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2021-04-17

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Bezos's last shareholder letter: Work hard, don't become an "ordinary person"

要善良，要有独特性，创造的东西要比消费的多。

Bezos's last shareholder letter: Work hard, don't become an "ordinary person"

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{"i18n":{"language":"en_US"},"data":{"magic":2,"id":370406904,"tweetId":"370406904","gmtCreate":1618617303208,"gmtModify":1704713394012,"author":{"id":3580330978833195,"idStr":"3580330978833195","authorId":3580330978833195,"authorIdStr":"3580330978833195","name":"VersaillesLi","avatar":"https://static.tigerbbs.com/ca74aeaa97cb87febbf8247318cbb951","vip":1,"userType":1,"introduction":"","boolIsFan":false,"boolIsHead":false,"crmLevel":11,"crmLevelSwitch":0,"individualDisplayBadges":[],"fanSize":1,"starInvestorFlag":false},"themes":[],"images":[],"coverImages":[],"extraTitle":"","html":"<html><head></head><body>qqqqqqqqqqq</body></html>","htmlText":"<html><head></head><body>qqqqqqqqqqq</body></html>","text":"qqqqqqqqqqq","highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"favoriteSize":0,"link":"https://ttm.financial/post/370406904","repostId":1114055586,"repostType":4,"repost":{"id":"1114055586","kind":"news","weMediaInfo":{"introduction":"追踪全球财经热点，精选影响您财富的资讯，投资理财必备神器！","home_visible":1,"media_name":"华尔街见闻","id":"1084101182","head_image":"https://static.tigerbbs.com/66809d1f5c2e43e2bdf15820c6d6897e"},"pubTimestamp":1618571586,"share":"https://ttm.financial/m/news/1114055586?lang=en_US&edition=fundamental","pubTime":"2021-04-16 19:13","market":"us","language":"zh","title":"Bezos's last shareholder letter: Work hard, don't become an \"ordinary person\"","url":"https://stock-news.laohu8.com/highlight/detail?id=1114055586","media":"华尔街见闻","summary":"要善良，要有独特性，创造的东西要比消费的多。","content":"Author:: Zeng Xinyi, Cao ZexiThursday, April 15th,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>Founder Bezos said in his last letter to shareholders during his CEO tenure that Amazon will continue to create value for shareholders and employees, and the company will do better in taking care of employees. Bezos announced in February this year that he would resign as CEO in the third quarter and become executive chairman.In addition, Bezos said that Amazon will work hard to curb climate change, and encourage employees not to become \"ordinary people\" and respect people's originality and uniqueness.In the letter, Bezos said:<ul><li>I know that some shareholders use the funds obtained by investing in Amazon to go to college, while others use them for emergencies, paying rent, vacations, starting a business or doing charity, etc. I am proud of the wealth we have created for our shareholders. It's important, and this wealth improves their lives. But I'm also clear: this is not the biggest part of the value we create.</li><li>If you want to be successful in your business (and indeed in your life), what you create must be more than what you consume. Your goal should be to create value for everyone you touch. Any business that doesn't create value for the people it touches, even if it appears to be successful on the surface, will not have a long future. It is on its way to elimination.</li><li>Remember, stock prices have nothing to do with the past. They are projections of \"future cash flows discounted back to the present\". The stock market has its own expectations.</li><li>If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes accused of being desperate souls, treated as<a href=\"https://laohu8.com/S/300024\">Robot</a>Treat. This is not accurate. They are mature and thoughtful people who can choose where to work. When we surveyed fulfillment center employees, 94% said they would recommend a friend to work at Amazon.</li><li>The truth is that the huge team of thousands of people who lead Amazon's operations, have always cared deeply about our hourly workers, and we are proud of the work environment we have created. We are also proud that Amazon is creating jobs not just for computer scientists and people with advanced degrees, but also for those who have never received that advantage.</li><li>When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages, not follow the crowd, because we thought it was the right thing to do.</li><li>We now know better that smart action against climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more productive workers, and a more prosperous future.</li><li>We all know that uniqueness (originality) is extremely valuable. We are all taught to \"be yourself\". What I really ask you to do is to embrace and be realistic about how much energy it takes to maintain that uniqueness. This universe wants you to be an ordinary person, and tries every means to attract you. Don't let it become a reality.</li><li>You have to pay for your difference, and it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. Of course, this statement is misleading. Being yourself is worth it, but don't expect it to be easy or free. You have to constantly put energy into it.</li><li>To all of you: Be kind, be unique, create more than consume, and never let the universe incorporate you into your surroundings. Now it's still Day 1.</li></ul>The following is the full text of Bezos's letter to shareholders:To Amazon shareholders:In Amazon's first letter to shareholders in 1997, I talked about the hope to establish a \"lasting franchise\", that is, to redefine the meaning of \"serving customers\" by unleashing the power of the Internet. I mentioned at the time that Amazon has grown from 158 employees to 614 employees, and our user accounts have exceeded 1.5 million. We just went public at a split-adjusted share price of $1.50 per share. I wrote: That was the first day.We've come a long way since then, and we're also working harder than ever to serve and delight our users. Last year, we employed half a million people and now have a total of 1.3 million worldwide. We have over 200 million Prime members worldwide. More than 1.9 million SMBs sell on Amazon, accounting for nearly 60% of our total sales. Users have connected more than 100 million smart home devices to Alexa. Cloud services (Amazon Web Services, AWS) serve millions of users, with an annual revenue operating rate of $5 million as of 2020. In 1997, we hadn't invented Prime, Marketplace, Alexa, or AWS. No one ever thought about these things, and their birth was not destined. For every product, we have taken great risks and paid a lot of wisdom and sweat.Along the way, we have generated $1.6 trillion in wealth for our shareholders. Who are they? Of course, my stake in Amazon has made me rich. But more than seven-eighths of the shares, equivalent to $1.4 trillion in wealth, are owned by others. Who are they? It's pension funds, universities, 401 (K) retirement benefit plans, and Mary and Larry, who unexpectedly sent me the following letter when I sat down to write this shareholder letter:<img src=\"https://static.tigerbbs.com/973c5a2fbf88d9da46414e59ac496457\" tg-width=\"1320\" tg-height=\"743\" referrerpolicy=\"no-referrer\"><img src=\"https://static.tigerbbs.com/8499538d606659555224556ec66de131\" tg-width=\"1320\" tg-height=\"743\" referrerpolicy=\"no-referrer\">I hear similar stories all the time. I know that some shareholders use the funds obtained by investing in Amazon to go to college, and others use them for emergencies, paying rent, vacations, starting a business or doing charity, etc. I am proud of the wealth we have created for our shareholders. It's important, and this wealth improves their lives. But I'm also clear: this is not the biggest part of the value we create.Create more than consumeIf you want to be successful in your business (and indeed in your life), what you create must be more than what you consume. Your goal should be to create value for everyone you touch. Any business that doesn't create value for the people it touches, even if it appears to be successful on the surface, will not have a long future. It is on its way to elimination.Remember, stock prices have nothing to do with the past. They are projections of \"future cash flows discounted back to the present\". The stock market has its own expectations.I'm going to change the subject a little and talk about the past. How much value did we create for our shareholders in 2020? This is a relatively easy question to answer because the accounting system is set up to answer this question. In 2020, Amazon's net revenue was $21.3 billion. If Amazon is not a publicly traded company with thousands of shareholders, but a sole proprietorship exclusive to one person, this is how much money a single owner can make in 2020.What about employees? Because we can focus on compensation spending, this is also an easy question of value creation to answer. What a company spends is what its employees earn. In 2020, Amazon employees earned $80 billion, plus $11 billion including benefits and various payroll taxes, for a total of $91 billion.What about third-party sellers? Our internal team (Sales Partner Cooperation Service Team) is used to answer this question. They estimate that in 2020, third-party sellers will make between $25 billion and $39 billion in profits from selling on Amazon. Conservatively, I'll put it at $25 billion.On the customer side, we have to divide it into consumer customers and AWS customers.Let's talk about consumer customers first. We offer low prices, wide selection and fast delivery, but suppose we ignore all the above for the sake of this expectation and only focus on one thing: we save our customers time.On Amazon, it only takes customers 3 minutes or less to complete 28% of their purchases, and half of them are completed within 15 minutes. Going to a physical store to buy things requires a series of processes: driving, parking, looking for things on the shelves, queuing up for checkout, finding your own car and then driving home. Studies have shown that it usually takes about an hour to shop at a physical store. Assuming a typical Amazon purchase takes as little as 15 minutes, and also saves customers time from visiting a brick-and-mortar store several times a week, that saves more than 75 hours over the year. This is very important. It's the early twenty-first century, and everyone is busy.From this, we can get a number. First, according to a conservative estimate, the value of time saved is set 23 at $10 per hour. 75 hours multiplied by $10/hour, and then subtracted the cost of Prime, then it creates a value of $630 for each Prime member. We have 200 million Prime members, which is equivalent to creating $126 billion in value in 2020.Evaluating AWS customers is difficult because the workload of each customer is very different. But let's still calculate it, but the error may be relatively large. The direct cost improvement from operating in the cloud versus on-site varies, but a reasonable estimate is 30%. Of AWS's $45 billion in revenue for the full year of 2020, this 30% represents $19 billion in customer value created. The difficulty of this assessment effort is that direct cost reduction is the smallest part of the benefits of moving to the cloud for customers.The bigger benefit is that it increases the speed of software development, which can significantly improve customer competitiveness and revenue. We don't have a reasonable way to estimate this part of customer value, except to say that it is almost certainly greater than the immediate cost savings.Conservatively, I would say it's the same and count AWS's customer value creation last year at $38 billion.Adding AWS and consumers together, the total customer value in 2020 will reach $164 billion.To sum it up:Shareholders $21 billionEmployees $91 billion$25 billion for third-party sellersClients $164 billionTotal $301 billionIf each group has an income statement that represents their interactions with Amazon, then the figures above are the \"bottom line\" of those income statements (the bottom line, which refers to net income).These figures illustrate why employees work for us, why sellers sell goods through us, and why customers buy goods from us. So we create value for them.This value creation is not a \"zero-sum game\". It's not just about transferring money from pocket to pocket. Invention and creation are the root of all real value creation, and the value created is the measure of innovation.Of course, our relationship with all these people, and the value we create, is not just dollars and cents. Money doesn't tell the whole story. For example, our relationship with our shareholders is relatively simple. They invest and hold stocks for a period of their choice. We also provide guidance to shareholders on matters such as annual meetings and proper voting procedures. Even then, they can ignore these instructions and simply abstain from voting.The relationship we have with our employees is a very different example. We have processes that they need to follow, and criteria that they need to meet. We need training and all kinds of certifications. Employees must show up for work at the agreed time. We have a lot of interactions with our employees. This is not just a matter of salary and benefits, but also all other detailed aspects of the relationship.Regarding the union election this time, I think we still need to do better for our employees. While the vote is leaning towards us and our direct relationship with our employees is strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed.If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes accused of being desperate souls and being treated like robots. This is not accurate. They are mature and thoughtful people who can choose where to work. When we surveyed fulfillment center employees, 94% said they would recommend a friend to work at Amazon.Our employees can use informal breaks during their shifts to stretch, get water, use the restroom or talk to the manager, all without compromising their performance. These informal breaks are in addition to their normal schedule, which is a 30-minute lunch and a 30-minute break.We did not set unreasonable performance targets. Instead, we set achievable performance targets that take into account tenure and actual employee performance data. Performance is evaluated over a long period of time because we know that various factors affect performance performance in any given week, day or hour. If an employee fails to meet performance targets over a period of time, their manager will talk to them and provide guidance.The training is also extended to employees who perform well and can take on more responsibility. In fact, 82% of coaching is positive and offered to employees who meet or exceed expected performance standards. We laid off less than 2.6% of our employees because they were unable to perform their responsibilities (in 2020, this was even lower due to the impact of the pandemic in novel coronavirus pneumonia).The best employer on the planet and the safest workplace on the planetThe truth is that the huge team of thousands of people who lead Amazon's operations, have always cared deeply about our hourly workers, and we are proud of the work environment we have created. We are also proud that Amazon is creating jobs not just for computer scientists and people with advanced degrees, but also for those who have never received that advantage.Despite what we've accomplished, it's clear to me that we need a better vision to enable our people to succeed. We've always wanted to be the \"most customer-centric\" company on the planet, and we're not going to change that, which is why we've come to this point. But I promise that we will add one more item, and we will be the best employer on earth and the safest workplace on earth.In my upcoming role as Executive Chairman, I will focus on new initiatives. I'm an inventor, which is what I like most and what I do best, and this is where I create the most value. I am excited to work with our passionate and huge team in operations to help invent in this \"best employer on earth and safest workplace on earth\" arena. When it comes to details, we at Amazon are always flexible, but when it comes to vision, we are stubborn and ruthless. We have never failed when we set our minds to do something, and we will not fail at this point.Let's dive into the security issues. For example, about 40% of work-related injuries at Amazon are related to musculoskeletal disorders (MSD)-conditions such as sprains or strains that can result from repeated movement. MSD is common in the type of work we do and is more likely to occur during the first six months of employee onboarding. We need to invent solutions to reduce MSD for new employees, many of whom may be doing physical jobs for the first time.One such program is Working Well, which we rolled out to 859,000 employees in 2020 at 350 locations across North America and Europe. We train a small group of employees there on body mechanics, proactive health and safety aspects. In addition to reducing work-related injuries, these concepts also have a positive impact on activities outside of daily work.We are also developing new automated staffing schedules that use sophisticated algorithms to rotate employees between jobs using different tendon groups to reduce repetitive movements and help protect employees from MSD risks. This new technology is at the heart of our job rotation program, which will be rolling out in 2021.Our greater focus on early prevention of MSD has paid off. From 2019 to 2020, overall MSD decreased by 32%, and MSD resulting from outside working hours decreased by more than half.We employ 6,200 security professionals at Amazon. They use safety science to solve complex problems and establish new industry best practices. In 2021, we will invest more than $300 million in safety programs, including an initial $66 million to create technology that will help prevent collisions between forklifts and other types of industrial vehicles.When we take the lead, others follow.When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages, not follow the crowd, because we thought it was the right thing to do.A recent paper by economists at the University of California, Berkeley and Brandeis University analyzed the impact of our decision to increase our minimum starting wage to $15 an hour. Their assessment, aligned with what we've heard from our employees, their families, and the communities they live in.We've raised starting wages to benefit not only our own employees, but other workers in the same community, thus boosting local economies across the United States. Studies have shown that our pay increases resulted in a 4.7% increase in average hourly wages for other employers in the same labour market.Our leadership is not limited to this. If we want to be the best employer on earth, we shouldn't be satisfied with 94% of employees saying that they would recommend friends to work at Amazon. We must aim for 100%. We will do that over time by continuing to lead in wages, benefits, upskilling opportunities and other things.If any shareholder is concerned that the best employer on the planet and the safest workplace on the planet may dilute our focus on the \"most customer-centric\" company on the planet, then rest assured. Think of it this way, if we can operate two different businesses, consumer e-commerce and AWS, and operate them to the highest standards, we can certainly do both goals at the same time. In fact, I believe they will strengthen each other.Climate PledgeIn the early draft of this letter, I first made my point of view and gave some examples about the climate part. These arguments and examples are intended to prove that human-induced climate change is real. But, frankly, I don't think we need to say that now. Because, you don't have to say that photosynthesis is real, or that gravity is real, or that water at sea level boils at 100 °C. These things are completely real, as is the reality of climate change.Not long ago, most people thought that tackling climate change was a good thing; But they also see it as costly and threatening jobs, competitiveness and economic growth.We now know better that smart action on climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more productive workers, and a more prosperous future.Of course, this doesn't mean that it will be an easy task, it must not. The next decade will be a decisive one, the economy in 2030 will need to be much different than it is today, and Amazon plans to be at the heart of this change. We co-launched the Climate Pledge with Global Optimism in September 2019 because we want to help drive this positive revolution. We need to be part of a growing corporate team that understands the urgencies and opportunities of the 21st century.Today, less than two years later, 53 companies representing almost all sectors of the economy have signed the Climate Pledge.<a href=\"https://laohu8.com/S/BBY\">Best Buy</a>、<a href=\"https://laohu8.com/S/IBM\">IBM</a>, Infosys, Mercedes-Benz,<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>, Siemens and Verizon have all signed commitments to achieve net-zero carbon in their global businesses by 2040, 10 years ahead of the Paris Agreement. The commitments also require them to measure and report greenhouse gas emissions regularly; Implementing decarbonisation strategies through real business change and innovation; And neutralize any remaining emissions through additional, quantifiable, real, permanent and socially beneficial compensation. Credible, high-quality compensations are valuable, and we should keep them to compensate for economic activities for which low-carbon alternatives do not exist.The signatories of the Climate Pledge are making meaningful, tangible and ambitious commitments. Uber aims to become a zero-emission platform in Canada, Europe and the United States by 2030, and Henkel plans to use 100% renewable energy to produce electricity. Amazon is making progress towards our own goal of using 100% renewable energy by 2025, five years ahead of our original 2030 goal. Amazon is the world's largest corporate buyer of renewable energy. We have 62 utility-scale wind and<a href=\"https://laohu8.com/S/000591\">Solar energy</a>Projects, as well as 125 solar rooftops are being fulfilled and classified centers. These projects have a generating capacity of more than 6.9 gigawatts and provide more than 20 million megawatt-hours of energy annually.Transportation is an important part of Amazon's commercial operations and the toughest part of our plan to achieve net zero carbon by 2040. To help drive the rapid development of the electric vehicle technology market and help all companies transition to more environmentally friendly technologies, we invested more than $1 billion in Rivian, ordering 100,000 electric delivery vans. We also have partnerships with Mahindra in India and Mercedes-Benz in Europe.These custom electric delivery vehicles from Rivian are already operational and first hit the roads in Los Angeles in February of this year. 10,000 new cars will be on the road as early as next year, and all 100,000 cars will be on the road by 2030, which can reduce millions of tons of carbon emissions. One of the important reasons we want companies to join the Climate Pledge is to signal to the market that companies should start inventing and developing new technologies that are conducive to improving climate change. Our purchase of 100,000 Rivian electric vans is a good example.To further accelerate investment in the new technologies needed to build a zero-carbon economy, we launched the Climate Pledge Fund last June. The investment plan starts with $2 billion in visionary companies aimed at facilitating the transition to a low-carbon economy. We have invested in innovative technology companies such as CarbonCure Technologies, Pachama, Redwood Materials, Rivian, Turntide Technologies, ZeroAvia, and Infinium.In addition, I personally allocate $10 billion to help drive the systemic changes we need in the next decade. We will support top scientists, activists, NGOs, environmental justice organizations, and others working to fight climate change and protect the natural world. Late last year, I awarded my first round of grants to 16 organizations working on innovation and mobility solutions. It will take collective action from large corporations, small companies, global organizations and individuals, and I am excited to be a part of this journey and optimistic that humanity can come together to solve this challenge.Differentiation is survival, the universe wants you to be an ordinary personThis is my last annual shareholder letter as Amazon CEO. I feel that there is one last extremely important thing that I must tell you, and I hope all Amazon people will take this matter to heart.The following is a quote from the book The Blind Watch Maker, published by Richard Dawkins. This is a basic fact about biology.Avoiding death is something you have to work on. Let it do it on its own-this is what it looks like after death-and the body tends to return to a state of equilibrium with its environment. If you measure some indicator, such as temperature, acidity, moisture, or electrical potential in a living organism, you will usually find that it is quite different from the corresponding measurement in the surrounding environment. For example, our bodies are usually hotter than our surroundings, and in cold climates they have to work to maintain that difference. When we die, the body stops functioning, the temperature difference starts to disappear, and eventually we have the same temperature as our surroundings. Not all animals try so hard to avoid reaching equilibrium with the surrounding temperature, but all do some similar work. For example, in arid places, plants and animals struggle to maintain the liquid content in their cells, which runs counter to the natural tendency of water to flow from cells to the dry outside world. If they fail, they die. More broadly, if living things do not actively prevent it, they will eventually blend into their surroundings and cease to exist as living things. This is what happens when they die. While this passage is not a metaphor, it is still a fantastic article and very relevant to Amazon. I would think that it is relevant to all companies, all institutions, and the lives of each of us. In what ways is this universe attracting you in order to make you normal? How much work has to be done to keep your uniqueness?I knew a happy couple who had a joke in their relationship. Often the husband will look at his wife in feigned pain and say to her, \"Can't you just be normal?\" They both smile and laugh, and of course, the deep truth is that he likes her uniqueness. But, at the same time, it's also true that things tend to get easier if we're a little more normal.This phenomenon happens on many levels.We all know that uniqueness (originality) is extremely valuable. We are all taught to \"be yourself\". What I really ask you to do is to embrace and be realistic about how much energy it takes to maintain that uniqueness. This universe wants you to be ordinary people and attracts you in every way possible. Don't let it become a reality.You have to pay for your difference, and it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. Of course, this statement is misleading. Being yourself is worth it, but don't expect it to be easy or free. You have to constantly put energy into it.This universe is always trying to make the Amazon more typical and keep us in balance with our environment. It will require sustained effort, but we can and must do better.Here, as always, I enclose our 1997 shareholder letter. \"We at Amazon thank our customers for their business and trust, each other for their hard work, and shareholders for their support and encouragement,\" the letter concluded. That hasn't changed in the least. I'd like to thank Andy Jassy especially for agreeing to be CEO. It's a tough job and a lot of responsibility. Andy is brilliant and of the highest standards. I promise you, Andy won't let the universe turn us into ordinary people. He will gather the energy needed for life that sets us apart. It won't be easy, but it's crucial. I also predict that it will be satisfying and often entertaining. Thank you, Andy.To all of you: Be kind, be unique, create more than consume, and never let the universe incorporate you into your surroundings. Now it's still Day 1.Jeff Bezos","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Bezos's last shareholder letter: Work hard, don't become an \"ordinary person\"</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nBezos's last shareholder letter: Work hard, don't become an \"ordinary person\"\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1084101182\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/66809d1f5c2e43e2bdf15820c6d6897e);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n华尔街见闻 \n2021-04-16 19:13\n</div>\n</a>\n</h4>\n</header>\n<article>\nAuthor:: Zeng Xinyi, Cao ZexiThursday, April 15th,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>Founder Bezos said in his last letter to shareholders during his CEO tenure that Amazon will continue to create value for shareholders and employees, and the company will do better in taking care of employees. Bezos announced in February this year that he would resign as CEO in the third quarter and become executive chairman.In addition, Bezos said that Amazon will work hard to curb climate change, and encourage employees not to become \"ordinary people\" and respect people's originality and uniqueness.In the letter, Bezos said:<ul><li>I know that some shareholders use the funds obtained by investing in Amazon to go to college, while others use them for emergencies, paying rent, vacations, starting a business or doing charity, etc. I am proud of the wealth we have created for our shareholders. It's important, and this wealth improves their lives. But I'm also clear: this is not the biggest part of the value we create.</li><li>If you want to be successful in your business (and indeed in your life), what you create must be more than what you consume. Your goal should be to create value for everyone you touch. Any business that doesn't create value for the people it touches, even if it appears to be successful on the surface, will not have a long future. It is on its way to elimination.</li><li>Remember, stock prices have nothing to do with the past. They are projections of \"future cash flows discounted back to the present\". The stock market has its own expectations.</li><li>If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes accused of being desperate souls, treated as<a href=\"https://laohu8.com/S/300024\">Robot</a>Treat. This is not accurate. They are mature and thoughtful people who can choose where to work. When we surveyed fulfillment center employees, 94% said they would recommend a friend to work at Amazon.</li><li>The truth is that the huge team of thousands of people who lead Amazon's operations, have always cared deeply about our hourly workers, and we are proud of the work environment we have created. We are also proud that Amazon is creating jobs not just for computer scientists and people with advanced degrees, but also for those who have never received that advantage.</li><li>When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages, not follow the crowd, because we thought it was the right thing to do.</li><li>We now know better that smart action against climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more productive workers, and a more prosperous future.</li><li>We all know that uniqueness (originality) is extremely valuable. We are all taught to \"be yourself\". What I really ask you to do is to embrace and be realistic about how much energy it takes to maintain that uniqueness. This universe wants you to be an ordinary person, and tries every means to attract you. Don't let it become a reality.</li><li>You have to pay for your difference, and it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. Of course, this statement is misleading. Being yourself is worth it, but don't expect it to be easy or free. You have to constantly put energy into it.</li><li>To all of you: Be kind, be unique, create more than consume, and never let the universe incorporate you into your surroundings. Now it's still Day 1.</li></ul>The following is the full text of Bezos's letter to shareholders:To Amazon shareholders:In Amazon's first letter to shareholders in 1997, I talked about the hope to establish a \"lasting franchise\", that is, to redefine the meaning of \"serving customers\" by unleashing the power of the Internet. I mentioned at the time that Amazon has grown from 158 employees to 614 employees, and our user accounts have exceeded 1.5 million. We just went public at a split-adjusted share price of $1.50 per share. I wrote: That was the first day.We've come a long way since then, and we're also working harder than ever to serve and delight our users. Last year, we employed half a million people and now have a total of 1.3 million worldwide. We have over 200 million Prime members worldwide. More than 1.9 million SMBs sell on Amazon, accounting for nearly 60% of our total sales. Users have connected more than 100 million smart home devices to Alexa. Cloud services (Amazon Web Services, AWS) serve millions of users, with an annual revenue operating rate of $5 million as of 2020. In 1997, we hadn't invented Prime, Marketplace, Alexa, or AWS. No one ever thought about these things, and their birth was not destined. For every product, we have taken great risks and paid a lot of wisdom and sweat.Along the way, we have generated $1.6 trillion in wealth for our shareholders. Who are they? Of course, my stake in Amazon has made me rich. But more than seven-eighths of the shares, equivalent to $1.4 trillion in wealth, are owned by others. Who are they? It's pension funds, universities, 401 (K) retirement benefit plans, and Mary and Larry, who unexpectedly sent me the following letter when I sat down to write this shareholder letter:<img src=\"https://static.tigerbbs.com/973c5a2fbf88d9da46414e59ac496457\" tg-width=\"1320\" tg-height=\"743\" referrerpolicy=\"no-referrer\"><img src=\"https://static.tigerbbs.com/8499538d606659555224556ec66de131\" tg-width=\"1320\" tg-height=\"743\" referrerpolicy=\"no-referrer\">I hear similar stories all the time. I know that some shareholders use the funds obtained by investing in Amazon to go to college, and others use them for emergencies, paying rent, vacations, starting a business or doing charity, etc. I am proud of the wealth we have created for our shareholders. It's important, and this wealth improves their lives. But I'm also clear: this is not the biggest part of the value we create.Create more than consumeIf you want to be successful in your business (and indeed in your life), what you create must be more than what you consume. Your goal should be to create value for everyone you touch. Any business that doesn't create value for the people it touches, even if it appears to be successful on the surface, will not have a long future. It is on its way to elimination.Remember, stock prices have nothing to do with the past. They are projections of \"future cash flows discounted back to the present\". The stock market has its own expectations.I'm going to change the subject a little and talk about the past. How much value did we create for our shareholders in 2020? This is a relatively easy question to answer because the accounting system is set up to answer this question. In 2020, Amazon's net revenue was $21.3 billion. If Amazon is not a publicly traded company with thousands of shareholders, but a sole proprietorship exclusive to one person, this is how much money a single owner can make in 2020.What about employees? Because we can focus on compensation spending, this is also an easy question of value creation to answer. What a company spends is what its employees earn. In 2020, Amazon employees earned $80 billion, plus $11 billion including benefits and various payroll taxes, for a total of $91 billion.What about third-party sellers? Our internal team (Sales Partner Cooperation Service Team) is used to answer this question. They estimate that in 2020, third-party sellers will make between $25 billion and $39 billion in profits from selling on Amazon. Conservatively, I'll put it at $25 billion.On the customer side, we have to divide it into consumer customers and AWS customers.Let's talk about consumer customers first. We offer low prices, wide selection and fast delivery, but suppose we ignore all the above for the sake of this expectation and only focus on one thing: we save our customers time.On Amazon, it only takes customers 3 minutes or less to complete 28% of their purchases, and half of them are completed within 15 minutes. Going to a physical store to buy things requires a series of processes: driving, parking, looking for things on the shelves, queuing up for checkout, finding your own car and then driving home. Studies have shown that it usually takes about an hour to shop at a physical store. Assuming a typical Amazon purchase takes as little as 15 minutes, and also saves customers time from visiting a brick-and-mortar store several times a week, that saves more than 75 hours over the year. This is very important. It's the early twenty-first century, and everyone is busy.From this, we can get a number. First, according to a conservative estimate, the value of time saved is set 23 at $10 per hour. 75 hours multiplied by $10/hour, and then subtracted the cost of Prime, then it creates a value of $630 for each Prime member. We have 200 million Prime members, which is equivalent to creating $126 billion in value in 2020.Evaluating AWS customers is difficult because the workload of each customer is very different. But let's still calculate it, but the error may be relatively large. The direct cost improvement from operating in the cloud versus on-site varies, but a reasonable estimate is 30%. Of AWS's $45 billion in revenue for the full year of 2020, this 30% represents $19 billion in customer value created. The difficulty of this assessment effort is that direct cost reduction is the smallest part of the benefits of moving to the cloud for customers.The bigger benefit is that it increases the speed of software development, which can significantly improve customer competitiveness and revenue. We don't have a reasonable way to estimate this part of customer value, except to say that it is almost certainly greater than the immediate cost savings.Conservatively, I would say it's the same and count AWS's customer value creation last year at $38 billion.Adding AWS and consumers together, the total customer value in 2020 will reach $164 billion.To sum it up:Shareholders $21 billionEmployees $91 billion$25 billion for third-party sellersClients $164 billionTotal $301 billionIf each group has an income statement that represents their interactions with Amazon, then the figures above are the \"bottom line\" of those income statements (the bottom line, which refers to net income).These figures illustrate why employees work for us, why sellers sell goods through us, and why customers buy goods from us. So we create value for them.This value creation is not a \"zero-sum game\". It's not just about transferring money from pocket to pocket. Invention and creation are the root of all real value creation, and the value created is the measure of innovation.Of course, our relationship with all these people, and the value we create, is not just dollars and cents. Money doesn't tell the whole story. For example, our relationship with our shareholders is relatively simple. They invest and hold stocks for a period of their choice. We also provide guidance to shareholders on matters such as annual meetings and proper voting procedures. Even then, they can ignore these instructions and simply abstain from voting.The relationship we have with our employees is a very different example. We have processes that they need to follow, and criteria that they need to meet. We need training and all kinds of certifications. Employees must show up for work at the agreed time. We have a lot of interactions with our employees. This is not just a matter of salary and benefits, but also all other detailed aspects of the relationship.Regarding the union election this time, I think we still need to do better for our employees. While the vote is leaning towards us and our direct relationship with our employees is strong, it is clear to me that we need a better vision to create value for our employees, a vision that creates value for our employees to succeed.If you read some of the news reports, you might think we don't care about employees. In these reports, our employees are sometimes accused of being desperate souls and being treated like robots. This is not accurate. They are mature and thoughtful people who can choose where to work. When we surveyed fulfillment center employees, 94% said they would recommend a friend to work at Amazon.Our employees can use informal breaks during their shifts to stretch, get water, use the restroom or talk to the manager, all without compromising their performance. These informal breaks are in addition to their normal schedule, which is a 30-minute lunch and a 30-minute break.We did not set unreasonable performance targets. Instead, we set achievable performance targets that take into account tenure and actual employee performance data. Performance is evaluated over a long period of time because we know that various factors affect performance performance in any given week, day or hour. If an employee fails to meet performance targets over a period of time, their manager will talk to them and provide guidance.The training is also extended to employees who perform well and can take on more responsibility. In fact, 82% of coaching is positive and offered to employees who meet or exceed expected performance standards. We laid off less than 2.6% of our employees because they were unable to perform their responsibilities (in 2020, this was even lower due to the impact of the pandemic in novel coronavirus pneumonia).The best employer on the planet and the safest workplace on the planetThe truth is that the huge team of thousands of people who lead Amazon's operations, have always cared deeply about our hourly workers, and we are proud of the work environment we have created. We are also proud that Amazon is creating jobs not just for computer scientists and people with advanced degrees, but also for those who have never received that advantage.Despite what we've accomplished, it's clear to me that we need a better vision to enable our people to succeed. We've always wanted to be the \"most customer-centric\" company on the planet, and we're not going to change that, which is why we've come to this point. But I promise that we will add one more item, and we will be the best employer on earth and the safest workplace on earth.In my upcoming role as Executive Chairman, I will focus on new initiatives. I'm an inventor, which is what I like most and what I do best, and this is where I create the most value. I am excited to work with our passionate and huge team in operations to help invent in this \"best employer on earth and safest workplace on earth\" arena. When it comes to details, we at Amazon are always flexible, but when it comes to vision, we are stubborn and ruthless. We have never failed when we set our minds to do something, and we will not fail at this point.Let's dive into the security issues. For example, about 40% of work-related injuries at Amazon are related to musculoskeletal disorders (MSD)-conditions such as sprains or strains that can result from repeated movement. MSD is common in the type of work we do and is more likely to occur during the first six months of employee onboarding. We need to invent solutions to reduce MSD for new employees, many of whom may be doing physical jobs for the first time.One such program is Working Well, which we rolled out to 859,000 employees in 2020 at 350 locations across North America and Europe. We train a small group of employees there on body mechanics, proactive health and safety aspects. In addition to reducing work-related injuries, these concepts also have a positive impact on activities outside of daily work.We are also developing new automated staffing schedules that use sophisticated algorithms to rotate employees between jobs using different tendon groups to reduce repetitive movements and help protect employees from MSD risks. This new technology is at the heart of our job rotation program, which will be rolling out in 2021.Our greater focus on early prevention of MSD has paid off. From 2019 to 2020, overall MSD decreased by 32%, and MSD resulting from outside working hours decreased by more than half.We employ 6,200 security professionals at Amazon. They use safety science to solve complex problems and establish new industry best practices. In 2021, we will invest more than $300 million in safety programs, including an initial $66 million to create technology that will help prevent collisions between forklifts and other types of industrial vehicles.When we take the lead, others follow.When we set a $15 minimum wage for hourly workers two and a half years ago, we did it because we wanted to get ahead in wages, not follow the crowd, because we thought it was the right thing to do.A recent paper by economists at the University of California, Berkeley and Brandeis University analyzed the impact of our decision to increase our minimum starting wage to $15 an hour. Their assessment, aligned with what we've heard from our employees, their families, and the communities they live in.We've raised starting wages to benefit not only our own employees, but other workers in the same community, thus boosting local economies across the United States. Studies have shown that our pay increases resulted in a 4.7% increase in average hourly wages for other employers in the same labour market.Our leadership is not limited to this. If we want to be the best employer on earth, we shouldn't be satisfied with 94% of employees saying that they would recommend friends to work at Amazon. We must aim for 100%. We will do that over time by continuing to lead in wages, benefits, upskilling opportunities and other things.If any shareholder is concerned that the best employer on the planet and the safest workplace on the planet may dilute our focus on the \"most customer-centric\" company on the planet, then rest assured. Think of it this way, if we can operate two different businesses, consumer e-commerce and AWS, and operate them to the highest standards, we can certainly do both goals at the same time. In fact, I believe they will strengthen each other.Climate PledgeIn the early draft of this letter, I first made my point of view and gave some examples about the climate part. These arguments and examples are intended to prove that human-induced climate change is real. But, frankly, I don't think we need to say that now. Because, you don't have to say that photosynthesis is real, or that gravity is real, or that water at sea level boils at 100 °C. These things are completely real, as is the reality of climate change.Not long ago, most people thought that tackling climate change was a good thing; But they also see it as costly and threatening jobs, competitiveness and economic growth.We now know better that smart action on climate change will not only prevent bad things from happening, but also improve our economic efficiency, help drive technological change and reduce risks. All in all, these can lead to more and better jobs, healthier and happier children, more productive workers, and a more prosperous future.Of course, this doesn't mean that it will be an easy task, it must not. The next decade will be a decisive one, the economy in 2030 will need to be much different than it is today, and Amazon plans to be at the heart of this change. We co-launched the Climate Pledge with Global Optimism in September 2019 because we want to help drive this positive revolution. We need to be part of a growing corporate team that understands the urgencies and opportunities of the 21st century.Today, less than two years later, 53 companies representing almost all sectors of the economy have signed the Climate Pledge.<a href=\"https://laohu8.com/S/BBY\">Best Buy</a>、<a href=\"https://laohu8.com/S/IBM\">IBM</a>, Infosys, Mercedes-Benz,<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>, Siemens and Verizon have all signed commitments to achieve net-zero carbon in their global businesses by 2040, 10 years ahead of the Paris Agreement. The commitments also require them to measure and report greenhouse gas emissions regularly; Implementing decarbonisation strategies through real business change and innovation; And neutralize any remaining emissions through additional, quantifiable, real, permanent and socially beneficial compensation. Credible, high-quality compensations are valuable, and we should keep them to compensate for economic activities for which low-carbon alternatives do not exist.The signatories of the Climate Pledge are making meaningful, tangible and ambitious commitments. Uber aims to become a zero-emission platform in Canada, Europe and the United States by 2030, and Henkel plans to use 100% renewable energy to produce electricity. Amazon is making progress towards our own goal of using 100% renewable energy by 2025, five years ahead of our original 2030 goal. Amazon is the world's largest corporate buyer of renewable energy. We have 62 utility-scale wind and<a href=\"https://laohu8.com/S/000591\">Solar energy</a>Projects, as well as 125 solar rooftops are being fulfilled and classified centers. These projects have a generating capacity of more than 6.9 gigawatts and provide more than 20 million megawatt-hours of energy annually.Transportation is an important part of Amazon's commercial operations and the toughest part of our plan to achieve net zero carbon by 2040. To help drive the rapid development of the electric vehicle technology market and help all companies transition to more environmentally friendly technologies, we invested more than $1 billion in Rivian, ordering 100,000 electric delivery vans. We also have partnerships with Mahindra in India and Mercedes-Benz in Europe.These custom electric delivery vehicles from Rivian are already operational and first hit the roads in Los Angeles in February of this year. 10,000 new cars will be on the road as early as next year, and all 100,000 cars will be on the road by 2030, which can reduce millions of tons of carbon emissions. One of the important reasons we want companies to join the Climate Pledge is to signal to the market that companies should start inventing and developing new technologies that are conducive to improving climate change. Our purchase of 100,000 Rivian electric vans is a good example.To further accelerate investment in the new technologies needed to build a zero-carbon economy, we launched the Climate Pledge Fund last June. The investment plan starts with $2 billion in visionary companies aimed at facilitating the transition to a low-carbon economy. We have invested in innovative technology companies such as CarbonCure Technologies, Pachama, Redwood Materials, Rivian, Turntide Technologies, ZeroAvia, and Infinium.In addition, I personally allocate $10 billion to help drive the systemic changes we need in the next decade. We will support top scientists, activists, NGOs, environmental justice organizations, and others working to fight climate change and protect the natural world. Late last year, I awarded my first round of grants to 16 organizations working on innovation and mobility solutions. It will take collective action from large corporations, small companies, global organizations and individuals, and I am excited to be a part of this journey and optimistic that humanity can come together to solve this challenge.Differentiation is survival, the universe wants you to be an ordinary personThis is my last annual shareholder letter as Amazon CEO. I feel that there is one last extremely important thing that I must tell you, and I hope all Amazon people will take this matter to heart.The following is a quote from the book The Blind Watch Maker, published by Richard Dawkins. This is a basic fact about biology.Avoiding death is something you have to work on. Let it do it on its own-this is what it looks like after death-and the body tends to return to a state of equilibrium with its environment. If you measure some indicator, such as temperature, acidity, moisture, or electrical potential in a living organism, you will usually find that it is quite different from the corresponding measurement in the surrounding environment. For example, our bodies are usually hotter than our surroundings, and in cold climates they have to work to maintain that difference. When we die, the body stops functioning, the temperature difference starts to disappear, and eventually we have the same temperature as our surroundings. Not all animals try so hard to avoid reaching equilibrium with the surrounding temperature, but all do some similar work. For example, in arid places, plants and animals struggle to maintain the liquid content in their cells, which runs counter to the natural tendency of water to flow from cells to the dry outside world. If they fail, they die. More broadly, if living things do not actively prevent it, they will eventually blend into their surroundings and cease to exist as living things. This is what happens when they die. While this passage is not a metaphor, it is still a fantastic article and very relevant to Amazon. I would think that it is relevant to all companies, all institutions, and the lives of each of us. In what ways is this universe attracting you in order to make you normal? How much work has to be done to keep your uniqueness?I knew a happy couple who had a joke in their relationship. Often the husband will look at his wife in feigned pain and say to her, \"Can't you just be normal?\" They both smile and laugh, and of course, the deep truth is that he likes her uniqueness. But, at the same time, it's also true that things tend to get easier if we're a little more normal.This phenomenon happens on many levels.We all know that uniqueness (originality) is extremely valuable. We are all taught to \"be yourself\". What I really ask you to do is to embrace and be realistic about how much energy it takes to maintain that uniqueness. This universe wants you to be ordinary people and attracts you in every way possible. Don't let it become a reality.You have to pay for your difference, and it's worth it. The fairy tale version of \"being yourself\" is that once you let your uniqueness shine, all the pain will disappear. Of course, this statement is misleading. Being yourself is worth it, but don't expect it to be easy or free. You have to constantly put energy into it.This universe is always trying to make the Amazon more typical and keep us in balance with our environment. It will require sustained effort, but we can and must do better.Here, as always, I enclose our 1997 shareholder letter. \"We at Amazon thank our customers for their business and trust, each other for their hard work, and shareholders for their support and encouragement,\" the letter concluded. That hasn't changed in the least. I'd like to thank Andy Jassy especially for agreeing to be CEO. It's a tough job and a lot of responsibility. Andy is brilliant and of the highest standards. I promise you, Andy won't let the universe turn us into ordinary people. He will gather the energy needed for life that sets us apart. It won't be easy, but it's crucial. I also predict that it will be satisfying and often entertaining. Thank you, Andy.To all of you: Be kind, be unique, create more than consume, and never let the universe incorporate you into your surroundings. Now it's still Day 1.Jeff Bezos\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/09dcab47335b8ae75b1a72cadf884fc8","relate_stocks":{"AMZN":"亚马逊"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1114055586","content_text":"作者：：曾心怡、曹泽熙4月15日周四，亚马逊创始人贝佐斯在他CEO任期内的最后一封致股东信中表示，亚马逊将继续为股东、员工创造价值，并且公司将在照顾员工方面做得更好。贝佐斯今年2月宣布将于第三季度辞去CEO职务，转任执行董事长。此外，贝佐斯称，亚马逊将努力遏制气候变化，并且鼓励员工，努力不要成为“普通人”，要尊重人的原创性和独特性。在信中，贝佐斯称：我知道有些股东用通过投资亚马逊获得的资金来上大学，也有的用于紧急情况、付房租、度假、创业或是做慈善等等。我为我们给股东创造的财富而感到骄傲。这很重要，这笔财富改善了他们的生活。但我也清楚一点：这还不是我们所创造的价值当中最大的一个部分。如果你想在事业上（实际上是生活中）获得成功，你所创造的必须比你所消费的更多。你的目标应该是，为你所接触的每一个人创造价值。任何一个不能为其所接触到的人创造价值的企业，即使表面上看起来很成功，未来也不会长久。它正处于被淘汰的途中。记住，股价与过去无关。它们是对“未来现金流折回到现在”的预测。股市自有预期。如果你看了一些新闻报道，你可能会认为我们不关心员工。在这些报道中，我们的员工有时被指责为绝望的灵魂，被当作机器人对待。这不准确。他们是成熟而有思想的人，可以选择在哪里工作。当我们调查履约中心员工时，94%的人表示，他们会推荐好友来亚马逊工作。事实是，领导亚马逊运营的数千人的庞大团队，一直非常关心我们的小时工，我们为自己创造的工作环境感到自豪。我们还感到自豪的是，亚马逊不仅仅为计算机科学家和拥有高级学位的人创造就业机会，还为那些从未获得这种优势的人创造就业机会。两年半前，当我们为小时工设定15美元的最低工资时，我们这样做是因为我们想在工资方面领先，而不是随大流，因为我们认为这样做是正确的。我们现在知道得更清楚了，应对气候变化的明智行动不仅将阻止坏事发生，还将提高我们的经济效率，有助于推动技术变革，降低风险。总而言之，这些可以带来更多更好的工作，更健康快乐的孩子，更有生产力的工人，以及更繁荣的未来。我们都知道独特性（原创性）极具价值。我们都被教导要“做你自己”。我真正要求你们做的是，拥抱并现实地认识到，保持这种独特性需要多大的精力。这个宇宙希望你成为普通的人，并千方百计地吸引着你，千万别让它成为现实。你必须为你的与众不同付出代价，这是值得的。童话版的“做你自己”是，一旦你让自己的独特性闪耀光芒，所有的痛苦就会消失。当然，这种说法具有误导性。做你自己是值得的，但不要指望这是容易或免费的。你必须不断地投入精力。致你们所有人：要善良，要有独特性，创造的东西要比消费的多，永远不要让宇宙把你融入周围的环境。现在仍然是第一天（Day 1）。以下为贝佐斯致股东信全文：致亚马逊股东：在亚马逊1997年的第一封致股东信中，我谈到希望建立“持久特许经营权”一事，也就是通过释放互联网的力量来重新定义“服务客户”的意义。我当时提到，亚马逊已经从158名员工发展至614名员工，我们的用户账户也超过了150万。我们刚刚上市，经拆股调整后的股价为每股1.5美元。我写道：那是第一天。自那时以来，我们走过了一段很长的路，我们也比以往任何时候都更加努力地服务和取悦用户。去年，我们雇佣了50万名员工，现在全球范围内的员工总数达到130万。我们在全球拥有超过2亿的Prime会员。超过190万中小企业在亚马逊上进行销售，占我们销售总额的近60%。用户已经将超过1亿台智能家居设备与Alexa相连接。云服务（Amazon Web Services, AWS）为数百万用户服务，截至2020年，年营收运转率达到500万美元。在1997年，我们还没有发明Prime、Marketplace、Alexa或是AWS。根本没人想过这些，它们的诞生也并非命中注定之事。为了每一件产品，我们都冒了很大的风险，也付出了很多智慧与汗水。一路走来，我们为股东创造了1.6万亿美元的财富。他们是谁？当然，我所持有的亚马逊股份使我变得富有。但超过八分之七的股份，也就相当于1.4万亿美元的财富，为他人所有。他们是谁？是养老基金、大学、401（K）退休福利计划，也是Mary和拉里，他们在我坐下来写这封股东信的时候，意外地给我发来了以下这封信：我一直都能听到类似的故事。我知道有些股东用通过投资亚马逊获得的资金来上大学，也有的用于紧急情况、付房租、度假、创业或是做慈善等等。我为我们给股东创造的财富而感到骄傲。这很重要，这笔财富改善了他们的生活。但我也清楚一点：这还不是我们所创造的价值当中最大的一个部分。创造的比消费的更多如果你想在事业上（实际上是生活中）获得成功，你所创造的必须比你所消费的更多。你的目标应该是，为你所接触的每一个人创造价值。任何一个不能为其所接触到的人创造价值的企业，即使表面上看起来很成功，未来也不会长久。它正处于被淘汰的途中。记住，股价与过去无关。它们是对“未来现金流折回到现在”的预测。股市自有预期。我要稍微转换一下话题，聊一聊过去的事。2020年，我们为股东创造了多少价值？这是一个相对容易回答的问题，因为会计系统就是为了回答这个问题而设立的。2020年，亚马逊净收入213亿美元。如果亚马逊不是一家拥有数千股东的上市公司，反而是为一个人所独有的独资企业，这就是单一所有者在2020年所能赚到的钱。那员工呢？因为我们可以关注薪酬支出，所以这也是一个容易回答的价值创造问题。公司的支出就是员工的收入。2020年，亚马逊员工收入800亿美元，再加上包括福利和各种工资税在内的110亿美元，合计为910亿美元。第三方卖家呢？我们的内部团队（销售伙伴合作服务团队）就是用来回答这个问题的。他们预计，2020年第三方卖家在亚马逊上进行销售所获得的利润大概在250亿美元至390亿美元之间。保守来看，我就按250亿美元算了。客户方面，我们得将其分成消费者客户和AWS客户。先说消费者客户。我们提供低廉的价格、广泛的选择以及快速的送货，但假设我们为了这次预期，把上述这些都忽略了，并且只关注一件事：我们节省了客户的时间。在亚马逊上，客户只花了3分钟或者更短的时间就完成了28%的购买，有一半的购买在15分钟之内完成。而去实体店买东西需要经过开车、停车、在货架上找东西、排队结账、找到自己的车再开车回家这一系列流程。研究表明，去实体店购物通常需要一小时左右。假设一次典型的亚马逊购物只需要15分钟，并且还节省了客户每周去几次实体店购物的时间，一年下来就可以节省超过75小时。这是很重要的。现在是二十一世纪初期，大家都很忙。由此，我们可以得到一个数字。首先按照保守估计，把节省的时间价值定23为每小时10美元。75小时乘以10美元/时，再减去Prime的成本，那么就是为每位Prime会员创造了630美元的价值。我们拥有2亿Prime会员，相当于在2020年创造了1260亿美元的价值。对AWS客户进行评估比较难，因为每位客户的工作量都大不相同。不过我们还是来算一下，但误差可能会比较大。在云中运营与现场运营带来的直接成本改善各不相同，但合理的估计是30%。在AWS 2020年全年450亿美元的营收中，这30%意味着所创造的客户价值为190亿美元。这项评估工作的困难之处在于，直接降低成本是迁移到云为客户带来的好处中最小的一部分。更大的好处是，提高了软件开发的速度，这可以显著提高客户的竞争力和营收。我们没有合理的方法来估计客户价值的这一部分，只能说它几乎肯定大于直接节省的成本。保守地说，我会说这是相同的，并将AWS去年的客户价值创造计为380亿美元。将AWS和消费者加在一起，2020年的客户总价值将达到1640亿美元。总结一下：股东210亿美元员工910亿美元第三方卖家250亿美元客户1640亿美元总计3010亿美元如果每个群体都有一份损益表，代表他们与亚马逊的互动，那么上面的数字就是这些损益表的“底线”（最下面一行，指净利润）。这些数字可以说明，员工为什么为我们工作、卖家为什么通过我们销售商品，以及客户为什么从我们这里购买商品。因此我们为他们创造价值。这种价值创造不是“零和游戏”。这不仅仅是把钱从一个口袋转到另一个口袋。发明和创造是所有真正价值创造的根源，而所创造的价值，就是创新的衡量标准。当然，我们与这些全体的关系，和我们创造的价值，不仅仅是美元和美分。金钱并不能说明问题的全部。例如，我们与股东的关系相对简单。他们在自己选择的期限内投资和持有股票。我们也会就年度会议和正确的投票程序等事项向股东提供指导。即便如此，他们也可以无视这些指示，直接放弃投票。我们与员工的关系是一个非常不同的例子。我们有他们需要遵循的流程，以及需要满足的标准。我们需要培训和各种认证。员工必须在约定的时间上班。我们与员工的互动很多。这不仅仅是工资和福利的问题，还涉及到双方关系的所有其他细节方面。关于这次的工会选举，我认为我们还需要为员工做得更好。虽然投票倾向于我们，我们与员工的直接关系也很密切，但我很清楚，我们需要一个更好的愿景来为员工创造价值，一个为员工成功创造价值的愿景。如果你看了一些新闻报道，你可能会认为我们不关心员工。在这些报道中，我们的员工有时被指责为绝望的灵魂，被当作机器人对待。这不准确。他们是成熟而有思想的人，可以选择在哪里工作。当我们调查履约中心员工时，94%的人表示，他们会推荐好友来亚马逊工作。我们的员工可以在轮班期间，利用非正式休息时间伸展身体、取水、使用洗手间或与经理交谈，所有这些都不会影响他们的表现。这些非正式休息时间是对他们正常作息时间，即30分钟午餐和30分钟休息时间的补充。我们没有设定不合理的绩效目标。相反，我们设定了可实现的绩效目标，将任职期限和实际员工绩效数据考虑在内。绩效是在很长一段时间内进行评估的，因为我们知道，在任何给定的一周、一天或一小时内，各种因素都会影响绩效表现。如果员工在一段时间内未能达到绩效目标，他们的经理会与他们交谈并提供指导。培训也扩展到那些表现出色并能承担更多责任的员工。事实上，82%的辅导是积极的，提供给达到或超过预期绩效标准的员工。我们解雇了不到2.6%的员工，因为他们无法履行自己的职责（2020年，由于新冠肺炎疫情的影响，这一比例甚至更低）。地球上最好的雇主和地球上最安全的工作场所事实是，领导亚马逊运营的数千人的庞大团队，一直非常关心我们的小时工，我们为自己创造的工作环境感到自豪。我们还感到自豪的是，亚马逊不仅仅为计算机科学家和拥有高级学位的人创造就业机会，还为那些从未获得这种优势的人创造就业机会。尽管我们已经取得了成就，但我很清楚，我们需要一个更好的愿景，才能让我们的员工取得成功。我们一直希望成为地球上“最以客户为中心”的公司，我们不会改变这一目标，这就是我们走到这一步的原因。但我承诺，我们还要增加一项，我们将成为地球上最好的雇主和地球上最安全的工作场所。在我即将出任的执行主席的职位上，我将把重点放在新的倡议上。我是个发明家，这是我最喜欢的，也是我最擅长的，这也是我创造最大价值的地方。我很高兴能与我们运营部门充满激情的庞大团队一起工作，在这个“地球上最好的雇主和地球上最安全的工作场所”的竞技场上帮助发明。在细节方面，我们亚马逊总是灵活的，但在愿景问题上，我们是固执和无情的。当我们下定决心做某事时，我们从来没有失败过，在这一点上我们也不会失败。让我们深入探讨一下安全问题。例如，亚马逊约40%的工伤与肌肉骨骼疾病（MSD）有关，即反复运动可能导致的扭伤或拉伤等疾病。MSD在我们从事的这类工作中很常见，而且更有可能发生在员工入职的最初六个月。我们需要为新员工发明减少MSD的解决方案，他们中的许多人可能是第一次从事体力工作。Working Well就是一个这样的项目，我们于2020年在北美和欧洲的350个地点向85.9万名员工推出了这个项目。我们在那里培训一小群员工有关身体力学、积极主动的健康和安全方面的知识。除了减少工伤，这些概念对日常工作以外的活动也有积极影响。我们还正在开发新的自动化人员配备时间表，它使用复杂的算法在使用不同肌腱组的工作之间轮换员工，以减少重复运动，帮助保护员工免受MSD风险。这项新技术是我们将在2021年推出的工作轮换计划的核心。我们对MSD早期预防的更多关注已经取得了成效。从2019年到2020年，总体MSD减少了32%，工作时间之外导致的MSD减少了一半以上。我们在亚马逊聘请了6200名安全专业人员。他们使用安全科学来解决复杂的问题，并建立新的行业最佳实践。2021年，我们将在安全项目上投资超过3亿美元，其中包括最初的6600万美元，用于创造有助于防止叉车和其他类型工业车辆相撞的技术。当我们带头的时候，其他人就会跟随。两年半前，当我们为小时工设定15美元的最低工资时，我们这样做是因为我们想在工资方面领先，而不是随大流，因为我们认为这样做是正确的。加州大学伯克利分校和布兰迪斯大学的经济学家最近发表的一篇论文，分析了我们决定将最低起薪提高到每小时15美元的影响。他们的评估，与我们从员工、他们的家人和他们所居住的社区那里听到的情况相一致。我们提高了起薪，不仅使我们自己的员工受益，也使同一社区的其他工人受益，从而提振了全美各地的地方经济。研究表明，在同一劳动力市场中，我们的加薪导致其他雇主的平均时薪增加了4.7%。我们的领导工作并不限于此。如果我们想成为地球上最好的雇主，我们不应该满足于94%的员工说，他们会推荐朋友来亚马逊作工作，我们必须以100%为目标。我们将通过继续在工资、福利、提升技能机会和其他方面领先，随着时间的推移，我们将做到这一点。如果任何股东担心，地球上最好的雇主和地球上最安全的工作场所，可能会冲淡我们对地球上“最以客户为中心”的公司的关注，那么请放心。这样想吧，如果我们能够运营消费者电子商务和AWS这两项不同的业务，并以最高标准来运营，我们肯定可以同时做到上述两个目标。事实上，我相信他们还会互相加强。气候承诺在这封信的早期草稿中，对于气候这一部分，我先是摆明了观点，并给出了一些例子。这些论点和例子旨在证明，人类导致的气候变化是真实存在的。但是，坦率地说，我认为我们现在没必要这么说了。因为，你不必说光合作用是真实存在的，或者说重力是真实存在的，或者海平面上的水是在100摄氏度沸腾的。这些事情完全是真实的，气候变化的现实也是如此。不久前，大多数人认为应对气候变化是好事；但他们也认为这会付出高昂的代价，并会威胁到就业、竞争力和经济增长。我们现在知道得更清楚了，应对气候变化的明智行动不仅将阻止坏事发生，还将提高我们的经济效率，有助于推动技术变革，降低风险。总而言之，这些可以带来更多更好的工作，更健康快乐的孩子，更有生产力的工人，以及更繁荣的未来。当然，这并不意味着这将是一件容易的事，一定不会。未来十年将是决定性的十年，2030年的经济将需要与今天有很大的不同，亚马逊计划成为这一变化的核心。我们在2019年9月与Global Optimism共同发起了气候承诺，因为我们希望帮助推动这场积极的革命。我们需要成为一个不断壮大的企业团队的一员，他们了解21世纪的紧迫性和机遇。如今，不到两年后，代表几乎所有经济领域的53家公司签署了《气候承诺》。百思买、IBM、Infosys、梅赛德斯-奔驰、微软、西门子和Verizon等均签署承诺，到2040年，其全球业务将实现净零碳，比《巴黎协议》提前10年。承诺还要求它们定期测量和报告温室气体排放；通过真正的商业变革和创新实施脱碳战略；并通过额外的、可量化的、真实的、永久的和对社会有益的补偿，来中和任何剩余的排放。可信的、高质量的补偿是宝贵的，我们应该保留它们，以补偿那些不存在低碳替代品的经济活动。《气候承诺》签署国正在做出有意义的、切实的和雄心勃勃的承诺。Uber的目标是到2030年在加拿大、欧洲和美国成为零排放平台，汉高（Henkel）计划100%使用可再生能源生产电力。亚马逊正在朝着我们自己的目标取得进展，即到2025年100%使用可再生能源，比我们最初的2030年目标提前了五年。亚马逊是全球最大的可再生能源企业买家。我们在全球有62个公用事业规模的风能和太阳能项目，以及125个太阳能屋顶正在履行和分类中心。这些项目的发电能力超过6.9千兆瓦，每年提供超过2000万兆瓦时的能源。运输是亚马逊商业运营的重要组成部分，也是我们到2040年实现净零碳计划中最艰难的部分。为了帮助推动电动汽车技术市场的快速发展，并帮助所有公司过渡到更环保的技术，我们向Rivian投资了超过10亿美元，订购了10万辆电动送货车。我们还与印度的马欣德拉（Mahindra）和欧洲的梅赛德斯-奔驰建立了合作伙伴关系。这些来自Rivian的定制电动送货车辆已经投入运营，并于今年2月首次在洛杉矶上路。1万辆新车最早将于明年上路，到2030年，所有10万辆车将全部上路，可减排数百万吨碳。我们希望企业加入《气候承诺》的一个重要原因是，向市场发出信号，企业应该开始发明和开发有利于改善气候变化的新技术。我们购买10万辆Rivian电动面包车就是一个很好的例子。为了进一步加快对建设零碳经济所需新技术的投资，我们于去年6月推出了“气候承诺基金”（Climate Pledge Fund）。该投资计划从20亿美元开始，投资于有远见的公司，旨在促进向低碳经济的过渡。我们已经投资了CarbonCure Technologies、Pachama、Redwood Materials、Rivian、Turntide Technologies、ZeroAvia和Infinium等创新技术公司。另外，我个人还拨款100亿美元，帮助推动我们在未来十年所需的系统性变革。我们将支持顶尖的科学家、活动家、非政府组织、环境正义组织和其他致力于抗击气候变化和保护自然世界的人。去年年底，我向16个致力于创新和移动解决方案的组织提供了我的第一轮赠款。它将采取来自大公司、小公司、全球组织和个人的集体行动，我很高兴能成为这一旅程的一部分，并乐观地认为，人类可以团结起来解决这一挑战。差异化就是生存，宇宙想要你成为普通人这是我作为亚马逊CEO的最后一封年度股东信，我觉得有最后一件极其重要的事情必须告知大家，我希望所有亚马逊人都把这件事放在心上。以下是Richard Dawkins出版的《盲眼钟表匠》（The Blind Watch Maker）一书中的一段话。这是关于生物学的一个基本事实。避免死亡是你必须努力的事情。让它自己去做——这就是它死后的样子——身体往往会恢复到与环境的平衡状态。如果你测量一些指标，如温度、酸度、水分或生物体内的电势，你通常会发现，它与周围环境中相应的测量结果有很大的不同。例如，我们的身体通常比我们周围的环境更热，在寒冷的气候下，他们必须努力保持这种差异。当我们死后，身体停止运转，温差开始消失，最终我们的温度与周围环境相同。并不是所有的动物都如此努力地避免与周围的温度达到平衡，但所有的动物都做了一些类似的工作。例如，在干旱的地方，动植物努力保持细胞中的液体含量，这与水从细胞流向干燥的外部世界的自然趋势背道而驰。如果它们失败了，它们就会死。更广泛地说，如果生物不积极地阻止它，它们最终会融入周围环境，不再作为生物存在。这就是它们死后会发生的事情。虽然这段话不是一个比喻，但它仍然是一篇奇妙的文章，与亚马逊非常相关。我会认为，它与所有公司、所有机构，以及我们每个人的生活都相关。为了让你变得正常，这个宇宙在以什么方式吸引你？要做多少工作才能保持你的独特性？我认识一对幸福的夫妇，他们的关系中有一个笑话。丈夫经常会假装痛苦地看着妻子，对她说：“你就不能正常一点吗？”他们都微笑着大笑，当然，深刻的事实是，他喜欢她的独特之处。但是，与此同时，如果我们稍微正常一点，事情往往会变得更容易，这也是事实。这种现象在很多层面都会发生。我们都知道独特性（原创性）极具价值。我们都被教导要“做你自己”。我真正要求你们做的是，拥抱并现实地认识到，保持这种独特性需要多大的精力。这个宇宙希望你成为普通的人，并千方百计地吸引着你。千万别让它成为现实。你必须为你的与众不同付出代价，这是值得的。童话版的“做你自己”是，一旦你让自己的独特性闪耀光芒，所有的痛苦就会消失。当然，这种说法具有误导性。做你自己是值得的，但不要指望这是容易或免费的。你必须不断地投入精力。这个宇宙总是试图让亚马逊变得更具典型性，让我们与我们的环境保持平衡。这将需要持续的努力，但我们可以而且必须做得更好。在这里，我一如既往地附上我们1997年的股东信。信中最后写道：“我们亚马逊感谢客户的业务和信任，感谢彼此的辛勤工作，感谢股东的支持和鼓励。”这一点丝毫没有改变。我要特别感谢Andy Jassy同意担任CEO。这是一项艰巨的工作，责任重大。Andy才华横溢，标准也是最高的。我向你们保证，Andy不会让宇宙把我们变成普通人。他将凝聚起使我们与众不同的生命所需的能量。这并不容易，但这是至关重要的。我还预测，这将是令人满意的，而且经常是有趣的。谢谢你，Andy。致你们所有人：要善良，要有独特性，创造的东西要比消费的多，永远不要让宇宙把你融入周围的环境。现在仍然是第一天（Day 1）。杰夫·贝佐斯","news_type":1,"symbols_score_info":{"AMZN":0.9}},"isVote":1,"tweetType":1,"viewCount":2250,"commentLimit":10,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"symbols":[],"verified":2,"subType":0,"readableState":1,"langContent":"EN","currentLanguage":"EN","warmUpFlag":false,"orderFlag":false,"shareable":true,"causeOfNotShareable":"","featuresForAnalytics":[],"commentAndTweetFlag":false,"andRepostAutoSelectedFlag":false,"upFlag":false,"length":11,"xxTargetLangEnum":"ORIG"},"commentList":[],"hasMoreComment":false,"orderType":2}