WORLD'S RICHEST MAN: JEFF BEZOS, LIFE STORY AND LESSONS

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JEFF BEZOS Is the founder and C.E.O of amazon.com (the largest online retailer) & Washington post. He is a very successful vibrant 
business whose doings have led him to hold the number one spot of the list of richest people around the world. He is worth a whopping US$121.8 billion, he could as well be known as the modern era wealthiest person.
Bezos had an early love of computers and studied computer science and electrical engineering at Princeton University. After graduation he worked on Wall Street, and in 1990 he became the youngest senior vice president at the investment firm D.E. Shaw. Four years later, he quit his lucrative job to open Amazon.com, a virtual bookstore that became one of the internet's biggest success stories. In 2013, Bezos purchased The Washington Post in a $250 million deal. His successful business ventures have made him one of the richest people in the world. He further diversified his business interests when he founded aerospace company Blue Origin in 2000, Blue Origin started test flights to space in 2015 and plans for commercial suborbital human spaceflight beginning in 2018.

Early Life Stroy.
Jeff Bezos was born on January 12, 1964, in Albuquerque, New Mexico, to a teenage mother, Jacklyn Gise Jorgensen, and his biological father, Ted Jorgensen. The Jorgensens were married less than a year, and when Bezos was 4 years old his mother re-married, to Cuban immigrant Mike Bezos.
Bezos's maternal grandfather was Lawrence Preston Gise, a regional director of the U.S. Atomic Energy Commission (AEC) in Albuquerque. Before joining the AEC, Gise had worked for the Defense Advanced Research Projects Agency (DARPA), the research and development arm of the Department of Defense that was created in 1958 as the first response by the US government to the Russian launching of Sputnik I, the first artificial Earth satellite in 1957. Intended to be the counterbalance to military thinking in research and development, DARPA was formed, according to its official mission statement, to ensure that the US maintains a lead in applying technology for military capabilities and to prevent other technological surprises from her adversaries.
Bezos' mother Jacklyn (born c. 1946) was seventeen years old and still in high school at the time of his birth. Her marriage to Ted Jorgensen lasted a little over a year. In April 1968 (when Jeff was 4), she married her second husband, Miguel "Mike" Bezos, a Cuban immigrant who arrived alone in the United States when he was fifteen years old. Mike Bezos had worked his way through the University of New Mexico. He married Jacklyn and adopted 4-year-old Jeff Jorgensen, whose surname was then changed to Bezos. After the wedding, the family moved to Houston, and Mike worked as an engineer for Exxon. Bezos attended River Oaks Elementary School in Houston from fourth to sixth grade.
In 1986, Bezos graduated Phi Beta Kappa from Princeton University with Bachelor of Science degrees in electrical engineering and computer science.

Amazon.com
Bezos founded Amazon.com in 1994 after making a cross-country drive from New York to Seattle, writing up the Amazon business plan on the way. He initially set up the company in his garage. He had left his well-paying job at a New York City hedge fund after learning "about the rapid growth in Internet use," which coincided with a new U.S. Supreme Court ruling that exempted mail order companies from collecting sales taxes in states where they lack a physical presence.[35] Bezos' parents invested $300,000 from their retirement savings into Amazon.

The initial success of the company was meteoric. With no press promotion, Amazon.com sold books across the United States and in 45 foreign countries within 30 days. In two months, sales reached $20,000 a week, growing faster than Bezos and his start-up team had envisioned. 
Amazon.com went public in 1997, leading many market analysts to question whether the company could hold its own when traditional retailers launched their own e-commerce sites. Two years later, the start-up not only kept up, but also outpaced competitors, becoming an e-commerce leader.
Bezos continued to diversify Amazon’s offerings with the sale of CDs and videos in 1998, and later clothes, electronics, toys and more through major retail partnerships. While many dot.coms of the early '90s went bust, Amazon flourished with yearly sales that jumped from $510,000 in 1995 to over $17 billion in 2011.
In 2006, Amazon.com launched its video on demand service; initially known as Amazon Unbox on TiVo, it was eventually rebranded as Amazon Instant Video. In 2007, the company released the Kindle, a handheld digital book reader that allowed users to buy, download, read and store their book selections. That same year, Bezos announced his investment in Blue Origin, a Seattle-based aerospace company that develops technologies to offer space travel to paying customers.

Blue Origin
In 2000, Bezos founded Blue Origin, a human spaceflight startup company, partially as a result of his fascination with space travel, including an early interest in developing "space hotels, amusement parks, colonies and small cities for 2 million or 3 million people orbiting the Earth." The company was kept secret for a few years; it became publicly known only in 2006 when it purchased a sizable aggregation of land in west Texas for a launch and test facility.
In a 2011 interview, Bezos indicated that he founded the space company to help enable "anybody to go into space" and stated that the company was committed to decreasing the cost and increasing the safety of spaceflight. "Blue Origin is one of several start-ups aiming to open up space travel to paying customers. Like Amazon, the company is secretive, but [in September 2011] revealed that it had lost an unmanned prototype vehicle during a short-hop test flight. Although this was a setback, the announcement of the loss revealed for the first time just how far Blue Origin's team had advanced," he stated
In June 2016, Bezos reiterated his long term goal to see nearly all heavy-industry manufacturing factories in space as part of a wide-ranging, but rare, interview. In September 2016, he added that he hoped to colonize the solar system.Recently, Bezos also revealed that he was selling about $1 billion in Amazon stock a year to finance his Blue Origin rocket company

The Washington Post

Bezos made headlines worldwide on August 5, 2013, when he purchased The Washington Post and other publications affiliated with its parent company, The Washington Post Co., for $250 million. The deal marked the end of the four-generation reign over The Post Co. by the Graham family, which included Donald E. Graham, the company's chairman and chief executive, and his niece, Post publisher Katharine Weymouth.
"The Post could have survived under the company's ownership and been profitable for the foreseeable future," Graham stated, in an effort to explain the transaction. "But we wanted to do more than survive. I'm not saying this guarantees success, but it gives us a much greater chance of success."
In March 2014, Bezos made his first significant change at The Washington Post and lifted the online paywall for subscribers of a number of U.S. local newspapers including The Dallas Morning News, the Honolulu Star-Advertiser, and the Minneapolis Star-Tribune.[59] Bezos revealed in 2016 that he conducted no due diligence when accepting the first offer from former Washington Post owner Donald E. Graham.
Other Ventures
Bezos makes personal investments through venture capital vehicle Bezos Expeditions and has backed companies across a wide range of industries.[61] He was one of the first shareholders in Google, when he invested $250,000 in 1998. That $250,000 investment resulted in 3.3 million shares of Google stock, worth about $3.1 billion today.He also invested in Unity Biotechnology, a life-extension research firm hoping to slow or stop the process of aging.
On January 30, 2018, Amazon, Berkshire Hathaway and JPMorgan Chase delivered a joint press release in which they announced plans to pool their resources to form a new healthcare company for their U.S. employees.
According to the release, the company will be "free from profit-making incentives and constraints" as it tries to find ways to cut costs and boost satisfaction for patients, with an initial focus on technology solutions.
Lessons from Jeff
1. Take risks for market leadership
     Jeff believes to gain competitive market share, one or the entity involved must be willing to take huge risk, because if they are only possible outcomes in such decisions, either you succeed or you learn a very valuable lessons that would help you become a better businessman or business entity. 
It took Amazon three tries to get its business as a selling and fulfillment platform off the ground. First it tried Amazon Auctions, a more-or-less direct aping of the model that put eBay on the map. That morphed into zShops, and finally into Amazon Marketplace, which accounts for nearly half the units sold on Amazon.com.
"Given a 10 percent chance of a 100-times payout, you should take that bet every time," Bezos wrote in his very first annual letter (1997). "Failure and invention are inseparable twins. To invent you have to experiment, and if you know in advance that it's going to work, it's not an experiment."

2. Make employees think like owners

For you to ensure maximum work ethic by your employees, you would need to make them feel like they own the business and not that they are slaves on the business. When a person know something is his own, the amount of work he would put into making that thing better would be very diferent to when he sees himself as just a slave to his boss. When Bezos wrote this in the first Amazon annual letter, Bezos had 614 employees, up from 158 a year earlier. It has 230,000 now and plans to hire 100,000 full-time employees over the next 18 months
One key component of the approach has been to use stock options in hiring. "We will continue to focus on hiring and retaining versatile and talented employees, and continue to weight their compensation to stock options rather than cash," Bezos wrote in the 1997 letter. "We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.''

3 Obsess over customers, not competitors
Bezos makes the point that tech companies especially obsess over competitors: They wait and see what rivals introduce, then try to match and one-up it. By listening to customers instead, Amazon built its Amazon Web Services (AWS) business, which was designed to solve the problems with too-expensive in-house application hosting and open-source products that weren't robust enough to easily support fast-growing or already-large companies. AWS is now an over $10 billion business.
"Many companies describe themselves as customer-focused, but few walk the walk. Most big technology companies are competitor focused. They see what others are doing, and then work to fast follow," he wrote in a 2015-dated letter.
On the surface, a few things stand out about how Bezos approached the growth of his businesses. He maintained a true customer obsession from the start, he never got complacent in spite of their performance, and he sacrificed short-term vanity metrics for the endgame.
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