2017年Amazon致股東信：我們非常感謝客戶的「不滿意」

導讀

這封信是2017年Amazon的第21封致股東信。

客戶總是不會滿意，這是人性使然。

當品項不夠多的時候，會不滿意；當配送速度不夠快時，會不滿意；當價格不夠低時，會不滿意。

就像人不會嫌自己錢太多一樣，客戶總是不會對服務感到滿意，即使Amazon提供的服務已經是該領域第一。

客戶總是不滿意，而Amazon的目標是成為全世界最以客戶為優先的公司，那Amazon對此能怎麼辦？

成為一間「高標準」的公司。

想要成為高標準的公司，就得先知道什麼是「高標準」。

高標準是先天具備，還是可以經由後天習得？

當我們說一個人的標準很高，指的是他在所有領域都是高標準的，還是只限特定領域中他是高標準的？

Jeff Bezos在這封致股東信中分享了他對高標準的觀點和經驗。

好了，導讀結束，以下致股東信正文開始。

正文

To our shareowners:

致我們的股東：

The American Customer Satisfaction Index recently announced the results of its annual survey, and for the 8th year in a row customers ranked Amazon #1. The United Kingdom has a similar index, The U.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 also just named the #1 business on LinkedIn’s 2018 Top Companies list, which ranks the most sought after places to work for professionals in the United States. And just a few weeks ago, Harris Poll released its annual Reputation Quotient, which surveys over 25,000 consumers on a broad range of topics from workplace environment to social responsibility to products and services, and for the 3rd year in a row Amazon ranked #1.

美國消費者滿意度指數最近公佈了其年度調查結果，連續八年將Amazon排在第一名。英國的消費者服務協會（Institute of Customer Service）公佈了類似的指數，即「英國消費者滿意度指數」，英國Amazon連續第五次在調查中排名第一。Amazon剛剛被LinkedIn評為2018年最佳公司排行榜第一名，此榜單旨在評選美國專業人士心目中的最受歡迎公司。就在幾週前，Harris Poll發布了商譽商數（Reputation Quotient），此報告對超過2.5萬多名消費者進行調查，主題包含工作環境、社會責任和產品服務，Amazon連續三年在排行榜排名第一。

Congratulations and thank you to the now over 560,000 Amazonians who come to work every day with unrelenting customer obsession, ingenuity, and commitment to operational excellence. And on behalf of Amazonians everywhere, I want to extend a huge thank you to customers. It’s incredibly energizing for us to see your responses to these surveys.

祝賀我們能得到這樣的成績。感謝超過56萬名Amazon員工每天都專注於客戶，承諾以獨創性和卓越的運營服務客戶。我代表世界各地的Amazon員工，向客戶表示由衷感謝。我們非常開心能收到客戶的高度評價。

One thing I love about customers is that they 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 being satisfied. People have a voracious appetite for a better way, and yesterday’s ‘wow’ quickly becomes today’s ‘ordinary’. I see that cycle of improvement happening at a faster rate than ever before. It may be because customers have such easy access to more information than ever before — in only a few seconds and with a couple taps on their phones, customers can read reviews, compare prices from multiple retailers, see whether something’s in stock, find out how fast it will ship or be available for pick-up, and more. These examples are from retail, but I sense that the same customer empowerment phenomenon is happening broadly across everything we do at Amazon and most other industries as well. You cannot rest on your laurels in this world. Customers won’t have it.

我最喜歡客戶的一點是－客戶總是很不滿意。他們的期待不會一成不變，而是會不斷上升。這是人的本性。 我們並沒有因此滿足，而是不斷精進自己。人們渴望會有更好的東西，昨天的「哇」很快就變成了今天的「普普通通」。我看到優化的速度比以往任何時候都快。與過去相比，客戶可以更輕鬆地在網路上取得更多資訊－只需幾秒鐘，輕按幾下手機，客戶就可以找到評論、多家零售商的價格、庫存量、發貨及提貨時間。以上所說的是發生在零售行業的現象，但我認為我們在Amazon其他領域，甚至是其他的行業中也會發生這樣的現象。在這個世界上，你不能止步於第一名，客戶不會永遠因此滿足。

How do you stay ahead of ever-rising customer expectations? There’s no single way to do it — it’s a combination of many things. But high standards (widely deployed and at all levels of detail) are certainly a big part of it. We’ve had some successes over the years in our quest to meet the high expectations of customers. We’ve also had billions of dollars’ worth of failures along the way. With those experiences as backdrop, I’d like to share with you the essentials of what we’ve learned (so far) about high standards inside an organization.

你如何因應客戶不斷增長的期望？沒辦法一招吃遍天下，需要多種多樣的結合。但是高標準（廣泛施行且注重所有細節）無疑是其中很重要的部分。多年來，我們在滿足客戶的高期望方面取得了一些成功。在此過程中，我們曾損失數十億美元。有了這些經驗，我想和大家分享迄今為止我們了解的組織內高標準的基本知識。

Intrinsic or Teachable?

先天具備還是後天習得？

First, there’s a foundational question: are high 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 first and foremost need to select for “high standards” people? If so, this letter would need to be mostly about hiring practices, but I don’t think so. I believe high standards are teachable. In fact, people are pretty good at learning high standards simply through exposure. High standards are contagious. Bring a new person onto a high standards team, and they’ll quickly adapt. The opposite is also true. If low standards prevail, those too will quickly spread. And though exposure works well to teach high standards, I believe you can accelerate that rate of learning by articulating a few core principles of high standards, which I hope to share in this letter.

首先，最基本的問題是：高標準是先天具備還是可經由後天習得？如果你帶我加入籃球隊，你可以教給我很多東西，但是你無法教我變得更高。我們是否首先需要選擇「高標準」的人？如果是這樣的話，這封信的重點將會是聘用做法，但我認為不是這樣的。我相信高標準是可以後天習得的。實際上，人們很擅長通過耳濡目染學習高標準。高標準具有傳染性。將一個新成員帶入高標準團隊，他會迅速適應。反之亦然。如果盛行的是低標準，那麼那些低標準也將迅速傳染。儘管耳濡目染可以很好地傳播高標準，但我相信你可以透過高標準的一些核心原則來加快學習速度，這正是我希望在這封信中與大家分享的知識。

Universal or Domain Specific?

普遍適用還是僅限特定領域？

Another important question is whether high standards are universal or domain specific. In other words, if you have high standards in one area, do you automatically have high standards elsewhere? I believe high standards are domain specific, and that you have to learn high standards separately in every arena of interest. When I started Amazon, I had high standards on inventing, on customer care, and (thankfully) on hiring. But I didn’t have high standards on operational process: how to keep fixed problems fixed, how to eliminate defects at the root, how to inspect processes, and much more. I had to learn and develop high standards on all of that (my colleagues were my tutors). Understanding this point is important because it keeps you humble. You can consider yourself a person of high standards in general and still have debilitating blind spots. There can be whole arenas of endeavor where you may not even know that your standards are low or non-existent, and certainly not world class. It’s critical to be open to that likelihood.

另一個重要的問題是：高標準是普遍適用還是僅限特定領域的？換句話說，如果你在一個領域中有高標準，那麼你在其他地方會自動擁有高標準嗎？我認為高標準是僅限特定領域的，

你必須在每個感興趣的領域中各自學習高標準。當我創辦Amazon時，我在發明、客戶服務以及招聘（好險有）方面都有很高的標準。但是我對流程沒有很高的標準：如何解決常見的問題、如何從根本上消除缺陷、如何進行流程檢查等等。我必須在這些方面學習和制定高標準（我的同事就像是我在這些領域的家教）。理解這一點很重要，因為它會使你更謙遜。通常，你可以認為自己是一個高標準的人，但你依然會有盲點。在所有工作領域中，你甚至可能不知道自己的標準是非常低的、肯定不是一流的。了解到這一點至關重要。

Recognition and Scope

認知與範疇

What do you need to achieve high standards in a particular domain area? First, you have to be able to recognize what good looks like in that domain. Second, you must have realistic expectations for how hard it should be (how much work it will take) to achieve that result — the scope.

在特定領域內達到高標準，你需要什麼條件？首先，你必須能夠識別在那個領域中什麼才稱得上「好」？其次，你必須對達到高標準的難度進行合理預期－這稱為範疇。

Let me give you two examples. One is a sort of toy illustration but it makes the point clearly, and another is a real one that comes up at Amazon all the time.

讓我舉兩個例子。一個就像是玩具的說明書，它能很好地說明了這一點。另一個是玩具本身。

Perfect Handstands

完美的倒立

A close friend recently decided to learn to do a perfect free-standing handstand. No leaning against a wall. Not for just a few seconds. Instagram good. She decided to start her journey by taking a handstand workshop at her yoga studio. She then practiced for a while but wasn’t getting the results she wanted. So, she hired a handstand coach. Yes, I know 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. “Most people,” he said, “think that if they work hard, they should be able to master a handstand in about two weeks. The reality is that it takes about six months of 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 — often hidden and undiscussed — kill high standards. To achieve high standards yourself or as part of a team, you need to form and proactively communicate realistic beliefs about how hard something is going to be — something this coach understood well.

最近，我的一名好友決定學習如何完美的倒立。不能倚在牆上、不只是短短幾秒。她決定透過瑜伽工作室學習倒立，以此開始自己的旅程。她練習了一段時間，但沒有得到想要的結果。因此，她聘請了一名倒立教練。這顯然是真實存在的實際情況。在第一堂課中，教練給她一些很棒的建議。他說：「大多數人認為，如果他們夠努力，應該能夠在兩週內掌握倒立。但現實情況是大約需要每天練習，持之以恆六個月。如果你認為應該在兩週內掌握倒立，那你最後只會放棄。」對範疇不切實際的想法（通常是隱藏且未經討論的）扼殺了高標準。為了讓自己成為高標準團隊的一員，你需要主動溝通，以了解現實情況並對難度有合理預期。這位倒立教練對此理解透徹。

Six-Page Narratives

六頁備忘錄

We don’t do PowerPoint (or any other slide-oriented) presentations at Amazon. Instead, we write narratively structured six-page memos. We silently read one at the beginning of each meeting in a kind of “study hall.” Not surprisingly, the quality of these memos varies widely. Some have the clarity of angels singing. They are brilliant and thoughtful and set up the meeting for high-quality discussion. Sometimes they come in at the other end of the spectrum.

在Amazon，我們不會使用PowerPoint（或其他任何投影片展示工具）。相反，我們編寫一份敘事結構的六頁備忘錄。在每次會議開始時，我們都會在「閱讀室」中靜靜閱讀備忘錄。一點都不意外，這些備忘錄的質量差距很大。有些人把備忘錄寫得就像是天使在歌唱。他們非常聰明，考慮到很多細節，並安排了高品質的會議討論。有些備忘錄則與之相反。

In the handstand example, it’s pretty straightforward to recognize high standards. It wouldn’t be difficult to lay out in detail the requirements of a well-executed handstand, and then you’re either doing it or you’re not. The writing example is very different. The difference between a great memo and an average one is much squishier. It would be extremely hard to write down the detailed requirements that make up a great memo. Nevertheless, I find that much of the time, readers react to great memos very similarly. They know it when they see it. The standard is there, and it is real, even if it’s not easily describable.

在倒立這個例子中，識別什麼是高標準很簡單。詳細闡述什麼是好的倒立並不難。你要麼做對，要麼做錯。寫作則沒有這麼顯而易見的標準。一份出色的備忘錄與一份平庸的備忘錄的差距巨大。要列出好的備忘錄的要求非常困難。儘管如此，我發現很多時候閱讀者對好的備忘錄的反應非常相似。他們一看到就知道這份備忘錄寫得很好。標準就在那裡，即使不容易清晰描述，它就是真實存在的。

Here’s what we’ve figured out. Often, when a memo isn’t great, it’s not the writer’s inability to recognize the high standard, but instead a wrong expectation on scope: they mistakenly believe a high-standards, six-page memo can be written in one or two days or even a few hours, when really it might take a week or more! They’re trying to perfect a handstand in just two weeks, and we’re not coaching them right. The great memos are written and re-written, shared with colleagues who are asked to improve the work, set 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 improve results through the simple act of teaching scope — that a great memo probably should take a week or more.

這就是我們想出的結論。通常來說，當一份備忘錄不夠好時，不是作者不知道什麼是高標準，而是對範疇的錯誤期望：他們錯誤地認為可以在一兩天內，甚至是幾小時內就可以寫出高標準的六頁備忘錄。事實上，他們實際需要一周或更長時間！他們就像是試圖在短短兩週內學會倒立，並我們沒有正確地告訴他們、指導他們。好的備忘錄寫完之後可能會被重寫。與同事分享寫好的備忘錄，然後把備忘錄擱置幾天，再以歸零重來的心態重新整理備忘錄。他們不可能在一兩天內完成備忘錄撰寫。這裡的關鍵點是，你可以透過學習來改善結果－學習認清事實，一份好的備忘錄可能需要一周或更長時間。

Skill

技巧

Beyond recognizing the standard and having realistic expectations on scope, how about skill? Surely to write a world class memo, you have to be an extremely skilled writer? Is it another required element? In my view, not so much, at least not for the individual in the context of teams. The football coach doesn’t need to be able to throw, and a film director doesn’t need to be able to act. But they both do need to recognize high standards for those things and teach realistic expectations on scope. Even in the example of writing a six-page memo, that’s teamwork. Someone on the team needs to have the skill, but it doesn’t have to be you. (As a side note, by tradition at Amazon, authors’ names never appear on the memos — the memo is from the whole team.)

除了認清標準和範疇，那關於技巧呢？要寫出一流的備忘錄，你必須是一位非常熟練的作家嗎？這是必要的嗎？在我看來不必要，至少對於團隊中的一員來說不必要。足球教練不需要射門，電影導演也不需要會演戲。但是他們都需要清楚知道這些事情的高標準為何，並就範疇提出符合實際的期待。以撰寫六頁備忘錄為例，這也需要團隊合作。團隊中的某個人需要具備該技能，但不一定是你。（順帶一提，按照Amazon的傳統，備忘錄中永遠不會出現作者個人的名字－備忘錄的作者是整個團隊。）

Benefits of High Standards

高標準帶來的好處

Building a culture of high standards is well worth the effort, and there are many benefits. Naturally and most obviously, you’re going to build better products and services for customers — this would be reason enough! Perhaps a little less obvious: people are drawn to high standards — they help with recruiting and retention. More subtle: a culture of high standards is protective of all the “invisible” but crucial work that goes on in every company. I’m talking about the work that no one sees. The work that gets done when no one is watching. In a high standards culture, doing that work well is its own reward — it’s part of what it means to be a professional.

建立高標準的文化值得付出努力，而且也有很多好處。最明顯的是，你將為客戶打造更好的產品和服務－這已經足夠了！也許不那麼明顯的是：人們會被高標準吸引－這有助於招聘和留住員工。更微妙的是：高標準文化可以確保「看不見」但至關重要的工作得到良好執行。我說的是那些沒有鎂光燈關注的工作。在高標準的文化中，做好工作是對自己的肯定－這是成為專業人士必須具備的素質。

And finally, high standards are fun! Once you’ve tasted high standards, there’s no going back.

最後，高標準非常有趣！就像你品嚐了高標準的葡萄酒之後，就再也沒有回頭路了。

So, the four elements of high standards as we see it: they are teachable, they are domain specific, you must recognize them, and you must explicitly coach realistic scope. For us, these work at all levels of detail. Everything from writing memos to whole new, clean-sheet business initiatives. We hope they help you too.

我們所看到的高標準，通常具備四個要素：可後天習得、僅限特定領域、需要清楚認知何謂高標準、具備明確實際的範疇。對我們來說，這些都需要在各細節層面進行。從撰寫備忘錄到全新的業務計劃，都需要注意這四個要素。我們希望這四個要素也能幫助到你。

Insist on the Highest Standards Leaders have relentlessly high standards — many people may think these standards are unreasonably high. — from the Amazon Leadership Principles

領導者實現高標準的方法就是堅持制定高標準－即使許多人可能認為這些標準高的不合理。－來自Amazon領導力原則

Recent Milestones

最近取得的里程碑

The high standards our leaders strive for have served us well. And while I certainly can’t do a handstand myself, I’m extremely proud to share some of the milestones we hit last year, each of which represents the fruition of many years of collective effort. We take none of them for granted.

領導者追求的高標準，為我們提供很好的服務。儘管我自己無法倒立，但我非常自豪地分享我們去年取得的一些里程碑。每個里程碑代表了多年集體努力的成果。我們都不把它們視為理所當然。

• Prime — 13 years post-launch, we have exceeded 100 million paid Prime members globally. In 2017 Amazon shipped more than five billion items with Prime worldwide, and more new members joined Prime than in any previous year — both worldwide and in the U.S. Members in the U.S. now receive unlimited free two-day shipping on over 100 million different items. We expanded Prime to Mexico, Singapore, the Netherlands, and Luxembourg, and introduced Business Prime Shipping in the U.S. and Germany. We keep making Prime shipping faster as well, with Prime Free Same-Day and Prime Free One-Day delivery now in more than 8,000 cities and towns. Prime Now is available in more than 50 cities worldwide across nine countries. Prime Day 2017 was our biggest global shopping event ever (until surpassed by Cyber Monday), with more new Prime members joining Prime than any other day in our history.
• Prime－推出13年後，我們在全球已擁有超過1億名付費Prime會員。2017年，Amazon在全球向會員配送了超過50億件商品，新加入Prime的會員數量超過以往任何一年（無論是以全球或美國來說都是）。美國會員現在可以不受限制地享受兩天內到貨的免費服務，可配送超過1億種不同商品。我們將Prime拓展到墨西哥、新加坡、荷蘭和盧森堡，並在美國和德國引入了Business Prime Shipping。我們也不斷提高Prime的配送速度，在超過8000個城鎮提供Prime Free當日到貨和Prime Free一日到貨服務。在全球9個國家，超過50個城市中提供Prime Now。Prime Day 2017是我們有史以來最大的全球購物活動（直到被Cyber Monday超過），與歷史上任何一天相比，Prime新會員的人數是最多的。
• AWS — It’s exciting to see Amazon Web Services, a $20 billion revenue run rate business, accelerate its already healthy growth. AWS has also accelerated its pace of innovation — especially in new areas such as machine learning and artificial intelligence, Internet of Things, and serverless computing. In 2017, AWS announced more than 1,400 significant services and features, including Amazon SageMaker, which radically changes the accessibility and ease of use for everyday developers to build sophisticated machine learning models. Tens of thousands of customers are also using a broad range of AWS machine learning services, with active users increasing more than 250 percent in the last year, spurred by the broad adoption of Amazon SageMaker. And in November, we held our sixth re:Invent conference with more than 40,000 attendees and over 60,000 streaming participants.
• AWS－令人振奮的是，營業額達200億美元的AWS再次加速增長。AWS加快了創新步伐，尤其是在機器學習、人工智能、物聯網和無服務器計算等新領域。2017年，AWS推出了超過1400種重要服務和功能，包括Amazon SageMaker，此服務從根本上改善了開發人員構建複雜的機器學習模型的易用性。數以萬計的客戶使用AWS機器學習服務，由於Amazon SageMaker的廣泛採用，去年活躍用戶增長超過250％。11月，我們舉辦了第六屆re：Invent大會，與會者超過4萬人，線上觀看者超過6萬名。
• Marketplace — In 2017, for the first time in our history, more than half of the units sold on Amazon worldwide were from our third-party sellers, including small and medium-sized businesses (SMBs). Over 300,000 U.S.-based SMBs started selling on Amazon in 2017, and Fulfillment by Amazon shipped billions of items for SMBs worldwide. Customers ordered more than 40 million items from SMBs worldwide during Prime Day 2017, growing their sales by more than 60 percent over Prime Day 2016. Our Global Selling program (enabling SMBs to sell products across national borders) grew by over 50% in 2017 and cross-border ecommerce by SMBs now represents more than 25% of total thirdparty sales.
• Marketplace－2017年，史上第一次在全球範圍內售出的商品中有超過一半來自第三方賣家，包括中小企業（SMB）。2017年，超過30萬個美國中小型企業在Amazon上銷售商品，Amaozon會為全球中小型企業運送了數十億件商品。2017年Prime Day期間，消費者從中小型企業訂購了超過4千萬件商品，與2016年Prime Day相比，銷售額增長超過60％。全球銷售計劃（Global Selling，使中小型企業能夠跨國販售商品）在2017年增長超過50％，如今中小企業的跨境電商交易額佔第三方賣家總銷售額25％以上。
• Alexa — Customer embrace of Alexa continues, with Alexa-enabled devices among the best-selling items across all of Amazon. We’re seeing extremely strong adoption by other companies and developers that want to create their own experiences with Alexa. There are now more than 30,000 skills for Alexa from outside developers, and customers can control 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 developed and implemented an on-device fingerprinting technique, which keeps your device from waking up when it hears an Alexa commercial on TV. (This technology ensured that our Alexa Super Bowl commercial didn’t wake up millions of devices.) 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’s spoken language understanding by more than 25% over the last 12 months through enhancements in Alexa’s machine learning components and the use of semi-supervised learning techniques. (These semi-supervised learning techniques reduced the amount of labeled data needed to achieve the same accuracy improvement by 40 times!) Finally, we’ve dramatically reduced the amount of time required to teach Alexa new languages by using machine translation and transfer learning techniques, which allows us to serve customers in more countries (like India and Japan).
• Alexa－Alexa持續受到客戶的喜愛，支援Alexa的設備遍及整個Amazon暢銷榜。我們看到其他公司大力支援Alexa，與Alexa一起創造優質用戶體驗。現在，外部開發人員共計為Alexa提供超過3萬種技術，消費者可以使用Alexa控制1200種品牌的4000多種智能家居設備。Alexa每天都在變得越來越聰明。我們已經開發並上線了一種終端指紋識別技術，可防止你的設備在聽到電視上的Alexa廣告時喚醒。（這項技術確保了我們的Alexa超級盃廣告不會喚醒數百萬個設備。）遠場語音識別技術（已經非常好）去年提升了15％；在美國、英國和德國，過去12個月來，我們透過加強Alexa的機器學習組件和使用半監督學習技術，將Alexa的口語理解能力提高了25％以上。（這些半監督學習技術將同等能力提升所需的數據量減少了40倍！）最後，我們透過使用機器翻譯和遷移學習技術極大地降低學習Alexa新語言所需的時間，使我們能夠為更多國家（例如印度和日本）的客戶提供服務。
• Amazon devices — 2017 was our best year yet for hardware sales. Customers bought tens of millions of Echo devices, and Echo Dot and Fire TV Stick with Alexa were the best-selling products across all of Amazon — across all categories and all manufacturers. Customers bought twice as many Fire TV Sticks and Kids Edition Fire Tablets this holiday season versus last year. 2017 marked the release of our all-new Echo with an improved design, better sound, and a lower price; Echo Plus with a built-in smart home hub; and Echo Spot, which is compact and beautiful with a circular screen. We released our next generation Fire TV, featuring 4K Ultra HD and HDR; and the Fire HD 10 Tablet, with 1080p Full HD display. And we celebrated the 10th anniversary of Kindle by releasing the all-new Kindle Oasis, our most advanced reader ever. It’s waterproof — take it in the bathtub — with a bigger 7” high-resolution 300 ppi display and has built-in audio so you can also listen to your books with Audible.
• Amazon devices－2017年是我們迄今為止硬體銷售表現最好的一年。客戶購買了數以千萬計的Echo設備，而帶有Alexa的Echo Dot和Fire TV Stick是Amazon所有類別和所有製造商中最暢銷的商品。與去年同期相比，客戶在此次假期中購買的Fire TV Stick和Kids Edition Fire Tablet的數量是去年的兩倍。2017年標誌著我們全新的Echo上市，改進的設計、更好的聲音和更低的價。具備智能家居集線器的Echo Plus；採用圓形屏幕、小巧美觀的Echo Spot。我們推出具有4K Ultra HD和HDR功能的新一代Fire TV，以及具有1080p螢幕的Fire HD 10 Tablet。為了慶祝Kindle 10週年，我們推出了全新的Kindle Oasis，這是迄今為止最先進的閱讀器。防水－所以你可以放在浴缸裡。更大的螢幕－7英寸300 ppi。內建音頻，因此你可以直接使用Audible聽書。
• Prime Video — Prime Video continues to drive Prime member adoption and retention. In the last year we made Prime Video even better for customers by adding new, award-winning Prime Originals to the service, like The Marvelous Mrs. Maisel, winner of two Critics’ Choice Awards and two Golden Globes, and the Oscar-nominated movie The Big Sick. We’ve expanded our slate of programming across the globe, launching new seasons of Bosch and Sneaky Pete from the U.S., The Grand Tour from the U.K., and You Are Wanted from Germany, while adding new Sentosha shows from Japan, along with Breathe and the award-winning Inside Edge from India. Also this year, we expanded our Prime Channels offerings, adding CBS All Access in the U.S. and launching Channels in the U.K. and Germany. We debuted NFL Thursday Night Football on Prime Video, with more than 18 million total viewers over 11 games. In 2017, Prime Video Direct secured subscription video rights for more than 3,000 feature films and committed over $18 million in royalties to independent filmmakers and other rights holders. Looking forward, we’re also excited about our upcoming Prime Original series pipeline, which includes Tom Clancy’s Jack Ryan starring John Krasinski; King Lear, starring Anthony Hopkins and Emma Thompson; The Romanoffs, executive produced by Matt Weiner; Carnival Row starring Orlando Bloom and Cara Delevingne; Good Omens starring Jon Hamm; and Homecoming, executive produced by Sam Esmail and starring Julia Roberts in her first television series. We acquired the global television rights for a multi-season production of The Lord of the Rings, as well as Cortés, a miniseries based on the epic saga of Hernán Cortés from executive producer Steven Spielberg, starring Javier Bardem, and we look forward to beginning work on those shows this year.
• Prime Video－Prime Video繼續推動Prime會員的拉新與留存。去年，我們新增了屢獲殊榮的全新Prime原創作品，從而使Prime Video給用戶更好的服務，例如獲得兩次廣播影評人協會獎和兩次金球獎的《The Marvelous Mrs. Maisel》，以及獲得奧斯卡提名的《The Big Sick》。我們的節目編排遍及全球，包括美國的《Bosch》和《Sneaky Pete》、英國的《The Grand Tour》、德國的《You Are Wanted》、日本的《Sentosha》、印度的《Breathe》和屢獲殊榮的《Inside Edge》。同樣時，我們擴增了Prime Channel的內容，在美國增加了CBS All Access，並在英國和德國推出許多新頻道。在Prime Video上首次播放NFL週四足球夜（Thursday Night Football），在11場比賽中總計有1800萬觀眾觀看。2017年，Prime Video Direct取得超過3000部影片的訂閱版權，將會為獨立電影製片人和其他版權持有者帶來超過1800萬美元的版稅。展望未來，我們也對即將推出的Prime原創電視劇感到興奮。Tom Clancy創作的《Jack Ryan》，將由John Krasinski主演。《King Lear》將由Anthony Hopkins和Emma Thompson主演。Matt Weiner製作的《Romanoffs》。《Carnival Row》由Orlando Bloom和Cara Delevingne主演。《Good Omens》由Jon Hamm主演。由Sam Esmail製作，並由Julia Roberts主演的電視劇《Homecoming》，這是Julia Roberts的第一部電視劇。我們取得幾季電視劇《The Lord of the Rings》的全球電視轉播權。由Steven Spielberg製作的《Cortés》是一部以《HernánCortés》的傳奇故事為背景的迷你劇，由Javier Bardem主演。我們非常期待今年的作品。
• Amazon Music — Amazon Music continues to grow fast and now has tens of millions of paid customers. Amazon Music Unlimited, our on-demand, ad-free offering, expanded to more than 30 new countries in 2017, and membership has more than doubled over the past six months.
• Amazon Music－Amazon音樂持續增長，現在擁有數千萬付費會員。我們的按需計價無廣告產品Amazon Music Unlimited，在2017年擴展市場到30多個國家，過去六個月中，會員數增加了一倍以上。
• Fashion — Amazon has become the destination for tens of millions of customers to shop for fashion. In 2017, we introduced our first fashion-oriented Prime benefit, Prime Wardrobe — a new service that brings the fitting room directly to the homes of Prime members so they can try on the latest styles before they buy. We introduced Nike and UGG on Amazon along with new celebrity collections by Drew Barrymore and Dwyane Wade, as well as dozens of new private brands, like Goodthreads and Core10. We’re also continuing to enable thousands of designers and artists to offer their exclusive designs and prints on demand through Merch by Amazon. We finished 2017 with the launch of our interactive shopping experience with Calvin Klein, including pop-up shops, on-site product customization, and fitting rooms with Alexa-controlled lighting, music, and more.
• Fashion－Amazon已經成為數千萬顧客購買時尚名品的地方。2017年，我們推出了第一個時尚導向的Prime優惠－Prime Wardrobe。這是一項新服務，將未購買的商品直接送到Prime會員的住處，讓消費者在家就可以試穿最新的款式。我們在Amazon上引入了Nike和UGG兩個品牌、Drew Barrymore和Dwyane Wade的名人系列、Goodthreads和Core10等數十個新品牌。我們還將繼續引入很多位設計師和藝術家，讓他們能夠透過Amazon Merch提供獨家設計商品。我們在2017年與Calvin Klein推出互動購物體驗，包括快閃店、現場產品訂製以及由Alexa控制燈光音樂的試衣間。
• Whole Foods — When we closed our acquisition of Whole Foods Market last year, we announced our commitment to making high-quality, natural and organic food available for everyone, then immediately lowered prices on a selection of best-selling grocery staples, including avocados, organic brown eggs, and responsibly-farmed salmon. We followed this with a second round of price reductions in November, and our Prime member exclusive promotion broke Whole Foods’ all-time record for turkeys sold during the Thanksgiving season. In February, we introduced free two-hour delivery on orders over $35 for Prime members in select cities, followed by additional cities in March and April, and plan continued expansion across the U.S. throughout this year. We also expanded the benefits of the Amazon Prime Rewards Visa Card, enabling Prime members to get 5% back when shopping at Whole Foods Market. Beyond that, customers can purchase Whole Foods’ private label products like 365 Everyday Value on Amazon, purchase Echo and other Amazon devices in over a hundred Whole Foods stores, and pick-up or return Amazon packages at Amazon Lockers in hundreds of Whole Foods stores. We’ve also begun the technical work needed to recognize Prime members at the point of sale and look forward to offering more Prime benefits to Whole Foods shoppers once that work is completed.
• Whole Foods－去年我們收購了Whole Foods超市，並承諾未來將向所有人提供高質量、天然和有機食品，同時立即降低酪梨、有機雞蛋、責任養殖的鮭魚等暢銷雜貨。隨後我們在11月進行了第二輪降價，我們推出Prime會員獨家促銷方案，打破了Whole Foods感恩節火雞銷量的的歷史記錄。2月，我們為部分城市的Prime會員提供兩小時到貨的免費配送服務，訂單金額超過35美元即可使用。隨後在3月和4月將服務拓展到其他城市，今年將在整個美國範圍內繼續拓展。我們還增加了Amazon Prime Rewards Visa卡的優惠，Prime會員在Whole Foods購物時可獲得5％的現金返還。除此之外，客戶還可以在Amazon上購買Whole Foods自有品牌產品，例如365 Everyday Value，也可以在一百多家Whole Foods中購買Echo和其他Amazon電子裝置，在數百家Whole Foods中的Amazon Lockers取貨或退貨 。我們已開始著手將Prime會員從Whole Foods顧客中識別出來，以提供他們更多的Prime會員優惠。
• Amazon Go — Amazon Go, a new kind of store with no checkout required, opened to the public in January in Seattle. Since opening, we’ve been thrilled to hear many customers refer to their shopping experience as “magical.” What makes the magic possible is a custom-built combination of computer vision, sensor fusion, and deep learning, which come together to create Just Walk Out shopping. With JWO, customers are able to grab their favorite breakfast, lunch, dinner, snack, and grocery essentials more conveniently than ever before. Some of our top-selling items are not surprising — caffeinated beverages and water are popular — but our customers also love the Chicken Banh Mi sandwich, chocolate chip cookies, cut fruit, gummy bears, and our Amazon Meal Kits.
• Amazon Go－Amazon Go是一種無需結帳的新型商店，1月在西雅圖開放營業。開業以來，我們很高興聽到許多顧客稱這樣的購物體驗為「神奇」。結合計算機視覺、傳感器和深度學習，使這一切從魔術成為可能，創造出拿了就走的購物體驗，我們稱之為Just Walk Out Shopping。透過Just Walk Out Shopping，消費者取得自己喜歡的早餐、午餐、晚餐、點心和雜貨會更加方便。我們的最暢銷產品是－不足為奇的咖啡因飲料和水，但他們也喜歡Chicken Banh Mi三明治、巧克力曲奇餅乾、水果、小熊軟糖和我們的Amazon餐包。
• Treasure Truck — Treasure Truck expanded from a single truck in Seattle to a fleet of 35 trucks across 25 U.S. cities and 12 U.K. cities. Our bubble-blowing, music-pumping trucks fulfilled hundreds of thousands of orders, from porterhouse steaks to the latest Nintendo releases. Throughout the year, Treasure Truck also partnered with local communities to lift spirits and help those in need, including donating and delivering hundreds of car seats, thousands of toys, tens of thousands of socks, and many other essentials to community members needing relief, from those displaced by Hurricane Harvey, to the homeless, to kids needing holiday cheer.
• Treasure Truck－Treasure Truck從西雅圖的一輛卡車起步，擴展為橫跨25個美國城市、12個英國城市，總數35輛的卡車車隊。我們的吹泡泡音樂泵車服務了數十萬筆訂單，從丁骨牛排到最新的任天堂遊戲機。Treasure Truck與當地社區合作，振作人們的精神，幫助有需要的人。捐贈和運送數百個汽車座椅、數千個玩具、數萬隻襪子和許多必需品。給那些因哈維颶風而流離失所者、無家可歸者和需要鼓勵的孩子。
• India — Amazon.in is the fastest growing marketplace in India, and the most visited site on both desktop and mobile, according to comScore and SimilarWeb. The Amazon.in mobile shopping app was also the most downloaded shopping app in India in 2017, according to App Annie. Prime added more members in India in its first year than any previous geography in Amazon’s history. Prime selection in India now includes more than 40 million local products from third-party sellers, and Prime Video is investing in India original video content in a big way, including two recent premiers and over a dozen new shows in production.
• India－根據comScore和SimilarWeb的數據，Amazon印度站是印度增長最快的第三方賣家平台，也是PC和移動設備上流量最大的網站。根據App Annie的數據，Amazon購物App是2017年印度區下載量最多的購物App。在印度推出Prime會員的第一年度，Prime會員增長數就超過了Amazon歷史上的任何地方的紀錄。印度的Prime商品主要來自第三方賣家，超過4000萬種當地商品。Prime Video正大量投資於印度的原創內容，包括兩位主要人物和十多個新節目。
• Sustainability — We are committed to minimizing carbon emissions by optimizing our transportation network, improving product packaging, and enhancing energy efficiency in our operations, and we have a long-term goal to power our global infrastructure using 100% renewable energy. We recently launched Amazon Wind Farm Texas, our largest wind farm yet, which generates more than 1,000,000 megawatt hours of clean energy annually from over 100 turbines. We have plans to host solar energy systems at 50 fulfillment centers by 2020, and have launched 24 wind and solar projects across the U.S. with more than 29 additional projects to come. Together, Amazon’s renewable energy projects now produce enough clean energy to power over 330,000 homes annually. In 2017 we celebrated the 10-year anniversary of Frustration-Free Packaging, the first of a suite of sustainable packaging initiatives that have eliminated more than 244,000 tons of packaging materials over the past 10 years. In addition, in 2017 alone our programs significantly reduced packaging waste, eliminating the equivalent of 305 million shipping boxes. And across the world, Amazon is contracting with our service providers to launch our first low-pollution last-mile fleet. Already today, a portion of our European delivery fleet is comprised of low-pollution electric and natural gas vans and cars, and we have over 40 electric scooters and e-cargo bikes that complete local urban deliveries.
• Sustainability－我們致力於優化運輸網絡、改善產品包裝和提高運營效率，最大程度地減少碳排放。我們的長期目標是使用100％可再生能源。我們最近啟用了德州的Amazon風力發電場，這是我們迄今為止最大的風力發電場，100多個渦輪機能產生超過100萬兆瓦時的清潔能源。我們計劃2020年前在50個配送中心設置太陽能系統，在美國啟動了24個風能和太陽能項目，另外還有29個即將成立的新項目。如今Amazon可再生能源項目共產生了足夠33萬個家庭使用的清潔能源。2017年是Frustration-Free包裝計畫的10週年，在過去十年此計劃消除了超過24.4萬噸包裝材料。僅在2017年就大大減少了包裝浪費，相當於減少了3.05億個包裝箱。Amazon正在與服務提供商簽約，啟動我們的第一個運送最後一英里的低污染車隊。今天，我們在歐洲的運輸車隊中，已經有一部分由低污染的電動貨車和天然氣貨車組成。我們擁有40多輛電動踏板車和電動貨運自行車，可以完成當地城市運輸任務。
• Empowering Small Business — Millions of small and medium-sized businesses worldwide now sell their products through Amazon to reach new customers around the globe. SMBs selling on Amazon come from every state in the U.S., and from more than 130 different countries around the world. More than 140,000 SMBs surpassed $100,000 in sales on Amazon in 2017, and over a thousand independent authors surpassed $100,000 in royalties in 2017 through Kindle Direct Publishing.
• Empowering Small Business－現在，全球數以百萬個的中小型企業透過Amazon販售商品，吸引全球新客戶。在Amazon上銷售的中小企業商品，來自美國的各個州和全球130多個的國家。 2017年，超過14萬名中小型企業在Amazon上的銷售額超過10萬美元。同時，有1000多名獨立創作者透過Kindle Direct Publishing的版權費賺到超過10萬美元。
• Investment & Job Creation — Since 2011, we have invested over $150 billion worldwide in our fulfillment networks, transportation capabilities, and technology infrastructure, including AWS data centers. Amazon has created over 1.7 million direct and indirect jobs around the world. In 2017 alone, we directly created more than 130,000 new Amazon jobs, not including acquisitions, bringing our global employee base to over 560,000. Our new jobs cover a wide range of professions, from artificial intelligence scientists to packaging specialists to fulfillment center associates. In addition to these direct hires, we estimate that Amazon Marketplace has created 900,000 more jobs worldwide, and that Amazon’s investments have created an additional 260,000 jobs in areas like construction, logistics, and other professional services.
• Investment & Job Creation－自2011年以來，我們已在全球投資超過1500億美元在配送網絡、運輸功能和基礎設施（包括AWS數據中心）上。Amazon在全球直接或間接創造超過170萬個工作機會。僅在2017年，我們就直接創造了超過13萬個新的工作機會（不包括收購），我們的全球員工總數因此超過56萬人。我們的新工作涵蓋了領域很廣泛，從人工智能科學家、包裝專家到配送中心員工。除了這些直接聘雇人員，我們估計Amazon在全球間接創造了90萬個個工作機會。Amazon在建築、物流和其他專業服務的投資一共創造了26萬個工作機會。
• Career Choice — One employee program we’re particularly proud of is Amazon Career Choice. For hourly associates with more than one year of tenure, we pre-pay 95% of tuition, fees, and textbooks (up to $12,000) for certificates and associate degrees in high-demand occupations such as aircraft mechanics, computer-aided design, machine tool technologies, medical lab technologies, and nursing. We fund education in areas that are in high demand and do so regardless of whether those skills are relevant to a career at Amazon. Globally more than 16,000 associates (including more than 12,000 in the U.S.) have joined Career Choice since the program launched in 2012. Career Choice is live in ten countries and expanding to South Africa, Costa Rica, and Slovakia later this year. Commercial truck driving, healthcare, and information technology are the program’s most popular fields of study. We’ve built 39 Career Choice classrooms so far, and we locate them behind glass walls in high traffic areas inside our fulfillment centers so associates can be inspired by seeing their peers pursue new skills.
• Career Choice－我們特別引以為傲的計劃就是職業選擇計畫（Career Choice）。對於任職時間超過一年的員工，我們預付95％的學雜費和教科書費用（最高1.2萬元），為員工取得高要求職業證書（例如飛機修護師、計算機輔助設計、機器技術、醫療科技和護理）的證書和副學士學位。我們提供教育資金給需求量很大的地區，無論這些技能是否與員工在Amazon的職務相關都可以獲得資助。自2012年推出此計劃，全球已有1.6萬名員工（包括美國的1.2萬多名）加入職業選擇計畫。職業選擇計畫在10個國家實行，將於今年內拓展至南非、哥斯大黎加和斯洛伐克。商用卡車駕駛、醫療保健和IT技術是此計劃最受歡迎的研究領域。到目前為止，我們已經建立了39個職業選擇計畫教室，它們位於配送中心最繁忙的區域，員工可以透過玻璃牆看到其他同事追求新技能，進而受到啟發。

The credit for these milestones is deserved by many. Amazon is 560,000 employees. It’s also 2 million sellers, hundreds of thousands of authors, millions of AWS developers, and hundreds of millions of divinely discontent customers around the world who push to make us better each and every day.

這些里程碑確實值得讚揚。Amazon有56萬名員工、200萬名賣家、成千上萬的作者、數百萬AWS開發人員以及世界各地成千上萬名需求未被滿足的顧客，他們每天都在努力使我們變得更好。

Path Ahead

前方的路

This year marks the 20th anniversary of our first shareholder letter, and our core values and approach remain unchanged. We continue to aspire to be Earth’s most customer-centric company, and we recognize this to be no small or easy challenge. We know there is much we can do better, and we find tremendous energy in the many challenges and opportunities that lie ahead.

今年距離第一封致股東信剛好滿20週年，我們的核心價值觀和做事方法依舊不變。我們渴望成為地球上最以顧客為中心的公司。我們知道到這絕非易事，我們還有很多可以做得更好的地方。在即將到來的眾多挑戰和機遇中，我們看到巨大的潛力與活力。

A huge thank you to each and every customer for allowing us to serve you, to our shareowners for your support, and to Amazonians everywhere for your ingenuity, your passion, and your high standards.

非常感謝每個客戶讓我們為你提供服務，感謝我們的股東的支持，也感謝所有Amazon員工的勤奮、熱情和高標準。

As always, I attach a copy of our original 1997 letter. It remains Day 1.

如同往常，我把我們在1997年寫的致股東信附在文末。我們的價值觀依然不變，今天依舊是Day 1。

Sincerely,

Jeffrey P. Bezo

真誠的

傑夫·貝佐斯

Jeffrey P. Bezos

Founder and Chief Executive Officer

Amazon.com, Inc.

傑夫·貝佐斯

Amazon創始人暨CEO

以上就是2017年Amazon致股東信。

想看隔年的Amazon致股東信，請至《2018年Amazon致股東信：非線性發明源自「漫步」》。

想看全系列導讀目錄，請至《Amazon 1997–2019年致股東信導讀目錄》。