates what&#39;s possible when different aspects of Amazon&#39;s myriad operations come together. Go encompasses knowledge gained from purchases at Whole Foods; from Amazon&#39;s increasingly sophisticated algorithmic and hardware capabilities, in the form of AI, camera and sensor technologies, which combine to figure out what&#39;s taken off the shelf (and put back) and who did the taking; and from Amazon Pay, which seamlessly

An Amazon Go store at the foot of Amazon&#39;s Seattle headquarters.

An Amazon Go store at the foot of Amazon&#39;s Seattle headquarters.David Ademas/ZUMA Press/Newscom

handles the transaction once the company&#39;s app registers the inputs. Grabbing a chocolate milk here on the way out feels like shoplifting—no checkout lines, no scanning, no swiping. If healthcare and advertising represent huge expansion verticals on Amazon&#39;s de facto vertical campus, Go brings together what&#39;s possible horizontally when Amazon puts all the pieces together.

The most important aspect of it all is Prime. At its core, it&#39;s a marketing tool, a way to encourage buying—and generate recurring subscription revenue (an estimated $10 billion in 2017)—in a similar vein to warehouse clubs like Costco and BJ&#39;s Wholesale. But as it grows, it&#39;s surged into a way to shower its 100 million-plus subscribers with perks and privileges. And those perks create endless new adjacencies and business lines. Prime explains why Amazon has started to encroach on Netflix and is expected to spend $5 billion on programming this year, including the highly touted Marvelous Mrs. Maisel. In just three years, "Prime Day"—an annual 36 hours of special deals just for members, with participants spending billions on more than 100 million products this July—has become a shopping holiday with a mania surpassed only by Black Friday and Cyber Monday. Access to Prime is how Amazon gets its outside retailers to pay more for Fulfillment by Amazon.

Prime also underpins Amazon&#39;s brick-and-mortar strategy. Prime&#39;s same-day deliveries and pickups require more physical beachheads, which in turn help underwrite expansion into all sorts of fields Amazon could never have justified, such as food, the kind of perishable product that doesn&#39;t fit into the classic Amazon model. After years as a bookstore killer, the company now has 16 permanent Amazon Books locations across 11 states. And Amazon recently opened a second Go in Seattle. "They have to have something that&#39;s special and new," Bezos says. "And that&#39;s what you&#39;re seeing if you&#39;re paying attention to our physical-stores strategy."

Prime, in short, has become Amazon&#39;s central nervous system, connecting everything in the company—and giving Amazon a path to expand into new markets while also juicing its core retail business—without really being its own thing. "It can&#39;t be a stand-alone business because it&#39;s completely tied in to our consumer offering," Bezos says.

Similarly, as seen with Go, artificial intelligence will increasingly connect what previously seemed like disparate product lines, from cloud to retail. Take the wildly successful Echo, which has made Jeff Wilke&#39;s existential question about Amazon—is it a hardware or a software company?—moot. It&#39;s an effective piece of hardware empowered by AI-driven software, which drives Amazon&#39;s retail sales, leverages Amazon&#39;s content and so on. "The most interesting thing about machine learning as opposed to a lot of other technologies is just how horizontal it&#39;s going to be," Bezos says. "There&#39;s not a single category of business or government or anything, really, that can&#39;t improve itself."

Anton Klusener

Even the much ballyhooed "HQ2" second headquarters bake-off, which Amazon insiders continue to say will be finalized by year&#39;s end, speaks to Amazon&#39;s horizontal outlook. (Forbes is betting on Washington, D.C., where Bezos already has a base and which has the talent, logistics and access to influencers; by shortlisting both the Virginia and the Maryland suburbs, as well as the District of Columbia, Bezos can also play three governments within one metropolitan area against each other for the best sweetheart deal.) Increasingly, Bezos says, geography at Amazon is becoming irrelevant. When separate teams need to work together, "what you want is those two groups to have infrequent meetings and set a road map of the future." He adds: "If you organize correctly, people do not have to be in the same building or the same city or even the same time zone, because you can work off a road map."

And make no mistake, that road map is "pretty much all" that Bezos works on, delegating the day-to-day business operations. Long-term thinking has been Amazon&#39;s hallmark, and the cash spigot from AWS empowers Bezos to keep running the retail juggernaut with near-zero margins and unassailable efficiencies, as well as invest in far-flung areas. "I very rarely get pulled into the today," Bezos says. "I get to work two or three years into the future, and most of my leadership team has the same setup."

"Friends congratulate me after a quarterly-earnings announcement and say, &#39;Good job, great quarter,&#39; and I&#39;ll say, &#39;Thank you, but that quarter was baked three years ago.&#39; I&#39;m working on a quarter that&#39;ll happen in 2021 right now."

It&#39;s that mindset that has companies in dozens of industries running scared. "I come up with ideas. We could sit here with an idea, and I could fill this whiteboard in an hour with 100 ideas," Bezos says. "If I have a week with no brainstorming meetings, I complain to my office, like &#39;Come on, guys, help me here.&#39; " Corporate America, take note—either innovate or Jeff Bezos will do it for you.

Cover image by Michael Prince.