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網(wǎng)站運(yùn)行后，貝佐斯和他的員工精心調(diào)整其功能，增加了一鍵購物和顧客評(píng)語。1997年公司公開上市，投資者可以購買其股票。在接下來的幾年內(nèi)，貝佐斯擴(kuò)大公司同站，在加拿大、英國、德國、法國和日本等地開展業(yè)務(wù)。 After the Web site was launched, it was fine-tuned lby Bezos and his employees to include features such as one-click shopping and customer reviews. Investors were able to buy stock in Amazon.com beginning in 1997 when the company went public. Over the next few years Bezos expanded the company by launching Web sites in Canada, the United kingdom, Germany, France, and Japan.
管理模式 Management Style 表面上，貝佐斯是一個(gè)隨和而幽默的人。然而，同事和撰寫者發(fā)現(xiàn)，他專注于項(xiàng)目的快速周轉(zhuǎn)與效率，同時(shí)執(zhí)著于創(chuàng)新與才能的發(fā)現(xiàn)。因此，貝佐斯以不遺余力招聘有天分、創(chuàng)新能力強(qiáng)的員工而出名。貝佐斯和人事經(jīng)理全面檢查未來員工大學(xué)成績和 SAT的分?jǐn)?shù)。貝佐斯說：“這里的員工喜歡發(fā)明，因此其他喜歡發(fā)明的人也會(huì)被吸引到這里來。不喜歡發(fā)明的人呆在亞馬遜會(huì)不舒服。所以這是個(gè)自我加強(qiáng)的過程?！?On the surface Bezos was easygoing with a sense of humor. On the other hand, employees and chroniclers found that he was adamant in his expectations of quick turnaround time on project completion and high productivity, as well as of innovativeness and intelligence. Consequently, Bezos was characterized as a relentless recruiter of talented, innovative individuals. Bezos and personnel According to Bezos, "People here like to invent, and as a result other people who like to invent are attracted here. And people who don't like to invent are uncomfortable here. So it's self reinforcing". 為鼓勵(lì)新思想，貝佐斯開展了“想到就做”這個(gè)項(xiàng)目——員工無需上級(jí)許可就可以直接實(shí)行對(duì)公司有利的想法并能獲得獎(jiǎng)勵(lì)。 To encourage new ideas, Bezos instituted the Just Do It program, wherein the winners were those who proceeded with projects that they felt would help the company without first asking their bosses' permission.
網(wǎng)站運(yùn)行后，貝佐斯和他的員工精心調(diào)整其功能，增加了一鍵購物和顧客評(píng)語。1997年公司公開上市，投資者可以購買其股票。在接下來的幾年內(nèi)，貝佐斯擴(kuò)大公司同站，在加拿大、英國、德國、法國和日本等地開展業(yè)務(wù)。 After the Web site was launched, it was fine-tuned lby Bezos and his employees to include features such as one-click shopping and customer reviews. Investors were able to buy stock in Amazon.com beginning in 1997 when the company went public. Over the next few years Bezos expanded the company by launching Web sites in Canada, the United kingdom, Germany, France, and Japan.
管理模式 Management Style 表面上，貝佐斯是一個(gè)隨和而幽默的人。然而，同事和撰寫者發(fā)現(xiàn)，他專注于項(xiàng)目的快速周轉(zhuǎn)與效率，同時(shí)執(zhí)著于創(chuàng)新與才能的發(fā)現(xiàn)。因此，貝佐斯以不遺余力招聘有天分、創(chuàng)新能力強(qiáng)的員工而出名。貝佐斯和人事經(jīng)理全面檢查未來員工大學(xué)成績和 SAT的分?jǐn)?shù)。貝佐斯說：“這里的員工喜歡發(fā)明，因此其他喜歡發(fā)明的人也會(huì)被吸引到這里來。不喜歡發(fā)明的人呆在亞馬遜會(huì)不舒服。所以這是個(gè)自我加強(qiáng)的過程?！?On the surface Bezos was easygoing with a sense of humor. On the other hand, employees and chroniclers found that he was adamant in his expectations of quick turnaround time on project completion and high productivity, as well as of innovativeness and intelligence. Consequently, Bezos was characterized as a relentless recruiter of talented, innovative individuals. Bezos and personnel According to Bezos, "People here like to invent, and as a result other people who like to invent are attracted here. And people who don't like to invent are uncomfortable here. So it's self reinforcing". 為鼓勵(lì)新思想，貝佐斯開展了“想到就做”這個(gè)項(xiàng)目——員工無需上級(jí)許可就可以直接實(shí)行對(duì)公司有利的想法并能獲得獎(jiǎng)勵(lì)。 To encourage new ideas, Bezos instituted the Just Do It program, wherein the winners were those who proceeded with projects that they felt would help the company without first asking their bosses' permission.