亚马逊CEO致股东信2018（中英⽂全⽂）
亚马逊CEO 致股东信 2018（中英⽂全⽂，中⽂翻译仅供参考）
从1997年年报开始，⼀年⼀度的亚马逊CEO 致股东信，已经成为美国商界⼈⼠的必读⼤作。
⽽刚刚，亚马逊CEO Jeffrey P. Bezos 发布了最新的年度致股东信。今天，这封信，在整个华尔街刷屏了。
从1997年开始，⾄这个最新的年度信，JeffreyP. Bezos 总共写了20封信，累计超过70页，这⾜以成为当今⼯商业界和商学院的必读经典之作。
以下是刚刚发布的最新年度致股东信全⽂（中⽂翻译仅供参考）。
To our shareowners:
致股东们：我承诺你
The American Customer Satisfaction Indexrecently announced the results of its annual survey, and for the 8th year in arow customers ranked Amazon #1. The United Kingdom has a similar index, TheU.K.
Customer Satisfaction Index, put out by the Institute of Customer Service.For the 5th time in a row Amazon U.K. ranked #1 in that survey. Amazon was alsojust named the #1 business on LinkedIn’s 2018 Top Companies list, which ranksthe most sought after places to work for professionals in the United States.And just a few weeks ago, Harris Poll relead its annual Reputation Quotient,which surveys over 25,000 consumers on a broad range of topics from workplaceenvironment to social responsibility to products and rvices, and for the
3rdyear in a row Amazon ranked #1.
美国顾客满意度指数(American Customer SatisfactionIndex)最近公布了年度调查结果，亚马逊(Amazon)连续⼋年排名第⼀。英国有⼀个类似的指数，英国客户满意度指数，由客户服务协会推出。在该调查中，亚马逊英国排名第五。在LinkedIn的2018年顶级公司榜单上，亚马逊也刚刚被命名为“第⼀商务”，这是美国职业⼈⼠最向往的职业。就在⼏周前，哈⾥斯民意调查公司公布了其年度声誉指数，该指数调查了2.5万名消费者，从⼯作环境、社会责任到产品和服务等⼀系列⼴泛的话题，亚马逊连续第三年排名第⼀。
Congratulations and thank you to the nowover 560,000 Amazonians who come to work every day with unrelenting customerobssion, ingenuity, and commitment to operational excellence. And on b
ehalfof Amazonians everywhere, I want to extend a huge thank you to customers. It’sincredibly energizing for us to e your respons to the surveys.
恭喜你，感谢现在超过56万的亚马逊⼈，他们每天来上班，都是为了让顾客们对卓越的运营做出不懈的努⼒。我代表亚马逊公司，向顾客们致以崇⾼的敬意。看到你对这些调查的反应，我们感到⾮常振奋。
One thing I love about customers is thatthey are divinely discontent. Their expectations are never static – they go up.It’s human nature. We didn’t ascend from our hunter-gatherer days by beingsatisfied. People have a voracious appetite for a better way, and yesterday’s ‘wow’quickly becomes today’s
‘ordinary’. I e that cycle of improvement happeningat a faster rate than ever before. It may be becau customers have such easyaccess to more information than ever before – in only a few conds and with acouple taps on their phones, customers can read reviews, compare prices frommultiple retailers, e whether something’s in stock, find out how fast it willship or be available for pick-up, and more. The examples are from retail, butI n that the same customer empowerment phenomenon is happening broadlyacross everything we do at Amazon and most other industries as well. You cannotrest on your laurels in this world. Customers won’t have it.
我喜欢顾客的⼀个原因是，他们是神性上永远不满。他们的期望从来都不是静⽌的——他们⽇益增加。这是⼈的本性。我们从狩猎采集的⽇⼦⾥并没有得到满⾜。⼈们对更好的⽅式有着贪婪的欲望，⽽昨天的“哇”很快变成了今天的“平凡”。我认为这种改善的周期⽐以往任何时候都要快。这可能是因为客户有这样容易获得⽐以前更多的信息——在⼿机上滑动⼏秒, ⽤户就可以阅读评论, 就可以⽐较多个零售商的价格，是否有存货, 是否提供送货或者⾃取，等等信息。这些例⼦都来⾃于零售，但我觉得同样的客户授权现象在亚马逊和其他⼤多数⾏业都有⼴泛的应⽤。在这个世界上，你不能满⾜于你的成就。客户不会买你的账的。
How do you stay ahead of ever-risingcustomer expectations? There’s no single way to do it – it’s a combination ofmany things. But high standards (widely deployed and at all levels of detail)are certainly a big part of it. We’ve had some success over the years in ourquest to meet the high expectations of customers. We’ve also had billions ofdollars’ worth of failures along the way. With tho experiences as backdrop,I’d like to share with you the esntials of what we’ve learned (so far) abouthigh standards inside an organization.
you the esntials of what we’ve learned (so far) abouthigh standards inside an organization.
如何保持在不断增长的客户期望能够得到满⾜？我们没有单⼀的⽅法可以做到这⼀点——这是许多事
情的结合。但是坚持⾼标准(被⼴泛部署，并且在所有细节层次上)⽆疑是其中的⼀个重要部分。多年来，为了满⾜客户的⾼期望，我们取得了⼀些成功。我们在这个过程中也经历了数⼗亿美元的失败。以这些经验为背景，我想和⼤家分享⼀下我们在⼀个组织中所了解到的关于⾼标准的要点。
Intrinsic or Teachable?
是内在的还是可教可学的？
First, there’s a foundational question: arehigh standards intrinsic or teachable? If you take me on your basketball team,you can teach me many things, but you can’t teach me to be taller. Do we firstand foremost need to lect for “high standards” people? If so, this letterwould need to be mostly about hiring practices, but I don’t think so. I believehigh standards are teachable. In fact, people are pretty good at learning highstandards simply through exposure. High standards are contagious. Bring a newperson onto a high standards team, and they’ll quickly adapt. The opposite isalso true. If low standards prevail, tho too will quickly spread. And thoughexposure works well to teach high standards, I believe you can accelerate thatrate of learning by articulating a few core principles of high standards, whichI hope to share in this letter.
⾸先，有⼀个基本的问题:⾼标准是内在的还是可教的?如果你带我去你的篮球队，你可以教我很多东
西，但你不能教我长⾼。我们⾸先需要选择“⾼标准”的⼈吗?如果是这样的话，这封信应该主要是关于招聘的，但我不这么认为。我认为⾼标准是可教的。事实上，⼈们仅仅通过接触就能很好地学习⾼标准。⾼标准是会传染的。让⼀个新⼈加⼊⼀个⾼标准的团队，他们很快就会适应。反之亦然。如果低标准盛⾏，这些也会迅速蔓延。尽管曝光⼯作很好地教⾼⽔准，我相信你可以通过阐明⼀些⾼标准的核⼼原则来加速学习的速度，我希望在这封信中分享这些原则。
Universal or Domain Specific?
普遍的或特定领域?
Another important question is whether highstandards are universal or domain specific. In other words, if you have highstandards in one area, do you automatically have high standards elwhere? Ibelieve high standards are domain specific, and that you have to learn highstandards parately in every arena of interest. When I started Amazon, I hadhigh standards on inventing, on customer care, and (thankfully) on hiring. ButI didn’t have high standards on operational process: how to keep fixed problemsfixed, how to eliminate defects at the root, how to inspect process, and muchmore. I had to learn and develop high standards on all of that (my colleagueswere my tutors).
戴的笔画另⼀个重要的问题是，⾼标准是通⽤的还是特定于领域的。换句话说，如果你在某⼀领域有很⾼的标
准，你会⾃动在其他地⽅有⾼标准吗?我认为⾼标准是特定于领域的，⽽且你必须在每个利益领域分别学习⾼标准。当我创办亚马逊的时候，我对发明、客户服务和雇佣⽅⾯都有很⾼的标准。但是我在操作过程中没有很⾼的标准：如何固定固定的问题，如何消除根上的缺陷，如何检查过程，等等。我必须在所有这些⽅⾯学习和制定⾼标准(我的同事是我的导师)。
时间的歌Understanding this point is importantbecau it keeps you humble. You can consider yourlf a person of highstandards in general and still have debilitating blind spots. There can bewhole arenas of endeavor where you may not even know that your standards arelow or non-existent, and certainly not world class. It’s critical to be open tothat likelihood.
古币价格表
理解这⼀点很重要，因为它让你保持谦逊。你可以认为⾃⼰是⼀个总体上⾼标准的⼈，⽽且仍然会有使⼈衰弱的盲点。你可能甚⾄不知道⾃⼰的标准是低的或不存在的，当然也不会有世界级的。对这种可能性持开放态度⾄关重要。
Recognition and Scope
识别和范围
What do you need to achieve high standardsin a particular domain area? First, you have to be able t
o recognize what goodlooks like in that domain. Second, you must have realistic expectations for howhard it should be (how much work it will take) to achieve that result – thescope. Let me give you two examples. One is a sort of toy illustration but itmakes the point clearly, and another is a real one that comes up at Amazon allthe time.
在特定领域中，你需要什么来达到⾼标准?⾸先，你必须能够认识到在那个领域中什么是好的。其次，你必须要有现实的期望来实现这⼀结果——范围。
在特定领域中，你需要什么来达到⾼标准?⾸先，你必须能够认识到在那个领域中什么是好的。其次，你必须要有现实的期望来实现这⼀结果——范围。让我给你们举两个例⼦。⼀种是⼀种玩具插画，但它清楚地说明了这⼀点，另⼀种是在亚马逊上经常出现的真实的例⼦。
Perfect Handstands
完美的倒⼿⽴
A clo friend recently decided to learn todo a perfect free-standing handstand. No leaning against a wall. Not for just afew conds. Instagram good. She decided to start her journey by taking ahandstand workshop at her yoga studio. She then practiced for a while butwasn’t getting the results
she wanted. So, she hired a handstand coach. Yes, Iknow what you’re thinking, but evidently this is an actual thing that exists.In the very first lesson, the coach gave her some wonderful advice. “Mostpeople,” he said, “think that if they work hard, they should be able to mastera handstand in about two weeks. The reality is that it takes about six monthsof daily practice. If you think you should be able to do it in two weeks,you’re just going to end up quitting.” Unrealistic beliefs on scope – oftenhidden and undiscusd – kill high standards. To achieve high standardsyourlf or as part of a team, you need to form and proactively communicate realisticbeliefs about how hard something is going to be – something this coachunderstood well.
我的⼀位好亲密的朋友最近决定学习做⼀个完美的⾃⽴的倒⽴。不要靠在墙上。不只是⼏秒钟。能够在 Instagram上炫耀的那种好。她决定开始她的旅程，在她的瑜伽⼯作室做⼀个⼿⼯作坊。然后她练习了⼀段时间，但没有得到她想要的结果。于是，她雇了⼀个倒⽴教练。是的，我知道你在想什么，但很明显这是真实存在的。在第⼀节课中，教练给了她⼀些很好的建议。“⼤多数⼈，”他说，“认为如果他们努⼒⼯作，他们应该能在两周内掌握⼀个倒⽴。实际情况是，它需要⼤约6个⽉的⽇常实践。如果你认为你应该能在两周内完成，你就会放弃。对范围的不切实际的信念——通常是隐藏的和未讨论的——扼杀了⾼标准。为了达到⾼标准，或者作为团队的⼀员，你需要形成并主动地传达⼀些现实的信念，即⼀些事情将会变得多么困难——这是教练所理解的核⼼。
电脑上括号怎么打Six-Page Narratives
6页备忘录的故事
We don’t do PowerPoint (or any other slide-oriented)prentations at Amazon. Instead, we write narratively structured six-pagememos. We silently read one at the beginning of each meeting in a kind of“study hall.” Not surprisingly, the quality of the memos varies widely. Somehave the clarity of angels singing. They are brilliant and thoughtful and tup the meeting for high-quality discussion. Sometimes they come in at the otherend of the spectrum.
我们不会在亚马逊做PowerPoint(或其他幻灯⽚导向的)演⽰。相反，我们写的是有条理的六页备忘录。我们在每次会议开始时都在⼀种“学习室”⾥默读。毫不奇怪，这些备忘录的质量千差万别。有些⼈有天使般清晰的歌声。他们才华横溢，思想缜密，为⾼质量的讨论奠定了基础。有时它们会出现在光谱的另⼀端。
In the handstand example, it’s prettystraightforward to recognize high standards. It wouldn’t be difficult to layout in detail the requirements of a well-executed handstand, and then you’reeither doing it or you’re not. The writing example is very different. Thedifference between a great memo and an average one is much squishier. It wouldbe extremely hard to write down the detailed require
ments that make up a greatmemo. Nevertheless, I find that much of the time, readers react to great memosvery similarly. They know it when they e it. The standard is there, and it isreal, even if it’s not easily describable.
在handstand⽰例中，很容易识别⾼标准。要详细列出⼀个执⾏良好的⼿倒⽴的要求并不难，然后你要么做，要么不做。写作的例⼦⾮常不同。⼀个伟⼤的备忘录和⼀个普通的备忘录之间的区别就更⼤了。要把组成⼀个伟⼤的备忘录的详细要求写下来是⾮常困难的。然⽽，我发现⼤部分时间，读者对伟⼤的备忘录的反应⾮常相似。当他们看到的时候就知道了。标准在那⾥，它是真实的，即使它不是很容易描述。
Here’s what we’ve figured out. Often, whena memo isn’t great, it’s not the writer’s inability to recognize the highstandard, but instead a wrong expectation on scope: they mistakenly believe ahigh-standards, six-page memo can be written in one or two days or even a fewhours, when really it might take a week or more! They’re trying to perfect ahandstand in just two weeks, and we’re not coaching them right. The great memosare written and re-written, shared with colleagues who are asked to improve thework, t aside for a couple of days, and then edited again with a fresh mind.They simply can’t be done in a day or two. The key point here is that you can improveresults through the simple act of teaching scope – that a great memo probablyshould take a week or more.
这是我们总结出来的。通常，当⼀个备忘录并不⼤，这不是作者的⽆法认识到⾼的标准,⽽是⼀个错误的期望范围：他们错误地相信⼀个⾼标准, 四五页备忘录可以写在⼀个或两天甚⾄⼏个⼩时，真的可能需要⼀个星期或更多! 他们正试图在两周内完善⼀个倒⽴，⽽我们并没有正确地指导他们。这些伟⼤的备忘录是写出来的，⽽且经常需要重写，还需要与被要求改进⼯作的同事分享，还需要留出⼏天时间再⽤⼀个全新的头脑重新编辑；所以，他们不可能在⼀两天内完成。这⾥的关键点是，你可以通过简单的教学范围来提⾼结果——⼀份好的备忘录可能需要⼀周甚⾄更长时间。
Skill
Skill
技能
Beyond recognizing the standard and havingrealistic expectations on scope, how about skill? Surely to write a world classmemo, you have to be an extremely skilled writer? Is it another requiredelement? In my view, not so much, at least not for the individual in thecontext of teams. The football coach doesn’t need to be able to throw, and afilm director doesn’t need to be able to act. But they both do need torecognize high standards for tho things and teach realistic expectations onscope. Even in the example of writing a six-page memo, that’s teamwork. Someoneon the team n
eeds to have the skill, but it doesn’t have to be you. (As a sidenote, by tradition at Amazon, authors’ names never appear on the memos – thememo is from the whole team.)
除了认识到标准和对范围的现实期望之外，技能⼜如何呢?当然要写⼀份世界级的备忘录，你必须是⼀个⾮常熟练的作家?它是另⼀个必需的元素吗?在我看来，不是那么多，⾄少在团队中不是这样的。⾜球教练不需要投球，电影导演也不需要能够表演。但他们都需要认识到这些东西的⾼标准，并在范围上教授现实的期望。即使是在写六页备忘录的例⼦中，也是如此。这是团队合作。团队中有⼈需要这个技能，但不⼀定⾮得是你。(顺便提⼀句，在亚马逊的传统中，作者的名字永远不会出现在备忘录上——备忘录来⾃整个团队。)
Benefits of High Standards
⾼标准的好处
Building a culture of high standards iswell worth the effort, and there are many benefits. Naturally and mostobviously, you’re going to build better products and rvices for customers –this would be reason enough! Perhaps a little less obvious: people are drawn tohigh standards – they help with recruiting and retention. More subtle: aculture of high standards is protective of all the “invisible” but crucial workthat goes on in every company. I’m talking about the work that no one es. Thework tha
t gets done when no one is watching. In a high standards culture, doingthat work well is its own reward – it’s part of what it means to be aprofessional.
建⽴⾼标准的⽂化是值得的，⽽且有很多好处。当然，最明显的是，你将为客户打造更好的产品和服务——这是⾜够的理由!或许有⼀点不那么明显:⼈们被吸引到⾼标准——有助招聘和留住⼈才。更微妙的是:⼀种⾼标准的⽂化保护着所有公司的“⽆形”但⾄关重要的⼯作。我指的是没有⼈看到的⼯作。当没有⼈在看的时候做的⼯作。在⼀个⾼标准的⽂化中，做好⼯作本⾝就是⼀种奖励——它是成为专业⼈⼠的⼀部分。
And finally, high standards are fun! Onceyou’ve tasted high standards, there’s no going back. So, the four elements ofhigh standards as we e it: they are teachable, they are domain specific, youmust recognize them, and you must explicitly coach realistic scope. For us,the work at all levels of detail. Everything from writing memos to whole new,clean-sheet business initiatives. We hope they help you too.
最后，⾼标准很有趣!⼀旦你尝过了⾼标准，就没有回头路了。所以，我们所看到的⾼标准的四个要素是：它们是可教的，它们是特定领域的，你必须认识它们，你必须明确地指导现实的范围。对我们来说，这些⼯作在各个层次的细节。从写备忘录到全新的、清洁的商业计划。我们希望他们也能帮助你。
Insist on the Highest Standards
Leaders have relentlessly high standards
– many people may think the standards areunreasonably high.
-- from the Amazon Leadership Principles
坚持最⾼的标准。
领导者们的标准⼀直都很⾼。
——许多⼈可能认为这些标准太⾼了。
——来⾃亚马逊的领导原则。
Recent Milestones
近期所到达的⾥程碑事件
The high standards our leaders strive forhave rved us well. And while I certainly can’t do a handst自主实习理由
and mylf, I’mextremely proud to share some of the milestones we hit last year, each of whichreprents the fruition of many years of collective effort. We take none ofthem for granted.
我们的领导⼈所追求的⾼标准对我们是有益的。虽然我⾃⼰也不能倒⽴，但我⾮常⾃豪地分享了我们去年所取得的⼀些⾥程碑，每⼀个都代表了多年集体努⼒的成果。如果不是这样，我们不认为这些成果是理所当然的。西凉女儿国
Prime – 13 years post-launch, we haveexceeded 100 million paid Prime members globally. In 2017 Amazon shipped morethan five billion items with Prime worldwide, and more new members joined Primethan in any previous year – both worldwide and in the U.S. Members in the w receive unlimited free two-day shipping on over 100 million differentitems. We expanded Prime to Mexico, Singapore, the Netherlands, and Luxembourg,and introduced Business Prime Shipping in the U.S. and Germany. We keep makingPrime shipping faster as well, with Prime Free Same-Day and Prime Free One-Daydelivery now in more than 8,000 cities and towns. Prime Now is available inmore than 50 cities worldwide across nine countries. Prime Day 2017 was ourbiggest global shopping event ever (until surpasd by Cyber Monday), with morenew Prime members joining Prime than any other day in our history.
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13年之后，我们在全球已经有超过1亿的付费会员。在2017年，亚马逊在全球推出了超过50亿件商品，⽽且新加⼊的会员数量⽐以往任何⼀年都要多——⽆论是在全球还是在美国，现在美国的会员都可以享受⽆限制的两天免费送货，超过1亿件不同的商品。我们扩⼤了对墨西哥、新加坡、荷兰和卢森堡的优惠，并引进了美国和德国的商业Prime服务。我们还保持着优质的货运速度，在超过8000个城市和城镇中，以Prime Free当⽇和Prime Free⼀天的服务。⽬前，在全球9个国家的50多个城市都有Prime服务。2017年的黄⾦⽇是我们有史以来最⼤的全球购物活动(直到⽹络星期⼀被超越)，在我们的历史上，有更多的新会员加⼊Prime。
AWS – It’s exciting to e Amazon WebServices, a $20 billion revenue run rate business, accelerate its alreadyhealthy growth. AWS has also accelerated its pace of innovation – especially innew areas such as machine learning and artificial intelligence, Internet ofThings, and rverless computing. In 2017, AWS announced more than 1,400significant rvices and features, including Amazon SageMaker, which radically changesthe accessibility and ea of u for everyday developers to buildsophisticated machine learning models. Tens of thousands of customers are alsousing a broad range of AWS machine learning rvices, with active ursincreasing more than 250 percent in the last year, spurred by the broadadoption of Amazon SageMaker. And in November, we held our sixth re:Inventconference with more than 40,000 attendees and over 60,000 streamingparticipants.
亚马逊⽹络服务(Amazon Web Services)是⼀项规模达200亿美元的营收业务，它加速了本已健康的增长。AWS也加快了创新步伐——尤其是在机器学习和⼈⼯智能、物联⽹和⽆服务器计算等新领域。在2017年，AWS宣布了超过1400项重要的服务和功能，包括Amazon SageMaker，它从根本上改变了⽇常开发⼈员构建复杂机器学习模型的可访问性和易⽤性。成千上万的⽤户也在使⽤AWS机器学习服务，在去年，由于亚马逊公司的⼴泛采⽤，活跃⽤户增长了超过250%。在11⽉，我们举⾏了第六次会议：与4万多名与会者和6万多名流媒体参与者举⾏了发明⼤会。
Marketplace – In 2017, for the first timein our history, more than half of the units sold on Amazon worldwide were fromour third-party llers, including small and medium-sized business (SMBs).Over 300,000 U.S.-bad SMBs started lling on Amazon in 2017, and Fulfillmentby Amazon shipped billions of items for SMBs worldwide. Customers ordered morethan 40 million items from SMBs worldwide during Prime Day 2017, growing theirsales by more than 60 percent over Prime Day 2016. Our Global Selling program(enabling SMBs to ll products across national borders) grew by over 50%
精华乳液in2017 and cross-border ecommerce by SMBs now reprents more than 25% of totalthird-party sales.
2017年，在我们的历史上第⼀次，超过半数的在亚马逊地区销售的产品来⾃我们的第三⽅卖家，包括中⼩型企业(smb)。在2017年，美国有30万中⼩卖家（smb）开始在亚马逊上销售，⽽亚马逊的实现则为全世界的smb提供了数⼗亿的产品。在2017年的黄⾦⽇期间，消费者从全球各地的smb订购了4000多万件商品，在2016年的黄⾦⽇期间，他们的销售额增长了60%以上。我们的全球销售计划(使smb能够跨国界销售产品)在2017年增长了50%以上，⽽smb 的跨境电商现在占到第三⽅销售总额的25%以上。
Alexa – Customer embrace of Alexacontinues, with Alexa-enabled devices among the best-lling items across allof Amazon. We’re eing extremely strong adoption by other companies anddevelopers that want to create their own experiences with Alexa. There are nowmore than 30,000 skills for Alexa from outside developers, and customers cancontrol more than 4,000 smart home devices from 1,200 unique brands with Alexa.The foundations of Alexa continue to get smarter every day too. We’ve developedand implemented an on-device fingerprinting technique, which keeps your devicefrom waking up when it hears an Alexa commercial on TV. (This technologyensured that our Alexa Super Bowl commercial didn’t wake up millions ofdevices.) Far-field speech recognition (already very good) has improved by 15%over the last year; and in the U.S., U.K., and Germany, we’ve improved Alexa’sspoken language understanding by more than 25% over
the last 12 months throughenhancements in Alexa’s machine learning components and the u ofmi-
